六格玛在企业非制造业中有应用.pdfVIP

武汉理工大学课程设计（论文） 6σ在企业非制造业务改善中的应用 摘要 6σ由摩托罗拉最先倡导，由八十年代中期开始，从一种全面质量管理方法演变 成为一套卓有成效的企业流程设计、改造和优化的管理体系。九十年代中期被GE （通用电器）成功地从一种质量管理方法演变成为一个高度有效的企业流程设计、 改造和优化管理方法，继而成为追求管理卓越性的跨国企业最为重要的战略举措。 近年来，随着6σ管理的日趋成熟，6σ的应用领域越来越广泛。 本文分析了运用6σ对企业非制造性业务进行改善的可能性，以及影响改善工具 应用的瓶颈和难点；介绍了非制造性业务改善从选题到运作的具体做法；总结了企 业利用6σ进行非制造性业务改善的现实意义。 关键词：6σ、非制造性业务、改善、DMAIC Abstract Abstract AAbbssttrraacctt 6 sigma first initiates by Motorola, starts by the 80s intermediate stages, evolves into a set of fruitful enterprises flows design, the transformation and the optimized management system from one Total Quality Management method. The 90s intermediate stages (general electric appliance) successfully evolve into by GE from an idioplasmic quantity management ahighly effective enterprise flow design, thetransformation and the optimization management, subsequently become the pursue management remarkable transnational enterprise most important strategy action. In recent years, along with 6- sigma management day by day mature, 6 sigma applications domains aremore and more widespread. This article analyzed has utilized 6 sigma to carry on the improvement to the enterprise non- manufactureservice thepossibility, aswell asinfluence improvement tool application bottleneck and difficulty; Introduced the non- manufacture service improvement from selects a topic to the operation concrete procedure; Summarized the enterprise to use 6 sigma to carry on the non- manufacture service improvement the practical significance. Keywords Keywords KKeeyywwoorrddss:6sigma, non- manufactureservice, improvement,DMAIC. 绪论 随着6σ管理的日趋成熟，6σ已不再仅仅局限于质量管理和改进领域， 而被 广泛应用到企业管理的各个层面。只要有变异的地方，就存在采用6σ进行优化的 可能，本文即是对6σ用于非制造性业务所做的探讨。 1 企业业务的分类及6σ的应用 1.1 企业的业务一般分为制造性业务和非制造性业务两类 1