運用六標準差之方法改進目標客戶管理之有效性

Abstract

標準差品質管理系統係由Alan Larson在90年代於Motorola正式導入，以幫助其在流程和產品的改進，後來的GE於Jack Welch的帶領之下，更將它發揚光大，並為GE帶來了驚人的財務綜效，使得許多的大公司群起效尤，紛紛導入六標準差管理系統於企業之中。 醫藥產業對外面臨嚴峻的挑戰，包含新藥上市法規的限制、藥物價格給付的規範、專利權保護以及藥商追求經濟規模的購併風潮。對內，新藥產品的交接亦考驗公司長期策略思考的能力。公司置身於競爭激烈的環境，如何做長期的策略性規劃，因應公司及組織文化的變革，進而創造公司企業價值至為重要。 本研究的動機與目的，一則印證六標準差的理論，探討其關鍵成功要素及其適用性，亦即除了適用的製造業生產與製造的領域外，亦可適用於非製造領域，如同本研究所要探討的目標客戶管理也可以依六標準差之方法將其系統化與結構化。另則突顯目標客戶之於醫藥產業的客戶管理之重要性及其核心價值。 從本個案之研究，得到以下專案施行的關鍵成功因素: 1.公司目標達成一致性並取得高階主管的支持與承諾2. 六標準差解決方案的充分協商與溝通3. 明確的控制指標及持續監控的流程

Six Sigma was originally developed as a set of practices designed to improve manufacturing process and eliminate defects during product process. The particulars of the methodology were first formulated by Motorola in 1986. As an early adopters of Six Sigma who achieved well publicized success, where the method was introduced by Jack Welch. Six Sigma was then heavily inspired by preceding decades of quality improvement methodologies such as quality control, TQM, and Zero Defects. The pharmaceutical industry today pressured by economics and a host of new regulation- safety, privacy and environments. In addition to this, drug discovery and development is very expensive and time consumed; of all compounds investigated for use in humans only a small fraction are eventually approved in most nations by government appointed medical institutions before they can be marketed in those countries. It’s essentially important for pharmaceutical company to define own strategy to cope with rapid changed environments. The research is aim to validate six sigma approach and explore key successful factors of six sigma implementation. At the same time, to study the importance of targeting and improve targeting effectiveness through six sigma methodology. The result of research reveals critical success factors of six sigma project are: 1.Six Sigma project shall be aligned with company priorities and gain support from company top management 2.Six sigma resolutions require comprehensive communication to ensure cross broad consistently understanding and buy-in 3.Six sigma implementation shall be accompanied with concrete control metrics and strict compliance process.