臺灣博碩士論文加值系統

本研究旨在探討六標準差突破性策略(Six Sigma Breakthrough Strategy)乃為企業的管理議題，而非只是一個品質活動議題。首先，我們完整的介紹什麼是Mikel Harry所倡導的六標準差突破性策略　(Six Sigma Breakthrough Strategy)及其主要精神。其次，我們依據　Mikel Harry 所提的主要精神，檢視主題相呼應的的文獻，並進而延申出六標準差突破性策略在企業活動中有關的管理理論，管理概念或管理活動。最後並以汽車業界推動六標準差數年的實際作法驗證先前提出的有關的管理理論，管理概念或管理活動是如何和組織的運行連結。證明六標準差突破性策略(Six Sigma Breakthrough Strategy)　的確應被定位並融入在企業管理的議題中。 也唯有如此六標準差活動的推動才能對組織帶來最大化的效益。
此外，針對在學術論文回顧中發現的一些可議之論點，本研究也提出延伸或不同的看法，以增進學術論文論點的完整性及實證性。
要提醒的地方是，知道什麼是六標準差突破性策略　(Six Sigma Breakthrough Strategy)及它在組織管理議題，活動上的結合是重要但仍不足的，唯有確實不扭曲的執行過程，六標準差突破性策略才有可能在組織中生根並融入企業的DNA，為組織帶來突破性的提升並與時俱進。

This study researches into Six Sigma as a business initiative (the Breakthrough Strategy) rather than a quality initiative. A complete literature review has been conducted to summarize the findings at individual perspective described in Harry [2000], and a comprehensive extension has been completed to show Six Sigma implication in managerial activities. A deployment practice in an automobile company after its six-year roll-out is utilized to demonstrate the ideas of breakthrough strategy and integrating Six Sigma with managerial activities of the company is achievable via Six Sigma program.
For some debatable points identified in literature review, the comments are shared to broaden the view. For certain failure factors concluded in Six-Sigma deployment in previous studies, the recommendations are offered in attempt to give more insight to them. It’s hoped through this study, the executives can see the full benefits that Six Sigma can bring to an organization and if decide to implement the Six Sigma the commitment and necessary resource must be in place. Finally, further research areas are suggested to make the most value of academic researches.

Chapter 1 Introduction 1
1.1 Motivation and background: 1
1.2 Problem description 1
1.3 Research objectives: 2
1.4 Research methodology and framework 3
Chapter 2 Literature Review 5
2.1 Definitions of Six Sigma 5
2.2 Breakthrough Strategy (BTS) overview 7
2.3 People power 16
2.4 Process power 20
2.5 Features of Six Sigma as a strategy 25
2.6 Success, failure factors while implementing Six Sigma 28
Chapter 3 Managing Theory Implication of Six Sigma Implementation 34
3.1 Customer satisfaction and customer focus 34
3.2 In search of excellence 35
3.3 Leadership 35
3.4 Vision 36
3.5 Goal theory 37
3.6 Metrics,Performance measures, and balance score card 38
3.7 Benchmark 43
3.8 Competitive strategy and organizational competences 44
3.9 Change management and culture change 46
3.10 Continuous improvement 47
3.11 TQM 47
3.12 Lean and Kaizen 48
3.13 Statistics 48
3.14 Process focused, BPR and BPM 49
3.15 Innovation and process innovation 50
3.16 Integration, interaction and synergy 51
3.17 Project management 52
3.18 Human resources practices 53
3.19 Learning and learning organization 59
3.20 Knowledge management 60
Chapter 4 Case Study and Experience Sharing 62
4.1 Managerial terms and activities 63
4.2 Deployment practices 70
4.3 Comments on the Literature reviewed 78
4.4 Findings 79
Chapter 5 Conclusions and Further Research 81
5.1 Conclusions 82
5.2 Limitations 82
5.3 Further research 82
References 83

Antony, F., “Design for Six Sigma: A Breakthrough Business Improvement Strategy for Achieving Competitive Advantage,” Work Study 51, 1, 2002, 6-8.
Arunachalam, S., “Operational Excellence Through Six Sigma,” Society of Manufacturing Engineers, 2005, 21-26.
Baker, P., “Breathing New Life into TPM,” Works Management, 2003, 30-33.
Bou , J. C., Beltran, I., “High-commitment Human Resource Strategy and Firm Performance: An Empirical Study,” Total Quality Management 16, 2005, 71-86.
Breyfogle, F. W., Implementing Six Sigma” John Wiley & Sons, INC., New Jersey, 2003.
Cassettari, E.C., Batocchio, A., Marcondes, A.B., “Lean Manufacturing and Six Sigma,” SAE International, 2005, 11-19.
Cheng, R.L., “A Study of Integrating Six Sigma Program with Business Strategy,” Doctoral Thesis, Chung-Sang University, 2002.
Chowdhury, S., Design For Six Sigma-The Only Way to Achieve Six Sigma, Dearborn Trade Publishing, New York, 2002.
Corso, M., Martini, A., Pellegrini, L., Massa S., Testa S.., “Managing dispersed workers: the new challenge in Knowledge Management,” Technovation 26, 2006, 583-594.
Dedhia, N. S., “Six Sigma Basics,” Total Quality Management 16, 5, 2005, 567-574.
Ehrlich, B. H., Transactional Six Sigma and Lean Servicing” St. Lucie Press, New York, 2002.
El-Haik, B., Roy, D. M., Service Design for Six Sigma—A Roadmap for Excellence, ,Wiley-Interscience Publication, New Jersey, 2005.
Feo, J., “Viewpoint: Surviving the Present and the Future,” Measuring Business Excellence 3, 2002, 62-64.
Ferryanto, L., “DFSS: Lessons Learned,” ASQ Six Sigma Forum Magazine 4, 2005, 24-27.
Gale, S. F., “Building Frameworks for Six Sigma Success,” Workforce, 2003, 64-69.
Gates, S., “HR’s Role in Building a Culture of Innovation”, Executive Action, 159, 2005, 1-7.
Gijo, E.V., Rao T. S., “Six Sigma Implementation-Hurldes and More Hurdles,” Total Quality Management 16, 6, 2005, 721-725.
Gluckman, A., “Quality In, Workers Out? Companies Adopt Six Sigma,” Dollars and Sense, 2003, 15-18.
Griffin, R. W., “Management,” Houghton Mifflin, New York, 2005.
Gupta, Praveen, Six Sigma Business Scorecard” McGraw Hill, New York, 2003.
Hammer, M., Champy, J., Reengineering Corporation, Harper Business, New York, 1994.
Harry, M. J., “A breakthrough strategy for profitability,” Quality Progress 31, 1998, 60-64.
Harry, M., Schroeder, R., Six Sigma—The Breakthrough Management Strategy Revolutionizing, Doubleday, New York, 2000.
Ho, L.-H., Chuang, C.-C., “A Study of Implementing Six Sigma Quality Management System in Government Agencies for Raising Service Quality,” Journal of American Academy of Business 10, 1, 2006, 167-173.
Hoerl, R., “Six Sigma Black Belts: What Do They Need to Know?” GE Research & Development Center, 2001, 1-26.
Hon, K.K.B., “Performance and Evaluation of Manufacturing Systems,” CIRP Keynote Paper, 2003, 1-13.
Jung, J. Y., Wang, Y. J., “Relationship between total quality management (TQM) and continuous improvement of international project management (CIPM),” Technovation 26, 2006, 716-722.
Kogut, B., Zander, U., “Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology,” Organization Science 3 , 3, 1992.
Krames, J. A., “The Jack Welch Lexicon of Leadership,” McGraw-Hill, Taipei, 2001.
Lee, K.-C., Choi, B., “Six Sigma Management Activities and their Influence on Corporate Competitiveness,” Taylor & Francis 17, 2006, 893-911.
Lin, R, “To Build a World-Class Corporate--Six Sigma Seminar” Yuan Ze University, Taoyuan, 2003.
Lin, R, “National Quality Award, Presentation” Ford Lio Ho, Taoyuan, 2003.
Linderman, K., Schroeder, R. G.., Zaheer, S., Choo, A. S., “Six Sigma: a goal-theoretic perspective,”Journal of Operations Management 21, 2003, 193-203.
Llorens-Montes F.J., Molina, L. M., “Six Sigma and Management Theory: Processes, Content and Effectiveness,” Total Quality Management 17, 4, 485-506, 2006.
Mader, D., P., “Deploying the “D” in DFSS,” Quality Progress 39, 2006, 73-74.
Magana-Campos J. A., Aspinwall, E., “Comparative study of Western and Japanese improvement systems,” Total Quality Management 14, 4, 2003, 423-436.
Maluso, Nancy, “Activity Based Costing (ABC): What is it and how can reengineering teams use it?,” iSix Sigma web site, Prosci.,2006.
Mast, J. D., “Six Sigma and Competitive Advantage,” Total Quality Management 17, 4, 2006, 455-464.
Mcadam, R., Evans, A., “Challenges to Six Sigma in a High Technology Mass-manufacturing Environments,” Total Quality Management 15, 5-6, 2004, 699-706.
Mourkogiannis, N., “Purpose and Innovation- how to optimize corporate R&D efforts,” Strategy + business, iSix Sigma web site, 2006.
Paper, D., Chang, R.-D., “The State of Business Process Reengineering: A Search for Success Factors,” Total Quality Management 16, 2005, 121-133.
Rowlands, H., “Six Sigma: A New Philosophy or Repackaging of Old Ideas?” Engineering Management 2003, 18-21.
Saad, G. H., Siha, S., “Managing quality: critical links and a contingency model,” International Journal of Operations & Production Management 20, 10, 2000, 1146-1163.
Samuels, D. I., Adomitis, F. L., “Six Sigma can meet your revenue-cycle needs,” Healthcare Financial Management, 2003, 70-75.
Simon, Kerri, “What is DFSS? And how does Design For Six Sigma Compare to DMAIC?,” iSix Sigma web site, 2006.
Stevenson, W. J., Mergen, A. E., “Teaching Six Sigma Concepts in a Business School Curriculum,” Total Quality Management 17, 6, 2006, 751-756 .
Suikki, R., Tromstedt, R., Haapasalo, H., “Project management competence development framework in turbulent business environment,” Technovation 26, 2006, 723-738
Thawani, S., “Six Sigma—Strategy for Organizational Excellence,” Total Quality Management 15, 5-6, 2004, 655-664.
Thomas, M., Singh, N., “Design for Lean Six Sigma (DFLSS): Philosophy, Tools, Potential and Deployment Challenges in Automotive Product Development,” SAE Technical Paper Series, 2006.
Wang, F.-K., Du, T. C., Li, E. Y., “Applying Six-Sigma to Supplier Development,” Total Quality Management 15, 9-10, 2004, 1217-1229.
Wiklund, H., Wiklund, P. S., “Widening the Six Sigma concept: An approach to improve organizational learning”, Total Quality Management 13, 2, 2002, 233-239.
Wright, A., “Using Scenarios to Challenge and Change Management Thinking,” Total Quality Management 16, 1, 2005, 87-103.
Wu, C. W., Chen C. L., “An integrated structural model toward successful continuous improvement activity,” Technovation 26, 2006, 697-707.
Yang, K., Design For Six Sigma For Service, McGraw-Hill, New York, 2005.
Yang, K., El-Haik, B., Design for Six Sigma—A Roadmap for Product Development, McGraw Hill Company, New York, 2003.
Young, H. K., Anbari, F. T., “Benefits, obstacles, and future of Six Sigma approach,” Technovation 26, 2006, 708-715.