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研究生:金曉蕾
研究生(外文):Hsiao-Lei Chin
論文名稱:六標準差在新車交車流程改善之應用
論文名稱(外文):The Application of Six Sigma to Vehicle Delivery Process Improvement
指導教授:郭瑞祥郭瑞祥引用關係
指導教授(外文):Ruey-Shan Guo
學位類別:碩士
校院名稱:國立臺灣大學
系所名稱:商學組
學門:商業及管理學門
學類:一般商業學類
論文種類:學術論文
論文出版年:2009
畢業學年度:97
語文別:中文
論文頁數:85
中文關鍵詞:六標準差新車交車流程
外文關鍵詞:Six SigmaDMAICVehicle Delivery Process
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當市場環境結構變成高度競爭時,企業只有隨時隨地都以客戶為目標中心,持續在最適當的時機,以最快最精準的方式提供客戶所需要的商品和服務,才能最大化企業的獲利,企業也才得以生存。所以當環境的競爭轉變成如此激烈時,企業的組織也必須以較複雜化來適應動態環境多變的因素,並努力開發具有效能的管理流程來增加組織的效益與效率、加強產品及服務的品質、提升顧客的滿意。

以往企業常以加強或改善產品為重點經營手法,來增加公司的銷售量及營業額。在今日高度競爭的環境下,著重以顧客為主的銷售服務流程品質,已是達成企業銷售獲利成長的必然要素。當前,有許多實例顯示,越來越多企業將全面品質改善的手法應用在銷售與服務流程品質的改善。而其中,Six Sigma更是在GE的成功案例推動下,成為眾所皆知的流程改善手法。Six Sigma,它是不僅焦點放在長期的改進,並且著重在隨時改善「動態」的觀念。

本研究,意欲證明新車銷售流程的問題,可以成功的透過系統性的流程品質改善方法解決。本研究結構是利用Six Sigma 的DMAIC手法 -界定問題的所在、考量問題所涉及的範圍大小;利用品質改善的方法,透過大量資料的蒐集,確定過程 (process) 的缺陷和評量;然後,分析與判斷造成缺點的根本原因,團隊可以知道事情真相是什麼。最後,在改善方案和控制計劃的執行結果下,驗證了此研究方案的可代表性 (representability) 和永續性 (sustainability)。
As market structure turned to a hyper competitive environment a firm can survive only when maximizing ROI by pursuing customer-centered practices, providing wanted products/services in time to market with an efficient management mechanism, to response quick and right. While complex becoming a necessity to adapt to dynamic, enterprises are striving to develop effective management processes to increase organizational efficiency and effectiveness, enhance product and service quality, and maximize customer satisfaction.
Over years, companies thought about improving the product alone to enhance sales vs. revenue. In today''s hyper-competitive global market, a commitment to quality in the sales and service process is central to the growth dynamics of any organizations. Each step in the process should be well defined and the action to be performed clearly. Apparently trivial things can make a huge difference to the final outcome. So care must be taken to strengthen every action involved in the each step of sales & service process.
Currently, there are many practices shows that more and more enterprises expand the application of total quality improvement methodologies to non-technical business processes to dealing with the problems mentioned above. Six Sigma is one popular total quality improvement methodology used by enterprises since GE had created an untouchable story. It is a process quality improvement methodology which not only focuses on long term process improvement and also dresses on concept of “Dynamic” means modifying always while necessary.
In this research, it is intended to prove that a systematical total quality improvement methodology can be applied to solve the problem of the new car sales process, a non-technical business process, successfully. The research structure is followed Six Sigma technique, i.e., DMAIC. Starting from define what the problem was and determine what the most appropriate project scope should be. Then, some well-known quality improvement techniques will be applied to find out what the most critical inputs causing the failure of process performance. Relying on the statistic tools, team would figure out what the truth behind should be. At last, the results of improvement and control plan presented what the representability and sustainability of the project would be.
Table of Contents iii
List of Figures iv
List of Tables v
CHAPTER I RESEARCH BACKGROUND 1
1.1 General Introduction 1
1.2 Research Objective and Structure 3
1.2.1 Research Objectives 3
1.2.2 Research Structure 4
CHAPTER II LITERATURE REVIEW 7
2.1 Total Quality Movement 7
2.2 Six Sigma 9
2.2.1 What is Six Sigma 9
2.2.2 DMAIC 13
2.3. J. D. Power 17
2.3.1 J. D. Power 18
2.3.2 J. D. Power SSI 20
CHAPPTER III FRAMEWORK SETUP 22
3.1 Define Problem and Scope – Define Phase (D) 22
3.1.1 Define Problem 22
3.2 Identify Measure System & Determine Key Failure Mode Identification -Measure Phase (M) 25
3.2.1 Identify Process Capability of Population & Setup Goal 25
3.2.2 Identify Failure Mode 33
CHAPTER VI DATA AND RESULTS 50
4.1 Identify CTXs – Analyze Phase (A) 50
4.1.1 Failure Mode 50
4.2 Improvement – Improve Phase (I) 60
4.2.1 Improvement Plan 60
4.3 Sustainability – Control Phase (C) 73
4.3.1 Control Plan 73
5.1 Research Conclusion 77
5.2 Suggestion 81
5.3 Research Limitation 83
References 84
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10.Hahn, G.H., Hill, W., Hoerl, R.W., and Zinkgraf, S.A., 1999. “The impact of six sigma improvement: a glimpse into the future of statistics,” The American Statistician 53, 1-8.
11.Harry, M. J., 1998. “Six Sigma: A Breakthrough Strategy for Profitability,” Quality Progress, 31(5), 60-64.
12.Hoerl, R.W., and Snee, R.D., 2002. Statistical Thinking: Improving Business Performance. San Jose : Duxbury Press/Thompson Learning.
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15.Tomkins, R., 1997. “GE beats expected 13% rise,” Financial Times, pp.22.
16.Tom McCarty, 2004. Six Sigma at Motorola, reprint in European CEO.
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