企業推行六標準差之成功策略及對組織文化影響的研究-以個案企業為例

Abstract

論文摘要 在高油價、高競爭及低微利的時代，企業經營的環境日漸困難，欲要維持一定的競爭力，則必須不斷的在企業體內進行創新（innovation）及改善（improvement），在企業管理的領域內，不論是策略規劃、成本降低、研發管理或品質改善，在諸多方法中能夠兼顧到經營管理又能提供有效率的成本降低、品質的改善、現金流量的增加，甚至新產品的引進，依客戶的聲音（voice of customer）,達到客戶的需求的流程改善的莫過於六標準差（Six Sigma）高績效管理的工具了。 本研究是從策略面去探討企業如何成功的導入高績效管理的六標準差，並以最佳實例（Best practice）案例，如何導入６標準差，從宣導到深植組織文化中。於本研究中，主要採取問卷調查及個案研究的方法，以內部組織及外部組織問卷調查結果作相互的比較、分析，驗證本研究之成功策略的過程及結果之可行性與有效性。 本研究所得之主要結論如下： 1. 高階主管的承諾與參與，加上團隊的建立及執行力，是推行六標準差成功的第一步。 2. 任何制度、流程變革，需與全體員工作好溝通及建立共識。 3. 推行六標準差可促進企業文化的改變。 4. 推行六標準差要持續成功運作，需連結企業策略及員工績效。 本研究所得之結論在管理上之意義如下： 1. 善用策略是企業擁有競爭優勢的之關鍵。 2. 找出與競爭者異質性競爭優勢是提升競爭力的關鍵。 3. 良好的策略需配合高階主管貫徹、執行策略的決心才能成功。

THESIS ABSTRACT GRADUATE INSTITUTE OF BUSINESS ADMINISTRATION NATIONAL TAIWAN UNIVERSITY

NAME : MING-TSAI, YANG MONTH/YEAR : DEC., 2004 ADVISOR : Professor CHANG-SUNG YU On the study of a company taking advantage of strategy successfully on Six Sigma implementation and influence on organization culture

Under high oil price, high competition and lower profit era, it becomes more difficult to operate a business under such circumstance. The enterprise intents to maintain the competition, it must proceed the innovation and improvement within the organization. With the domain of Business management, no matter on strategy planning, cost deduction, R&D management, or quality improvement, there is only the high performance management tool Six Sigma can look after both business management and provide efficient approaches on cost reduction, improvement on quality and increase on cash flow as well, furthermore, recommend new product by voice of customer to meet customer requirement and expectation. The study is to look into how an enterprise deploys the high performance management tool like Six Sigma successfully, also use “Best Practice” enterprise as case study example to verify the deployment of Six Sigma and look into the influence and change on organization culture. The study is to adopt the methodologies of case study through questionnaire of internal and external of organization to verify the feasibility and effectiveness on the study of successful process of strategy. The conclusions of this study are presented as follows: 1. The top management commitment and involvement with execution of team building is the key success factor to deploy Six Sigma. 2. Any change of system and process should well communicate with employees to build up common consensus within organization. 3. Implement Six Sigma can get forward to the change of enterprise culture. 4. Continue to implement Six Sigma successfully should connect with company strategy and employee performance appraisal. The conclusions above are significant to the management in the following: 1. Take advantage of strategy is the key factor for a company to have competitive advantage. 2. Find out the competitive advantages of heterogeneity is the key factor to enhance competition. 3. Successfully implement strategy must harmony with the resolution of top management.