系统整合经营策略模式之研究（推荐PDF118）

sAStudyofIntegratingSixSigmaprogramwithBusinessStrategyI6s6s6s1.6s6s6ss2.3.6s86sII4.5.6stDMAIC6sQFDFMEAt6sIIIAbstractSixSigmaisamanagementphilosophythatiswidelyacceptedamongglobalindustries.ThisstudyreviewsliteratureonthedefinitionsofSixSigmaandbusinessstrategy.Also,thestudyconstructsapreliminarilyexplorationmodelofintegratingSixSigmaprogramwithbusinessstrategy.Theexplorationmodelforbusinessexcellenceincludesindependentdimensionsofbusinessstrategy,SixSigmaimplementationandthedependentdimensionofqualityperformance.Thedimensionsofbusinessstrategyincludethevariablesfororganizationalculture,organizationalassessment,strategyformulationandimprovementmethodology.Meanwhile,thedimensionofSixSigmaimplementationincludessteeringorganizationofSixSigma,skillsofqualityimprovement,integratingorientationofqualityimprovementandperformancebottom-line.Thedependentdimensionofqualityperformanceisbasedonemployees’motivation,customersatisfactory,increasingprofitanddeceasingcost.1.ForanexplorationmodelintegratingSixSigmaactivitieswithbusinessstrategy,theorganizationalculturevariableisthemostimportantfactor.ThetopmanagementmusthavecommitmenttowardstheSixSigmaactivities,involvementintheSixSigmatrainingandemphasisoncustomersatisfactiontoenhancetheintegrationofSixSigmawithbusinessstrategy.2.Themoreintegratedthedimensionofbusinessstrategy,andthenthevariableofsteeringorganizationismoreconfirmed.Thevariableofskillsofqualityimprovementwillproduceefficiently,performancebottom-linewillbegoodoutcomeandintegratingorientationofqualityimprovementispositively.3.The8variableswiththemodelofintegratingSixSigmaactivitieswithbusinessstrategyarepositivelyrelatedwiththeindexofqualityperformance.ThevariableofstrategyformulationwithinthedimensionofbusinessstrategyandthevariableofintegratingorientationofqualityimprovementwithinthedimensionofSixSigmaimplementationaremosthighlyrelatedwiththeindexofqualityperformance.ItmeansthatSixSigmastrategymustbeconfirmedandthebusinessresourcemustbeintegratedtoreachqualityperformance.4.Thekeyfactorsinthepredictedmodelofqualityperformancebymultipleregressionmethodologyareasfollowsinsequentialorder:integratingorientationofqualityimprovement,performancebottom-line,organizationalIVassessment,improvementmethodology,organizationalculture,skillsofqualityimprovement,andsteeringorganization.Thebestpredictoristhevariableofintegratingorientationofqualityimprovement.Itimpliesthatthequalityactivitiesmustbecombinedwithmanagementbyobjective,qualityskillstrainingmustbeimplementedcontinuouslyandqualityplansbyexecutedbyprojectforreachbestqualityperformance.ThisstudyconcludesthatthefirmsdonotnecessarilyhavetoadoptSixSigmaactivitytoreachexcellentperformance.IntegratingthemanagementactivitiesofbusinessstrategywillhelpbalancethetechnicalelementsofSixSigmaimplementationforqualityperformance,andthebusinessstrategydimensionsthatwillmakeimplementingSixSigmamoreeffective.Keywords:SixSigma,TotalQualityManagement,BusinessStrategyV12348106sTQM102225253046494951555565707173808083879696B.97C.()103D.()106VI1-1GEs12-16s112-26s122-36s132-46sTQM213-1303-2343-36s373-4423-5433-619952002443-7454-1514-2535-1565-2565-3575-4575-5585-6585-76s595-8605-9605-10615-11635-12645-13665-14675-15685-16Scheffe695-17705-18705-19715-20725-21745-226s745-236s75VII5-246s755-256s765-26775-27775-28785-29795-30796-1816-26s836-36s84VIII1-1GE21-261-382-16s122-26s142-3DMAIC162-46s162-56s182-6232-7233-16s293-2333-3353-46s-PPM363-56s393-6403-7413-8484-1545-1625-2645-3675-46s756-18211980MotorolaGeneralElectricSonyTexasInstrumentsAlliedSignal(Honeywell)6s6s6sCEOGE(Welch)GE(Hendrick&Kelbaugh,1998)GE6s199519987506s6s8151-11-16s1996GE6s6s6s(Welch,1996)6s6s(Businessexcellence)1-1:GE6s6s:519952000(Annualproductivitygains)1.54.0(Operatingmargins)14.418.4(Inventoryturns)5.89.2Lucier,G.T.andSeshadri,S.2001.GEtakestoSixSigmabeyondthebottomline,StrategicFinance,82(11):42.26s:6sHahn&Doganaksoy(2000)6s?6s?6s6s6sFordMotorolaCitibankDupontHoneywellMaguire,19996s6sSymbolicaction6s3(Crom,2000)6s?6s199750%Puayetal.,20021990policydevelopmentThiagarjan&Ziairi,20026s6s6s6s20026s:6s6s6s6s6s6s46s6s6s6s6s6s6s:1-2()6s()6s6s6s5()()6s()email(Populationparameters)(Estimator)6s()SPSS10.0WindowProduct-momentcorrelationMultipleregressionmethodDiscriminantanalysis()61-36s6s6s6s6s-2:76s()(Descriptivestatistics)(OnewayANOVA)Pearson81-3:6s:6s6s1.9711236.6%21.1%35.2%106sTQM6sTQM6sTQM6s6sTQM6s6sDMAIC(Hammer,2002)DMAIC6sTQM6s(Breyfogle,1999)6s(Characteristic&Optimization)6s(processvariation)(Wheeler,2002)6s2-16s6s2-26s(Motorola,2001)6s11(Blakeslee,1999)Basu(2001)6s6s(Steeringorganization)(Byproject)DMAIC(Bottomline)(Managementbyfact)DMAIC(McFadden,1993)2-12-1:6sMinitabInc.,JournalofAppliedStatistics,March2001DMAIC(Bottomline)Motorola,JournalofAppliedStatistics,March2001(Steeringorganization)Harry&Schroeder(2000),SixSigma,NewYork:Doubleday(ByProject)GE,””Tomkins(1997),FinancialTimesDPMO122-2:6sMotorola,2001Motorola,2001DPMOTomkins,1997GE,2000(ByProjectHarry&Schroeder,2000(Bottomline)Minitab,2001(Steering