| Summary: | 碩士 === 國立臺灣科技大學 === 工業管理系 === 96 === Recently, the advantages in the cost competition of manufacturers of Taiwan have gradually diminished. Thereafter, implementing the 6 sigma to constantly improve the special projects of Tainwan industry has become an unchangeable tendency. From a general point of view, the pruposes of introducing the 6 sigma are for the improvement of customer satisfaction, cost reduction, inhencement of company competency and the increase of the profit margin. Soon after spending huge amounts of dollars on consultancy companies, the bosses are most eager to know “how long will the cooperation last?”、“How many real benefits would those GB/BBs who were trained under consultation brings for the company?”、“Can we train these GB/BBs by ourselves?” or “Can we implement and advocate our own 6 sigma without the help from Consultation Company?”
In this case study, it is absolutely possible to implement and advocate our own 6 sigma if it will and must be baesd on the following three Key critical factors (KCFs) :
1) Whether the improvement in specific case can be linked with Key performance index (KPI) and will develop to be constant part of the improvement of culture for the whole company in an all-round way.
2) Whether the build-up of education and training system can effectively develop and continuously to be part of company's culture.
3) Whether improving tools has enough convenience, like MS-office, become part of daily work of all staff in the company.
This case studies a Disk-manufacturing factory, attempting to find out the best drive of success for the 6 sigma special projects and cases of “Smart Copy” by researching on the implementation of the 6 sigma in P company. In this senario, the P Company would pay attention to the key procedure performance and key quality characteristics of customer's view in order to set up P Company the best management model of the 6 sigma, then constinously develop as world level and become part of company's culture.
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