应用六西格玛(6σ)管理提高银行的顾客满意度

21世纪企业的竞争是服务与质量的竞争,六西格玛(6σ)管理对顾客的关注使其不同于以往的质量管理理论与方法。通过一个银行服务系统的例子来说明6σ管理对顾客满意方面的关注和实施,最后指出6σ管理实施的基本要素。     

服务业中基于六西格玛管理的客户中心化流程的优化

本文通过分析服务业流程特点,为服务业提供实施六西格玛管理模式与框架,优化服务业流程,为服务业实施六西格玛管理提供参考。     

6σ管理及其在人力资源中的运用

本文介绍了一种致力于提高顾客的满意度以及大幅度提高公司净利的管理方法——六西格玛(6σ)管理法,并且以业绩考核为例,说明了六西格玛在人力资源管理中的运用。     

物流企业的6σ管理探讨

随着现代市场经济的发展和消费者对产品品质要求的不断攀升,传统的质量管理模式正逐渐被全新的六西格玛模式所取代。文章对物流质量管理的内涵和6西格玛管理的特点进行了描述,并为物流系统制定了可量化的考量标准,同时还对企业如何实施6σ物流质量管理进行了探讨。     

基于六西格玛理论的制造企业质量管理研究

随着社会的飞速发展,企业的管理也在发生着深刻地变革。当前人们对质量的要求越来越高,质量是企业生存的根本保障。本文通过对我国制造企业管理现状的调查,将六西格玛理论引入企业的质量管理中,对六西格玛理论在企业中的应用进行了浅要的研究。     

6σ管理及其在人力资源中的运用

本文介绍了一种致力于提高顾客的满意度以及大幅度提高公司净利的管理方法--六西格玛(6     

六西格玛在整车舒适性质量提高上的应用

文章在对六西格玛理论与方法进行介绍的基础上,应用DMAIC方法改进产品质量。首先简述六西格玛管理的理念,强调DMAIC方法是六西格玛管理的核心方法之一,然后将DMAIC方法应用于某汽车制造企业的舒适性质量改进项目,界定改进目标,测定和分析导致质量问题的关键因素,提出改进和控制措施,并使其标准化;项目的成功实施产生了显著的经济效益,提升了企业的质量管理水平。     

从“DMAIC”到“DMADV”——六西格玛实现质量经济性管理的最新实践

本文结合主西格玛管理理论研究和实践探索,从"DMAIC"到"DMADV"阐述了六西格玛已经从单纯的六西格玛改进(IFSS)发展为六西格玛设计(DFSS),实现了质量经济性管理的新实践,论述了六西格玛管理的发展途径及其在我国企业中的实施六西格玛设计的前景.     

六西格玛，离我们很近——2006年上海市优秀六西格玛项目评选述评

2006年，海尔要求供应商们必须推行六西格玛管理。 2006年上海现代服务质量国际论坛上，一场服务质量改进成果擂台赛中出现了六西格玛的身影。     

六西格玛管理方法在供应商质量管理中的可行性研究

随着当代全球经济与技术的不断发展,越来越多的品牌核心企业将自己产品的零部件或子系统外包出去来提高企业的竞争力。如此,对供应商质量的把控就显得格外重要。六西格玛方法,这一重视流程控制的工具,可以很好地解决供应商质量管理的问题。文章在总结国内在该方面理论研究上取得成绩的基础之上,论述了在供应商质量管理中使用六西格玛管理方法的可行性与优势。     

The evolving theory of quality management: The role of Six Sigma

While Six Sigma is increasingly implemented in industry, little academic research has been done on Six Sigma and its influence on quality management theory and application. There is a criticism that Six Sigma simply puts traditional quality management practices in a new package. To investigate this issue and the role of Six Sigma in quality management, this study reviewed both the traditional quality management and Six Sigma literatures and identified three new practices that are critical for implementing Six Sigma's concept and method in an organization. These practices are referred to as: Six Sigma role structure, Six Sigma structured improvement procedure, and Six Sigma focus on metrics. A research model and survey instrument were developed to investigate how these Six Sigma practices integrate with seven traditional quality management practices to affect quality performance and business performance. Test results based on a sample of 226 US manufacturing plants revealed that the three Six Sigma practices are distinct practices from traditional quality management practices, and that they complement the traditional quality management practices in improving performance. The implications of the findings for researchers and practitioners are discussed and further research directions are offered.     

基于平衡计分卡的六西格玛项目选择指标体系构建

企业如何对六西格玛项目进行选择,选择一个科学的评价体系至关重要。文章借鉴了六西格玛平衡计分卡原理和SWOT企业战略管理分析理论,通过财务、顾客、内部业务流程以及学习和成长四个维度分析,最后经过咨询质量管理专家,对指标进行修正,构建了基于六西格玛平衡计分卡的评价体系,希望能够为六西格玛项目选择提供一个有益的借鉴。     

六西格玛理论在高职单独招生管理中的应用

本文从介绍六西格玛质量管理基本内容入手,就当前高职招生管理中的一些突出问题,有针对性地提出应用六西格玛质量管理方法加以改进的意见与措施。     

Six Sigma: Definition and underlying theory

Six Sigma has been gaining momentum in industry; however, academics have conducted little research on this emerging phenomenon. Understanding Six Sigma first requires providing a conceptual definition and identifying an underlying theory. In this paper we use the grounded theory approach and the scant literature available to propose an initial definition and theory of Six Sigma. Our research argues that although the tools and techniques in Six Sigma are strikingly similar to prior approaches to quality management, it provides an organizational structure not previously seen. This emergent structure for quality management helps organizations more rigorously control process improvement activities, while at the same time creating a context that enables problem exploration between disparate organizational members. Although Six Sigma provides benefits over prior approaches to quality management, it also creates new challenges for researchers and practitioners.     

Six Sigma: The role of goals in improvement teams

The tenets of goal theory have been well established as a motivation mechanism in the management literature. However, some quality-management advocates, such as W. Edwards Deming, often criticize the use of goals. This research investigates the tension between goals and quality management in the Six Sigma context. We find empirical support that goals can be effective in Six Sigma improvement teams when teams adhere to the Six Sigma tools and method. However, challenging goals are counterproductive when Six Sigma teams do not use the tools and methods rigorously. This research reconciles the differences between quality management and goal theory by showing that the Six Sigma tools and method interact with goals.     

Six Sigma and information systems project management: A revised theoretical model

Previous information systems (IS) research has significantly improved the success rate of IS projects, but the result is still far from satisfying. The effort to advance IS project management theories continues. One notable effort is Ravichandran and Rai (2000). Based on quality management principles, they developed a model (the R&R model) describing a qualityoriented organizational system that leads to software development quality performance. This study analyzed Six Sigma to propose major revisions to the R&R model. Six Sigma is a recent approach to quality management with proven effectiveness. The analysis of Six Sigma suggested that several constructs in the R&R model need to be respecified, leading to the definition of a new quality‐oriented organizational system. More importantly, the revised model posits that the new organizational system leads to IS project success that can be measured by organizational performance improvement. This study contributes to the literature and provides practical guidance to IS project managers.     

中国企业六西格玛管理实施模型研究

随着六西格玛管理的迅速推广,不少中国企业通过实施六西格玛取得了显著的效益,当在实施六西格玛管理过程中也存在很多问题。因此,了解六西格玛在中国的实施现状,总结适合中国企业实施六西格玛管理的模式至关重要。文章基于对六西格玛管理关键成功因素的分析,构建了适合中国企业的六西格玛管理实施模型。为中国企业通过实施六西格玛管理建立一套持续改进的管理模式奠定了基础。     

实行6西格玛战略--企业追求卓越的阶梯

6西格玛管理是现今较为风靡的管理理念。文章主要阐述了上海西门子移动通信有限公司（SSMC）对6西格玛管理的认识和推行6西格玛管理战略的原因；同时，还介绍了成功应用6西格玛管理工具的案例以及实施过程中的经验得失。     

论卓越经营模式与6西格玛的互补、兼容和整合

本文基于对质量管理发展历史的回顾，分析了卓越经营模式和6西格玛这两个当代质量管理前沿理论的内涵和特点，论述了二者之间的互补和兼容关系，提出了企业如何进行整合推进的策略建议。     

六西格玛管理——企业竞争制胜的利器

激烈的市场竞争要求企业具备低成本、高质量。六西格玛管理能有效识别并消除变异、提高质量、持续改进,是企业增强竞争优势的有效途径。本文通过分析六西格玛管理模式的内涵,提出当前金融危机环境下实施六西格玛管理的必要性。通过分析我国实施六西格玛的现状,阐述了当前我国企业实施六西格玛的重要现实意义。作为一种有效的质量管理模式,六西格玛不是单纯的技术方法的引用,它代表了先进的质量管理发展方向。此研究将有助于我国企业管理层科学地认识六西格玛,也有助于该方法在我国企业的推广。