臺灣博碩士論文加值系統

近年來，越來越多的組織深信只要推動Six Sigma，就可以為企業帶來獲利的改善，相對地也投入大量的資金，卻無法為組織帶來正面的效益。有鑑於此，本研究以正在推動六標準差的H公司，檢視推動過程中績效衡量與專案效益的關係，期望這樣的結果可以提供企業在推動Six Sigma的績效衡量系統設計上有一些幫助。
本研究以H公司目前之衡量新產品開發績效衡量模式為基礎，利用流程改造之手法來檢視新產品開發流程是否具有流程導向與顧客導向。在績效衡量模式的變革中，除了以內外部顧客導向來優化新產品開發作業流程外，更加入品質成本為衡量績效之參數。經本研究證實，H公司在推動六標準差的期間，執行本研究提倡之績效衡量模式變革案，變革後為組織帶來更高的正面效益。

There are more and more organizations firmly believe that the implementation of Six Sigma leads to beneficial improvement in finance; however, considerable investment in Six Sigma does not guarantee financial success for lots of companies. This study chooses company H, which has being implemented its Six Sigma system for years, as our case to examine its implementation process as well as the relationship between performance measurement and projects savings. Hopefully, the result can provide some help in measurement system design for organizations trying to implement Six Sigma.
This research is based on the performance measurement model for new product development in H Company. Process reengineering techniques are employed to investigate if there are process orientation and customer orientation in new product development. As for the changes of performance measurement model, the performance evaluation parameters for quality cost are included in addition to the enhancement of internal and external customer orientation in new product development process. The result shows that during the implementation of Six Sigma, H Company has engaged the changes for its performance measurement model and secured greater benefits for the organization.

目錄

摘要 I
Abstract II
誌謝 IV
目錄 V
圖表索引 VII
第壹章 緒論 1
第一節 研究動機與背景 1
第二節 研究目的 5
第三節 研究流程 6
第四節 論文架構 7
第貳章 文獻探討 8
第一節 六標準差與顧客導向 8
第二節 績效衡量 15
第三節 品質成本 19
第四節 流程再造 23
第參章 研究方法 29
第一節 研究架構 29
第二節 H公司現有新產品開發流程 30
第三節 H公司現有模式介紹及其解析 42
第肆章 個案實證 66
第一節 H公司簡介 66
第二節 H公司推動六標準差紀實 72
第三節 運用兩模式並分析結果與比較 78
第伍章 結論與建議 86
第一節 研究結論 86
第二節 研究貢獻 90
第三節 研究限制 91
第四節 後續研究建議 92
參考文獻 93
中文部分 93
英文部分 95
作者簡介 102


圖表索引

圖1-1 本研究流程圖 6
圖2-1 DMAIC方法論及其主要應用工具 10
圖2-2 成本與品質水準示意圖 20
圖2-3 冰山的一角 21
圖2-4 執行企業流程再造之架構圖 28
圖3-1 本研究架構圖 29
圖3-2 H公司新產品開發流程圖 32
圖3-3 H公司作業流程圖 44
圖3-4 品質成本組成結構圖 46
圖3-5 新產品開發部門之品質成本歸屬示意圖 47
圖3-6 改造後的新產品開發作業流程 57
圖3-7 NPAR績效評估說明 61
圖4-1 H公司於2005年專案延遲原因分析統計圖 68
圖4-2 H公司於2005年專案延遲原因分類圖 69
圖4-3 H公司於2005年開發時程延遲之魚骨圖 70
圖4-4 H公司於2005年之SIPOC流程圖 71
圖4-5 H公司推行六標準差組織圖 73
表2-1 六標準差的定義 9
表2-2 績效衡量指標設定原則彙總表 18
表2-3 品質成本的結構 22
表2-4 流程再造相關定義彙整表 24
表2-5 流程再造類別 26
表2-6 流程與職能導向管理之比較 27
表3-1 H公司之COP對應之程序書及KPI名稱簡表 42
表3-2 H公司之新產品開發流程之COP及KPI 43
表3-3 新產品開發與品質成本關係表 49
表3-4 新產品開發不良之蝴蝶效應 52
表3-5 NPAR計算例表 60
表3-6 POQC 計算例表 63
表3-7 PNPD 計算例表 64
表3-8 PAR與NPAR、POQC績效指標之特性對照表 65
表4-1 H公司2005年之開發時程達成率實績表 67
表4-2 H公司推行六標準差時程表 72
表4-3 H公司推行六標準差組織權責表 73
表4-4 H公司推行六標準差之相關人員資格與獎勵方式表 74
表4-5 H公司南科廠推行六標準差之導入成效表 75
表4-6 H公司2007年專案目標數量表 75
表4-7 現有模式下之H公司2005年2006年之PAR 78
表4-8 新模式下之H公司2005年2006年之PNPD演算表 79
表4-9 新模式下之H公司2005年2006年之NPAR 80
表4-10 新模式下之H公司2005年2006年之POQC 82
表4-11 新模式下之H公司2005年2006年之PNPD概況表 83
表4-12 新模式下之H公司2005年2006年之POQC 84
表4-13 兩模式之特性比較表 85

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