臺灣博碩士論文加值系統

起源於製造業的六標準差，大多用於製程的改善。而至今已有許多知名企業成功活用此手法來提升商業流程的效率及效能。而且緊密的與流程改善相關理論結合，讓改善的工具選擇更有彈性及成果延展更廣大。
本研究的個案公司，在新的跨國技術合作專案推動時，發現現有的CKD付款與索賠流程有顯著的低效率及預付款金額差異與日俱增等問題。本文以六標準差為主軸，依Ｄ、Ｍ、Ａ、Ｉ、Ｃ五步驟並結合BPM的概念。過程使用流程圖、因果矩陣、價值及問題分析等輔助工具來改善汽車產業在CKD（Completely Knocked-Down）供應流程中的付款與索賠流程。
該流程改善後的結果，不只有系統的全面解決當前的問題，也替合作的雙方每月省下116個工時及台幣四十一萬多的成本。進而得到一個更簡化，且產出的品質及效率更高的優質流程設計。此外也提升了其他較難以估算如雙方未來合作信賴度等等的間接效益。

Six Sigma originates from manufacturing industry and is mostly used for production improvement. Until now, there are many well-know enterprises applying this technique with agility for advancing the efficiency and effect of business process successfully. Furthermore, it could tightly combine with the related theory of process improvement. The options of tools would be more flexible and the achievements would be expanded wider.
The company of case study for this research is discovering the apparent problems from the existing CKD payment and claim process, like low efficiency and the difference of pre paid amount increased day-by-day and so on. This research bases on Six Sigma as the spindle and follows Ｄ、Ｍ、Ａ、Ｉ、Ｃ five steps with the concept of BPM. By using the accessory tools, like flowchart, cause and effect matrix, value and problem analysis, improve the CKD payment and claim process in automobile industry.
The consequences after improvement not only solve all the current problems but also save 116 working hours and over TWD 410 thousands per month. We acquire further a simpler, higher quality of output and more efficient elegant process design. In addition, it could also increase other uncountable indirect effect, like the trust between two sides in the future.

中文摘要..................................................i
英文摘要..................................................ii
誌謝.....................................................iii
目錄......................................................iv
圖目錄....................................................vi
表目錄...................................................vii
第一章 緒論................................................1
1.1研究動機...........................................1
1.2研究背景...........................................1
1.3研究目的...........................................2
1.4研究架構...........................................3
第二章 文獻探討............................................5
2.1 BPM的運用及現況...................................5
2.2 六標準差的運用及現況..............................7
2.3 相關案例探討.....................................10
第三章 研究方法...........................................13
3.1 BPM...............................................13
3.1.1流程圖的起源及功能..............................13
3.1.2流程圖的種類及特性..............................13
3.1.3流程改善........................................14
3.2 六標準差..........................................18
3.2.1六標準差流程改善的概念..........................18
3.2.2 六標準差的五步驟...............................19
3.2.3 六標準差的輔助工具.............................20
第四章 CKD（Completely Knocked-Down）個案研究.............24
4.1 CKD個案背景.......................................24
4.2定義階段...........................................24
4.2.1 改善的目的及動機...............................24
4.2.2 界定改善範圍...................................26
4.3量測階段...........................................26
4.4分析階段...........................................31
4.5改善階段...........................................35
4.6控管階段..........................................39
4.7改善前後的比較及效益...............................42
第五章 結論與未來研究方向.................................48
5-1結論...............................................48
5-2未來研究方向.......................................49
參考文獻..................................................51

中文
高信培，“BPM & ERP”，2003。
曹立明:六標準差。2003年8月26日，取自 http://inews.cnanews.gov.tw/report/07.htm。
MBA智庫百科: SIPOC模型，取自http://wiki.mbalib.com/zh- tw/SIPOC%E6%A8%A1%E5%9E%8B。
程秀真，「運用六標準差改善機台備用零件」，國立中央大學，碩士論文，民國99年。
王燕秋，「應用六標準差之方法於半導體產業砷化鎵六吋晶圓-業務行政部門之訂單流程改善」，國立中央大學，碩士論文，民國97年。

英文
Armstrong, F. E., 2003-2011, http://thequalityweb.com/menu.html
Chen, K.S. et al.,“A MAIC approach to TFT-LCD panel quality improvement”, Microelectronic Reliability, 22 November 2005.
Christopher, Martin and Rutherfold , Christine: Creating Supply Chain Resilience Through Agile Six Sigma. 2004, http://www.criticaleye.net
Clark, Donald: Brainstorming. 2010, http://www.nwlink.com/~donclark/perform/brainstorm.html
Deb: CTQ Tree-Six Sigma Tools. 2008, http://sixsigmahub.blogspot.com/2008/03/ctq-tree-six-sigma-tools.html
Deming,Edwards W., Out or the Crisis, 2nd. ed., Cambridge, Mass., MIT Center for Advanced Engineering Study, 1986.
Graves, Spencer.,“Six Sigma Rolled Throughout Yield”, 23 May 2001.
Harmon, Paul., Business Process Change(A Guide for Business Managers and BPM and Six Sigma Professionals, Second Edition), Morgan Kaufmann Publishers, USA, 2007.
iSixSigma, http://www.isixsigma.com
IMVP World Assembly Plant Survey, 1986.
Monk, Ellen F. and Wagner, Bret J., Concepts in Enterprise Resource Planning,Third Edition, Course Technology Cengage Learning, USA, 2009.
Pereira, Ron: Calculating Rolled Throughput Yield (RTY). 2007, http://lssacademy.com/2007/09/12/calculating-rolled-throughput-yield-rty/
Schurter, Terry., The Insiders’Guide to BPM: 7 Steps Instructional Guide and Templates, http://www.global360.com/GuidetoBPM
Sheldon, Donald H., Class A ERP Implementation: integrating Lean and six sigma, J. Ross Publishing, USA, 2005.
Sodhi, ManMohan S. and Sodhi, Navdeep S., “Six Sigma Pricing”, Harvard Business Review, May 2005.
Tidd, Joe and Bessant, John and Pavitt, Keith: Value Analysis. 2005, http://www.managing-innovation.com/tools/Value%20Analysis.pdf
Wikipedia: Project charter.2011,
http://en.wikipedia.org/wiki/Project_charter
Zachman, John A., “ A Framework for Information Systems Architecture”, IBM Systems Journal, 1987.