目前,有关供应链设计的研究大多都针对供应链中某一环节或某一流程。从整体绩效改善的角度对供应链的总体设计往往缺乏有效的和可测量的评价体系。在这种情况下,将六西格玛设计的方法应用于供应链设计可较好地解决这一问题。论文在总结...目前,有关供应链设计的研究大多都针对供应链中某一环节或某一流程。从整体绩效改善的角度对供应链的总体设计往往缺乏有效的和可测量的评价体系。在这种情况下,将六西格玛设计的方法应用于供应链设计可较好地解决这一问题。论文在总结目前供应链设计方法和模型的基础上,引入DFSS(Design For Six Sigma)的设计方法,提供一种面向企业战略和顾客需求的有效和可测量的供应链设计方法体系,使供应链绩效突破五西格玛墙,达到六西格玛水平。展开更多
Achieving Six-Sigma process capability starts with l istening to the Voice of the Customers, and it becomes a reality by combining th e People Power and the Process Power of the organisation. This paper presents a Six...Achieving Six-Sigma process capability starts with l istening to the Voice of the Customers, and it becomes a reality by combining th e People Power and the Process Power of the organisation. This paper presents a Six-Sigma implementation case study carried out in a magnet manufacturing compa ny, which produces bearing magnets to be used in energy meters. If the thickness of the produced bearing magnets is between 2.35 mm and 2.50 mm, they will be ac cepted by the customers. All the time the company could not produce the bearing magnets within the specified thickness range, as their process distribution was flat with 2.20 mm as lower control limit and 2.60 mm as upper control limit. This resulted in a huge loss in the form of non-conformities, loss of time and goodwill. The process capability of the company then was around 0.40. Organisat ion restructuring was carried out to reap the benefit of the People Power of the organisation. Statistically designed experiments (Taguchi Method based Design o f Experiments), Online quality control tools (Statistical Process Control To ols) were effectively used to complete the DMAIC (Define, Measure, Analyse, Impr ove and Control) cycle to reap the benefit of the Process Power of the organisat ion. Presently the company enjoys a process capability of 1.75, a way towards Si x-Sigma Process Capability.展开更多
文摘目前,有关供应链设计的研究大多都针对供应链中某一环节或某一流程。从整体绩效改善的角度对供应链的总体设计往往缺乏有效的和可测量的评价体系。在这种情况下,将六西格玛设计的方法应用于供应链设计可较好地解决这一问题。论文在总结目前供应链设计方法和模型的基础上,引入DFSS(Design For Six Sigma)的设计方法,提供一种面向企业战略和顾客需求的有效和可测量的供应链设计方法体系,使供应链绩效突破五西格玛墙,达到六西格玛水平。
文摘Achieving Six-Sigma process capability starts with l istening to the Voice of the Customers, and it becomes a reality by combining th e People Power and the Process Power of the organisation. This paper presents a Six-Sigma implementation case study carried out in a magnet manufacturing compa ny, which produces bearing magnets to be used in energy meters. If the thickness of the produced bearing magnets is between 2.35 mm and 2.50 mm, they will be ac cepted by the customers. All the time the company could not produce the bearing magnets within the specified thickness range, as their process distribution was flat with 2.20 mm as lower control limit and 2.60 mm as upper control limit. This resulted in a huge loss in the form of non-conformities, loss of time and goodwill. The process capability of the company then was around 0.40. Organisat ion restructuring was carried out to reap the benefit of the People Power of the organisation. Statistically designed experiments (Taguchi Method based Design o f Experiments), Online quality control tools (Statistical Process Control To ols) were effectively used to complete the DMAIC (Define, Measure, Analyse, Impr ove and Control) cycle to reap the benefit of the Process Power of the organisat ion. Presently the company enjoys a process capability of 1.75, a way towards Si x-Sigma Process Capability.
