| Summary: | 碩士 === 臺灣大學 === 企業管理碩士專班 === 98 === Six Sigma and Lean tended to be viewed as separate and distinct improvement methods in the mid-to late 1990s. However, nowadays, the use of Six Sigma and Lean in combination is receiving greater academic and practitioner attention. More and more academics claim that the joint implementation will result in a Lean Six Sigma organization, overcoming the limitations of each program when implemented in isolation. The implementation of Lean Sigma is expected to benefit overall operation.
In this thesis, we analyze the performance of five factories in a global semiconductor company to understand the effect of Lean Sigma implementation. The abstract view of the company and the culture backgrounds of the factories are illustrated as the backdrop of case study. The performance is analyzed in terms of production cost, schedule attainment, customer satisfaction and quality. The cross impact of culture is also discussed as it increases the complexity in implementation and brings uncertainty to Lean Sigma implementation result.
The analysis is done for the period from January 2006 to December 2009. The financial crisis of 2007-2009, which is called by leading economists the worst financial crisis since the one related to the Great Depression of the 1930s, gives a great opportunity to analyze the performance in different demand-capacity scenario.
As the result, Lean Sigma, in this case study, does not benefit the factories at the aspect of unit cost, especially when the organization is too lean with not flexibility left to adapt to the change in the business environment. However, when there is capacity shortage, Lean Sigma offsetS the negative impacts on schedule attainment, customer satisfaction and quality. In addition, in global company, culture does influence employee’s commitment and affect the success of Lean Sigma implementation. The factory that failed the implementation performed worse than the other factories.
|
|---|
