【作者】 高健；

【导师】 张令荣；

【作者基本信息】 大连理工大学 ， 工商管理（专业学位）， 2018， 硕士

【摘要】 精益六西格玛管理是全球公认的优秀管理理念和方法,大部分跨国工业公司均建立起了符合本企业实际的精益六西格玛管理体系并受益匪浅。企业通过实施精益六西格玛管理,能够不断降低运营成本、提高产品和服务的质量、提高生产效率,以实现顾客满意和企业利润最大化。所有的管理变革都会付出一定的成本代价,也就是在实际导入和推广精益六西格玛的过程中一定会经历很多困难,很容易使精益六西格玛的导入戛然而止。本文例举的LY公司貌似顺利的发展过程中隐藏着各种危机,销售收入高但成本也居高不下,为了弥补生产效率低的困境进行增加预备库存,以至于占用大量资金,客户抱怨无法如期收货,以牺牲成本为代价换合格率。为此,LY公司高层在公司成立十周年会议上征求高层意见,决定导入精益六西格玛管理,同时要求人力资源部门迅速选取培训机构并尽快导入精益六西格玛管理。但是,LY公司在导入精益六西格玛管理的过程中并不是一帆风顺,甚至第一次导入精益六西格玛管理的过程以停滞告结。不仅如此,这还使LY公司很多基层员工对精益六西格玛产生了不满和抵触情绪,认为精益六西格玛是形式主义,缺少实质,耗时费力,劳民伤财。本文从DMAIC五大流程中深入分析了LY公司首次导入过程面临的种种困境,通过理论指引,配合实地访谈,查找首次导入精益六西格玛失败的原因:项目定义不清晰、培训偏离实践、缺少历史统计数据、缺乏项目成果分享机制。本文再通过进一步学习精益六西格玛的流程、实施要点等知识,同时联系企业实际,制定了相应对策,包括建立高层领导机制下的以发展战略为导向的立项原则、创新的“DMAIC+S”流程、实践培训和建立完善的质量数据信息系统四个解决途径,使精益六西格玛管理的导入得以很好的二次导入。当前,中国许多企业正在准备导入或如火如荼开展精益六西格玛管理,还有的已经在实践精益六西格玛管理,希望通过本文的研究对国内企业的精益六西格玛导入、实践和战略规划提供一定的借鉴。更多还原

【Abstract】 Lean Six Sigma management theory is recognized by the world as an advanced management concept and method.Most of the transnational industrial companies have established a Lean Six Sigma management system which is consistent with their own businesses.By implementing Lean Six Sigma management,enterprises can continuously reduce operation costs,improve the quality of products and services,and increase production efficiency,so as to maximize customer satisfaction and maximize profits.But in its actual introduction and promotion process will experience a lot of difficulties,it is easy to make the Lean Six Sigma import abruptly.The seemingly smooth development of LY has hidden all kinds of crises.Its sales revenue is high,but its cost is also high.In order to make up for the low productivity predicament,we need to increase reserve inventory and customer complaints.To this end,LY company is more rapidly importing Lean Six Sigma management.However,LY companies in the implementation of Lean Six Sigma management is not even the first time into the Everything is going smoothly.,Lean Six Sigma management process to stagnate over,not only that,it also makes a lot of LY company employees produced resistance to Lean Six Sigma,Lean Six Sigma is that formalism,the lack of real time.Fee to harass the people and waste money.From the five processes of DMAIC,this paper analyzes the reasons why LY company first introduced Lean Six Sigma failure: project definition is not clear,training deviates from practice,lacks historical statistics data and lacks project results sharing mechanism.By understanding the concept and connotation of Lean Six Sigma process,key points of implementation theory,formulate corresponding countermeasures,including the establishment of high-level leadership mechanism to develop strategic direction for the project of "DMAIC+S" principle,innovation process,practice training and the establishment of quality data to consummate the information system of the four solutions,the introduction of Lean Six Sigma management is very good.At present,many Chinese enterprises are importing Lean Six Sigma management.This article provides a good reference for the research of Lean Six Sigma introduction in domestic enterprises.更多还原