中高階管理者對於六標準差需求與認知之研究

Explore Study the Considerations and Recognitions of Medium and Top Management for Implementation Six Sigma

10.6459/JCM.200903_6(1).0003

鄭榮郎(J.L.Cheng)

六標準差 ； 全面品質管理 ； Six Sigma ； Total Quality Management

危機管理學刊

6卷1期（2009 / 03 / 01）

19 - 28

繁體中文

本研究以問卷調查方式，瞭解中高階管理者對於六標準差需求考量與執行關鍵因素認知，研究結論如下。1. 需求因素：推動六標準差不是企業提升績效唯一考量的系統。 推動六標準差考量因素包括主要執行部門、推動方式、可接受的預算範圍、訓練時間進行方式、推動動機、改善項目。 推動六標準差基本的品管活動。 推動六標準差必須排除組織障礙。 2. 執行關鍵因素： 中高階管理者之間對於六標準差認知趨於一致。 「機械」及「網路通信」產業執行關鍵因素認知上存在顯著差異。 企業之規模人數與營業額執行關鍵因素認知不顯著，但與資本額有差異性。 推動六標準壓力主要來自客戶端之壓力，而非競爭對手之壓力。

This study applies a questionnaire survey to medium and top managers with regard to their considerations and recognitions of implementing Six Sigma, and then conducts analysis and makes suggestions based on the results. The conclusions in this investigation include: 1. Considerations of Six Sigma implementation: Six Sigma implementation is not only consideration of quality activities to upgrade business performance. Implementing Six Sigma has some resource-constraints which include main staff to promote the Six Sigma, promotion approach, range of acceptable budgets, schedule time Six Sigma used for training and education. Some basic quality activities are necessary before implementing Six Sigma. The difficulties and problems that need be eliminated before implementing Six Sigma. 2. Recognitions of Critical success factors in implementing Six Sigma: The medium and top managers have the same Six Sigma recognition. The industries of ”Mechanical” and ”Internet and communication” have recognition differences with regard to the Six Sigma system. The differences in firm capital scale with regard to implementing Six Sigma. The main pressures of for implementing Six Sigma are from competitors more than customers.

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