臺灣博碩士論文加值系統

六個標準差提供了一個企業經營策略的新視野，世界各地亦有多家成功企業案例，如奇異、摩托羅拉及花旗銀行等。六個標準差管理手法主要分為五個程序，分別是界定，量測，分析，改善，控制。在這五個程序的流程中，受過訓練的人員，在執行改善專案時，充分運用六個標準差所提供的觀念及工具，找到正確而有價值的專案，定義其改善目標，運用團隊合作，收集問題資訊，分析改善要因，建立改善流程，乃控管改善成果。六個標準差品質提昇活動必需有大量資源的提供，才能發揮最大之效能。而國內企業型態多屬中小企業型式，資源不如資本雄厚的大型企業，因此在導入六個標準差品質提昇活動時，企業必需事先做一整體性的評估並提出適當作法，以達事半功倍之效果。
本研究提出整體性之架構，對近三年來參與經濟部工業局「全面提高產品品質計畫」之廠商發放問卷，並挑選八家廠商進行深入訪談。研究發現中小企業與大企業的表現有顯著差異。且影響六個標準差推動意願主要關鍵在於「產業特性」、「過去績效」以及「推動意願」。根據六個標準差及中小企業的特殊屬性，並依推動意願與推動能力區分，對於推動能力及意願薄弱者，暫不採取任何行動。對於推動意願強烈而推動能力弱者，給予適時輔導。而推動能力足夠郤無推動意願的業者，政府可以舉辦說明會等方法，提高高階管理對六個標準差品質提昇活動的認知。對於已開始實行六個標準差的業者，政府可給予適時的人力及財力輔助，協助廠商減少阻力。

摘要 I
誌謝 II
目錄 III
圖目錄 V
表目錄 VI
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的 2
第三節 研究範圍與限制 2
第四節 研究流程 2
第二章 文獻探討 5
第一節 品質概念 5
2.1.1 品質的定義及發展 5
2.1.2 品質與績效 8
2.1.3製程變異 10
第二節 六個標準差 12
2.2.1 六個標準差源起 12
2.2.2六個標準差品質概念 16
2.2.3 六個標準差運用 20
2.2.4 六個標準差成功關鍵因素 24
第三節 中小企業的特色 32
2.3.1 中小企業的定義 32
2.3.2 中小企業的特性 33
第四節 統計製程管制工具 36
2.4.1 統計製程管制的意義及目的 36
2.4.2 管制圖及製程能力的計算 37
第三章 研究架構與研究方法 39
第一節 背景簡介 39
3.1.1中小企業特性與六個標準差屬性 39
第二節 推動六個標準差的研究架構 45
3.2.1 問題構面之定義 45
3.2.2. 研究假設的形成 47
第三節 問卷設計 50
3.3.1問卷初稿的編製 50
3.3.2 專家評定 51
3.3.3 樣本結構 51
3.3.4 資料分析方法與工具 52
第四章 問卷分析結果及對策 53
第一節 問卷資料分析 53
4.1.1 信度分析 53
4.2.1 敘述統計 54
4.2.1 變數構面之資料分析 58
第二節 個案公司研究資料分析 73
4.2.1 A個案公司 74
4.2.2 B個案公司 77
4.2.3 C個案公司 79
4.2.4 D個案公司 81
4.2.5 E個案公司 83
4.2.6 F個案公司 86
4.2.7 G個案公司 88
4.2.8 H個案公司 90
4.2.9 訪談內容彙總 93
第五章 結論與建議 99
第一節 結論 99
第二節 未來研究方向 100
參考文獻 103
附錄一 問卷 109

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