運用六個標準差方法改善售後服務流程-以A公司為例

Abstract

面對全球化的競爭，各個企業為求永續經營,紛紛投入開發高端技術，研發新產品；同時也竭盡所能對既有的產品線提高品質，降低成本，提高客戶滿意度。 最初的六個標準差活動活動是放在 DMAIC(Define 界定、Measure 量測、Analyze 分析、Improve 改進、Control 控制)方法論的推行。美國摩托羅拉公司 (Motorola)在 1987 年推動六個標準差的活動時也創造極佳的營運成效。即使到現在，依舊有很多企業都依照美國奇異公司(General Electric., GE)所推行的 DMAIC 五大行動步驟為六個標準差的執行模式，不僅提升公司內部流程的改善，也提高整體營運的績效。 本論文的研究是透過六個標準差的 DMAIC 方法論於個案 A 公司改善售後服務流程為主要研究對象，並透過個案公司內部的業務部門、品保部門、研發部門再加上個案 A 公司的日本客戶協助下，探討導入六個標準差後所獲得的成果。六個標準差 DMAIC 方法論的成效不僅幫個案 A 公司找出公司裡潛在的問題，幫個案 A 公司減少不必要的費用支出，進而提高產品的獲利率，使產品更有競爭力。

While the global competition is getting strictly, all enterprises not only invest in the development of high-end technology, research and development of new products; also do everything possible to improve the quality of existing product lines, reduce costs and enhance customer satisfactions. The 6 Sigma theory were focused on the implementation of DMAIC activities(Define、Measure、Analyze、Improve、Control). In 1987, Motorola promote 6 Sigma activities inside its company and create excellent performances. Even now, there are still many companies to adopt the DMAIC method implemented by GE (General Electric). It is not only to improve the company's internal processes, but also raise the overall performance of the operations. This thesis is to use company A as an example by implemented 6 Sigma into its system and finally improves the performance of after-service process. Through internal several departments of Sales Department, Quality Assurance Department and R&D Department of company A, and with the assistance of some Japan customer, the activities have created excellent results. The 6 Sigma not only helps Company A to find out the potential problems in the company, also to help reduce unnecessary expenses, thereby making products with more competitiveness.