| Summary: | 碩士 === 中原大學 === 工業工程研究所 === 90 === On account of highly competitive and ever-changing nature of market, the hospitals are feeling even greater pressure to be in business environment. Whether ready to respond to new challenges or not will determine by the precise judgment of top manager who could strengthen the organizations, elevate the advantages, and adopt new initiatives such as Six Sigma.
The implementation model of Six Sigma is not only a breakthrough strategy for enterprise but also an approach of 「culture change」. You may achieve are broad, such as cost reduction, productivity improvement, cycle-time reduction, quality improvement, market-share growth, customer satisfaction elevation, and many more. Moreover, Six Sigma has been successfully applied in western industry, the potential gains can happen in any type processes of business. However, we strongly believe it is both a management philosophy and a knowledge-based culture to sustain a high level performance.
Generally speaking, the hospitals didn’t realize The Six Sigma well as industry did, and most papers just discuss the issue at concept level, there are few studies to specify the strategy for implement. Besides, there are many differences between the oriental and western world, such as the culture background, industrial economic, industrial transparence, professional authority and so on…The purpose of this paper is to fuse the differences between the oriental and western culture and the differences between the industry and hospitals. Take hospital as an example to construct an implementation model of Six Sigma. The result will help to plan the strategy with the self-assessment, identify the roadmap, build up the key performance indicators, and provide a practical solution to enhance the competitive advantages.
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