An Empirical Study of the Key Success Factors of the Six Sigma Program in Military Manufactory factory and Maintainance factory

• Main Authors: Yang, Jin-Long, 楊錦榮
• Other Authors: Chu, Yen-Fong
• Format: Others
• Language: zh-TW
• Published: 2007
• Online Access: http://ndltd.ncl.edu.tw/handle/10054757900495004044

碩士 === 國防管理學院 === 後勤管理研究所 === 94 === Since the successful experience of G-E corporation in 1995, the 6-sigma program has gotten attention the world. Domestic industries also the same actions to keep existing and development. To promote the program in Military Section and achieve the goals of upgrading capabilities of manufactory process and satisfying the customer needs, it has become critical issue to control and adopt the key successful factors while in the middle of organization charge in MoD. The objective of this paper is to probe the key successful factors and experiences of promoting program. By descriptive statistics, factor analysis, reliability analysis, cognition difference analysis and correlation analysis, this study found ： 1.the key successful factors in cognition part include（a）communication and IT,（b）process and tools usage,（c）management and operation control（d）performance and training, and （e）organization and learning spirits. 2.the key successful factors in action part include（a）customer and employee involvement,（b）organization and support from upper managers,（c）process and technical support, and（d）project and tool usage. 3.the effectiveness has a great significant advance after promoting 6-sigma program when there are strong recognition in cognition and action parts in factories. 4.the visited factories consistently agree that to promote the program requires the support from the higher level managers, timing applause culture, and mixing the 6-sigma activities into daily life and becoming a custom. 5.The mangaerial implication from the results about the anufacturing and maintenance indicates: (1)the manufacturing :emphasizing the establishment of the suppliers' involvement, focusing on long-term output and development, and inspiring employee timely to improve efficiency. (2)the maintenance :emphasizing high performance by process management, establishing the qualified organizational culture, and carefully selecting the proper change projects.