应用神秘顾客制度持续提高加油站管理水平的探讨

本文介绍了神秘顾客制度这种已有70年历史的管理手段,如何应用于加油站管理领域,核心是建立全方位提升服务质量、环境安全和员工绩效考核的加油站运营管理体系。并结合中国石油辽宁销售公司实施的过程和效果提出了相关的改进措施与设想。     

How process improvement efforts can drive organisational innovativeness

In this study, we draw upon literature in technology and innovation management to theorise about how process improvement efforts in organisations can drive the exploratory activity that is generally associated with more radical forms of innovation. We develop a set of propositions on how process improvement efforts might directly and indirectly drive exploration and more radical forms of organisational innovation. These propositions are organised into four categories: (1) ‘Direct’ – how exploratory forms of process improvement can directly drive innovativeness; (2) ‘Resource Capacity’ – how process improvement can increase the resource capacity that drives innovativeness; (3) ‘Knowledge’ – how process improvement efforts can strengthen knowledge resources that drive innovativeness; and (4) ‘Management Vision’ – how process improvement efforts can influence the managerial vision that moderates the effect of process improvement efforts on innovativeness.     

Constructing useful theory: The case of Six Sigma

Organizational practices related to Six Sigma are believed to have resulted in improved organizational outcomes. The academic community, however, continues to lack understanding of the constructs and causal relationships underlying Six Sigma. Hence, discussion of Six Sigma is buffeted by anecdotal experience reported from practice. We evaluate Six Sigma through the lens of literature on theory development to explain why the Six Sigma constructs, assumptions, and causal relationships are inconsistent with theory development principles. Dr. Anilkumar N. Kharkar has retired from Corning Incorporated.     

Price convergence in the European Union – What has changed?

This paper investigates price convergence in European Union countries using disaggregated price level indices in the period 1999–2016. Our results show that prices of both tradable and nontradable goods had a significantly lower dispersion in 2016 than in 1999. The convergence was faster in the case of countries with price level below the average, which can be interpreted as catching-up. However, further analysis shows that most prices converged only up to 2008. While prices of transport equipment continue to converge across the European Union, several durable consumption categories show price divergence after 2008. We attribute this to the drop in international trade of durable products due to increasing inflation and exchange rates volatility following the global financial crisis. From the monetary policy perspective, the existing price-level gaps, shown in our study, may pose a risk of higher inflation, especially in catching-up economies.     

Team leader experience in improvement teams: A social networks perspective

In this research, we disentangle the relationship between several key aspects of a team leader's experience and the likelihood of improvement project success. Using the lens of socio-technical systems, we argue that the effect of team leader experience derives from the social system as well as the technical system. The aspects of team leader experience we examine include team leader social capital (a part of the social system) and team leader experience leading projects of the same type (a part of the technical system).We examine four different, yet related, dimensions of a team leader's social capital, which we motivate based on the social networks literature. One dimension, team leader familiarity, suggests that social capital is created when team leaders have experience working with current team members on prior improvement projects, and that such social capital increases the likelihood of improvement project success. We develop three additional dimensions, using social network analysis (SNA), to capture the idea that the improvement team leader's social capital extends beyond the current team to include everyone the leader has previously worked with on improvement projects. Contrasting our SNA-based dimensions with team leader familiarity enables us to better understand the impact of a team leader's social capital both inside and beyond the team. We also examine the effect of a team leader's experience leading prior projects of the same type, and consider the extent to which organizational experience may moderate the impact of both team leader social capital and same-type project experience.Based on analysis of archival data of six sigma projects spanning six years from a Fortune 500 consumer products manufacturer, we find that two of our SNA-based dimensions of team leader social capital, as well as experience leading projects of the same type, increase the likelihood of project success. In addition, we show that organizational experience moderates the relationship between team leader same-type project experience and project success. However, this is not the case for the relationship between the dimensions of team leader social capital and project success. These results provide insights regarding how dimensions of team leader experience and organizational experience collectively impact the operational performance of improvement teams.     

配网保护设备定值配合精益化管理

城市配网保护设备定值配合精益化管理以某主城区配网线路所属的243套配电保护设备为研究群体,以提高配网保护设备定值配合准确率为主要目标,采用精益六西格玛的"精益求精、速效双赢、削减浪费"的研究理念,通过精益化的项目定义、数据测量、优化分析、措施改进和成果控制五个阶段来制定提高配网保护设备定值配合准确率的措施,采集历史数据进行对比验证,形成跨部门协同联动机制,确保改进方案有力执行。     

Role of explicit and tacit knowledge in Six Sigma projects: An empirical examination of differential project success

This research develops a conceptual model for predicting success of process improvement projects as a result of knowledge-creation practices employed in the projects. The model is empirically examined in the context of Six Sigma black belt projects. New scales are developed to measure explicit- and tacit-knowledge-creation practices in process improvement. Data is gathered via a cross-sectional sample, and the hypotheses are tested using hierarchical regression. Our results support the notion that knowledge-creation practices influence the success of process improvement projects. Specifically, the inclusion of softer, people-oriented practices for capturing tacit knowledge explains a significant amount of variance in project success, as much as the more analytically focused practices that capture explicit knowledge. This research offers practical insights about the influence of practices that project managers use to create new knowledge by capturing explicit and tacit knowledge, and seeks to advance theoretical understanding of process improvement.     

统计方法在六西格玛质量管理中的应用

六西格玛质量管理以统计方法为基本手段，离开了统计方法六西格玛质量管理就不可能取得成功。所以我国企业提倡六西格玛质量管理，必须注重对统计方法的研究和应用，作好统计方法、技术的推广和普及工作，量化和明确企业管理目标，才能迅速提升国内企业产品竞争力，提高企业管理的实效性，为六西格玛质量管理奠定坚实的基础。     

基于流程改进的6SIGMA供应链管理

探讨了6SIGMA超越单个企业,在供应链上应用的必要性,并提出供应链范围内6SIGMA项目的改进机遇和关键绩效指标体系。结合案例,探讨在供应链上跨企业实施6SIGMA项目所面临的挑战。     

6σ管理法提升软件企业核心竞争力研究

当今中国软件企业面对激烈的全球化竞争,要谋求长远发展,立于不败之地,必须从根本上提高产品和服务的质量,同时又必须保证成本最低。6σ管理法正是达到此目标卓有成效的方法。本文在介绍6σ管理概况的基础上,提出推行6σ管理法要注意的问题,深入探讨利用6σ管理法对于提升软件企业核心竞争力的作用。