A Case Study Of Industrial Product Selling Process Improvement By Six Sigma Methodology

• Main Authors: SHI-FU CHENG, 鄭昔福
• Other Authors: Wen-Dwo Yang
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/s7xac8

碩士 === 國立臺灣科技大學 === 管理研究所 === 94 === Six Sigma represent zero defect approach is the key target of quality improvement. Six Sigma is not only the quality improvement project, but also the management system to achieve the business operational target, customer satisfaction & shareholder equity assurance under leadership style culture change and benchmark performance. This study adopted case-study methodology, and this study also focus on experience sharing and question probe in the practical Six Sigma practice deployment. The content of this study included the steps and methodology to deploy Six Sigma activity in case study and the analysis of how to apply Six Sigma methodology in practical Telecom Industrial product selling process improvement. Expect the reader can understand the basic Six Sigma deployment structure frame, critical steps, methodology and benefit of Six Sigma activity in product selling process improvement. To probe the selling process management improvement and the critical issue. This case study target on 3M Taiwan Ltd who promoted Six Sigma activity since 2001. 3M Taiwan tight the Six Sigma target with business operational goal, and deploy all Six Sigma in all business operation units. The basic deployment structure frame included Growth, Cost & Cash. The Growth super Y is typically applied in business unit for selling process improvement to achieve the business unit operational target as growth. This case study adopted D-M-A-I-C methodology. First all, to got the support and commitment from business group head, understand the background & team member to identified the scope as well as project target in Define phase. Identify the process, completed the Cause & Effect Matrix, standardized the measurement system and establish the initial capability in Measure phase. Find six important critical variables after FMEA, then identified 4 critical variables after Multi-vari study in Analyze phase. To improve and to fix these 4 critical variables in Improve phase, then we apply control plan to sustain the gain in the final stage of Control phase. Finally the successful project is 53% over the baseline to hit the target too. Finally the conclusion we pointed out the successful factors in case study included the top level support and commitments, step by step to apply D-M-A-I-C methodology, team work contributions, professional Six Sigma tool application and the leadership by Black Belt expertise. Meanwhile, the suggest for those companies who are preparing to promote Six Sigma activity in all operational departments should be understood the different business model should modify the project process to meet the difference, then identify the core selling process scope and project goal to achieve the best result.