论中国港口行业企业成功推行6σ管理方法的策略
|
摘要
随着全球经济一体化步伐的加快,市场竞争日趋激烈,如何提升企业竞争力是市场经济条件下企业永远要面对的问题。6σ管理是一个已经被证实能够有效提高客户满意度、降低和改善企业经营成本、提高盈利水平的方法,它对提升企业综合竞争力有着非常重要的意义。
6σ管理虽起源于制造业,但经实践证明它也可以在其它行业成功应用。从中国港口行业来看,一方面,国家经济的增长、海运需求的增加等对港口的生产能力提出了越来越高的要求;另一方面,港口企业本身也需要加强管理、不断创新以提高客户的满意度。在这种情况下,一种以客户需求为导向,注重持续改善,不断追求卓越,而且已经被许多世界级优秀企业的实践所证明了的科学管理方法——6σ管理法就成了港口企业的必然选择。
本文首先对6σ管理的相关知识体系进行了综述,主要介绍了6σ管理的基本理论,并对6σ管理法的实施问题进行了理论探讨。接着文章着重分析了在中国港口行业企业推行6σ管理的必然性。然后文章重点研究探讨了6σ管理在中国港口行业企业成功推行的六个基本策略:其一、管理层实施有效管理;其二、完善培训,有重点地培养;其三、配套实施绩效管理;其四、以信息技术为后盾增强互动;其五、促进企业文化融合;其六、抓住关键成功因子。这些策略为我国港口行业企业推行6σ管理提供了一些新思路、新措施,对提高推行6σ管理的成功率和项目实施的效率具有一定的现实参考价值。最后文章展望了6σ管理方法在我国港口企业的应用前景,指出了本研究内容今后进一步努力的方向。
With accelerating paces of global economic integration, market competition is becoming increasingly fierce. How to enhance the competitiveness is an ever-lasting problem for enterprises to face under market economy conditions. 6σManagement has been recognized by public to be an effective method in improving customer satisfaction, reducing business cost and raising profit making capabilities, which is of great significance in enhancing the integrative competitiveness of enterprises.
Although it originated from the manufacturing, 6σManagement has been proved that it can be applied successfully in other industries. For the China's port industry, on one hand, increasing demand for shipping, boosted by the country's economic growth, challenges the ports' operational competence. On the other hand, enterprises need to enhance management with continuous innovation, so as to cater customer requirements. Under such circumstances, a scientific management method has become an inevitable choice for port enterprises, which is based on customer-oriented voices, focusing on continuous improvement, consistently pursuing perfection, and proved by many world famous enterprises in practice.
First of all, the paper introduced concerned knowledge system of 6σManagement, including basic theories together with critical problems during its implementation. Secondly, it further analyzed the necessity and feasibility when implementing this management among port enterprises. Thirdly, to ensure the successful implementation, an exposition is made with six strategies as follows: Strategy 1, the management should take active actions for implementation and promotion in person. Strategy 2, attach great attention to training, especially focusing on the Black Belt's training. Strategy 3, support the implementation with performance management. Strategy 4, boost up the implementation with information systems. Strategy 5, take the corporate culture as lubricants. Strategy 6, introduce the CSF Clustering Model to analyze and find out the critical successful factors of implementation. These strategies provided some new ideas and effective measures for implementing 6σManagement among port enterprises, with great reference value for enhancing the success rate when implementing 6σManagement method and its concerned projects as well. Finally, the article forecasted the applying future of 6σManagement in port enterprises. Furthermore, the paper pointed out the direction for more improvement in this research area.
6σ管理虽起源于制造业,但经实践证明它也可以在其它行业成功应用。从中国港口行业来看,一方面,国家经济的增长、海运需求的增加等对港口的生产能力提出了越来越高的要求;另一方面,港口企业本身也需要加强管理、不断创新以提高客户的满意度。在这种情况下,一种以客户需求为导向,注重持续改善,不断追求卓越,而且已经被许多世界级优秀企业的实践所证明了的科学管理方法——6σ管理法就成了港口企业的必然选择。
本文首先对6σ管理的相关知识体系进行了综述,主要介绍了6σ管理的基本理论,并对6σ管理法的实施问题进行了理论探讨。接着文章着重分析了在中国港口行业企业推行6σ管理的必然性。然后文章重点研究探讨了6σ管理在中国港口行业企业成功推行的六个基本策略:其一、管理层实施有效管理;其二、完善培训,有重点地培养;其三、配套实施绩效管理;其四、以信息技术为后盾增强互动;其五、促进企业文化融合;其六、抓住关键成功因子。这些策略为我国港口行业企业推行6σ管理提供了一些新思路、新措施,对提高推行6σ管理的成功率和项目实施的效率具有一定的现实参考价值。最后文章展望了6σ管理方法在我国港口企业的应用前景,指出了本研究内容今后进一步努力的方向。
With accelerating paces of global economic integration, market competition is becoming increasingly fierce. How to enhance the competitiveness is an ever-lasting problem for enterprises to face under market economy conditions. 6σManagement has been recognized by public to be an effective method in improving customer satisfaction, reducing business cost and raising profit making capabilities, which is of great significance in enhancing the integrative competitiveness of enterprises.
Although it originated from the manufacturing, 6σManagement has been proved that it can be applied successfully in other industries. For the China's port industry, on one hand, increasing demand for shipping, boosted by the country's economic growth, challenges the ports' operational competence. On the other hand, enterprises need to enhance management with continuous innovation, so as to cater customer requirements. Under such circumstances, a scientific management method has become an inevitable choice for port enterprises, which is based on customer-oriented voices, focusing on continuous improvement, consistently pursuing perfection, and proved by many world famous enterprises in practice.
First of all, the paper introduced concerned knowledge system of 6σManagement, including basic theories together with critical problems during its implementation. Secondly, it further analyzed the necessity and feasibility when implementing this management among port enterprises. Thirdly, to ensure the successful implementation, an exposition is made with six strategies as follows: Strategy 1, the management should take active actions for implementation and promotion in person. Strategy 2, attach great attention to training, especially focusing on the Black Belt's training. Strategy 3, support the implementation with performance management. Strategy 4, boost up the implementation with information systems. Strategy 5, take the corporate culture as lubricants. Strategy 6, introduce the CSF Clustering Model to analyze and find out the critical successful factors of implementation. These strategies provided some new ideas and effective measures for implementing 6σManagement among port enterprises, with great reference value for enhancing the success rate when implementing 6σManagement method and its concerned projects as well. Finally, the article forecasted the applying future of 6σManagement in port enterprises. Furthermore, the paper pointed out the direction for more improvement in this research area.
引文
[1]张彦勍.铁路采购与物流[J].6σ与顾客满意,2006,1/5:52-53.
[2]普拉·哈拉德,加里·哈默尔.公司的核心竞争力[J].哈佛经典,2004,1:101-102.
[3]加里·哈默尔.领导企业变革[M].北京:人民邮电出版社,2002:43-46.
[4]克莱顿·克里斯腾森.当企业力不从心时怎么办—如何捕获创新能力[J].企业管理,2004,3:35—37.
[5]保罗·劳伦斯.如何面对变革中的抵制现象[J].哈佛经典,2004,2:106-116.
[6]罗杰·马丁.改变企业的思维方式[M].北京:中国人民大学出版社,1999:115-139
[7]格雷格·布鲁.6σ[M].北京:中信出版社,2006:28-71.
[8]罗纳德·D·斯尼,罗格·W·何瑞尔.领导者读6σ[M].北京:中国人民大学出版社,2003:4-7.
[9]查先进,严亚兰.物流信息系统[M].大连:东北财经大学出版社,2005:2-24.
[10]W·爱德华兹,戴明.戴明论质量管理[M].海口:海南出版社,2006:442-446.
[11]潘德,纽曼,卡瓦纳.6σ管理法:追求卓越的阶梯[M],北京:机械工业出版社,2006,64-77.
[12]杨茂甄.集装箱运装实务[M].北京:高等教育出版社,2003.7:224-246.
[13]马林,6σ管理[M].北京:中国人民大学出版社,2004:23-24.
[14]唐晓等.6σ质量之旅[M].北京:中国标准出版社,2004:132-141.
[15]文放怀.6σ入门[M].广州:广东经济出版社,2005:48-51.
[16]唐晓芬,6σ实施技巧[M],北京:中国标准出版社,2006,1-4
[17]罗纳德·D·斯尼,罗格·W·何瑞尔.服务业6σ[M].北京:机械工业出版社,2006:29-41.
[18]佩内洛普,普科热普.中层经理的6σ课[M].北京:机械工业出版社,2006:12-19.
[19]史蒂夫,纽恩多夫.6σ在项目管理中的应用[M].北京:机械工业出版社,2006:32-35.
[20]福里斯特·W·布雷弗格三世.实施6σ[M].北京:机械工业出版社,2006:1-5.
[21]福里斯特·W·布雷弗格三世.6σ实施指南-战略视角和管理方法[M].北京:中国人民出版社,2004.
[22]迈克尔·L·乔治.精益6σ[M].北京:机械工业出版社,2005:31-32.
[23]张德.管理学是什么[M].北京:北京大学出版社,2006:36-45.
[24]文峰.管理大师金言[M].广州:广东经济出版社,2006:12.
[25]魏红,陈劲.中国创新管理前沿[M].北京:知识产权出版社,2006:5-6.
[26]彼得·德鲁克,创新与企业家精神[M].北京:机械工业出版社,2007:118～122.
[27]吴嘉晟,郑大兴.制造业6σ应用手册[M].北京:中国人民大学出版社,2003:10-20.
[28]王利平.管理学原理[M].北京:中国人民大学出版社,2005:368-375.
[29]约瑟夫·A·德菲欧,威廉·W·巴纳德,朱兰研究院.论6σ—突破与超越[M].北京:中国人民大学出版社,2005:155-158.
[30]谢尔·麦格纳森,戴格·克劳斯里德,鲍·伯格曼格.6σ卓越经营之道[M].北京:中国标准出版社,2004:112-116.
[31]胡楠.6σ在中国企业的实施[M].北京:北京大学出版社,2003.
[32]王作成.6σ技术实施工具[M].北京:中国人民大学出版社,2004.
[33]王作成.6σ效果评价与测量[M].北京:中国人民大学出版社,2004.
[34]彼得·潘得.6σ团队实战手册[M].中国财政经济出版社,2003.
[35]杰弗里·N·洛温塔尔.6σ项目管理[M].北京:机械工业出版社,2004.
[36]何小群.6σ及其导入指南[M].北京:中国人民大学出版社,2003.
[37]乔治·埃克斯.持久的6σ-文化变革与技术变革的平衡[M].北京:中国人民出版社,2004.
[38]乔治·埃克斯.6σ革命-如何将过程转化成利润[M].北京:中国人民出社,2003.
[39]迪克·史密.6σ战略管理法-决策层最佳管理实践[M].北京:清华大学出版社,2004.
[40]杨跃进.6σ成功导入的路线图[M].北京:机械工业出版社,2004.
[41]乔治.什么是精益6σ[M].电子工业出版社,2004.
[42]苏比尔·乔杜里.6σ的力量[M].电子工业出版社,2002.
[43]苏比尔·乔杜里.6σ设计的力量[M].电子工业出版社,2002.
[44]厄尔·诺曼.以客户为中心的6σ[M].北京:机械工业出版社,2004.
[45]胡志萍.王斌会,6σ的统计含义与过程性能[J].科技管理研究,2004(5).
[46]张驰.6σ黑带不可不知的450个问题[M].北京:机械工业出版社,2004.
[47]张驰.6σ定义测量阶段[M].广州:广东经济出版社,2003.
[48]张驰.6σ分析工具[M].广州:广东经济出版社,2003.
[49]张驰.6σ控制阶段[M].广州:广东经济出版社,2003.
[50]陶沙.6σ在中国[J].中国统计,2004,(9):44.
[51]杨跃进.6σ管理与其他管理方法和管理体系[J].中国质量,2003,(9):31-32.
[52]王金银,常丹.6σ在软件管理过程中的应用[J].科技管理研究,2005,(1):122-124.
[53]Richard N.Foster,Sarah Kaplan.创造性破坏[M].欧高顿编.北京:生活.读书.新知三联书店,2002:5.
[54]Joe Tidd,John Bessant,Keitith Pavitt.创新管理[M].北京:清华大学出版社,2002:8.
[55]Thomas Pyzdek.6σ手册[M].北京:清华大学出版社,2003:10-20.
[56]Thomas Bertels.Rath &Strong's Six Sigma Leadership Handbook[M].the United States of America,John Wiley &Sons,Inc,Hoboken,New Jersey.2003:1-57,197-209.
[57]George Eckes.Making Six Sigma last:Managing the Balance Between Culture and Technical Change.the United States of America,John Wiley & Sons,Inc:23-92.
[58]De Feo JA,Janssen JA.The Values of Strategic deployment[M].Measuring Business Excellence,MCB UP Limited,Vol.6 No.1,2002:40-45.
[59]Bylinsky G.How Companies Spy on Employees[J].Fortune.November 1991:131-140.
[60]Goble J.A systematic Approach to Implementing SPC[J].1987 ASQC Quality Congress Transactions.1987:154-164.
[61]Lenehan M.The Quality of the Instrument.Building Steinway Grand Piano K2571[J].the Atlantic Monthly,August 1981:32-58.
[62]Ishikawa K.The Quality Control Audit[J].Quality Progress.January 1987:39-41.
[63]Matt Barney,Tom Mccarty.The New Six Sigma.Prentice Hall PTR,2003.
[64]F·w·Breyfogle,J·M·Cupello,B Meadows.Managing Six Sigma.New York:John Wiley and sons,2001.
[65]Breyfogle,Forrest W.Implementing Six Sigma:Smarter Solutions Using Statistical Methods.Wiley-Nescience,1999.
[66]Mikel Harry,Rechard schoeder,Six Sigma:The Breakthrough Management Strategy Revolutionizing the world's Top Corporations,New York:Currency,2000
[67]M.Sokvic·D·Pavletic,S·Fakin.Application of Six Sigma Methodology for Process Design C Journal of Materials Processing Technology.2005:(162-163):777-783.
[68]Chonghun Han,Young-Hak Lee.Inteligent Integrated Plant Operations System for Six Sigma[J].Annual Review in control,2002,(26):27-43.
[69]Kevin Linderman,Ronger G.Schroeder,Srilata Zaheer,Adriam S.choo.Six Sigma: a Goal-theoretic perspective [J]. Journal of Operations Management, 2003, (21):193-203.
[70]Anthony L Velocci. Pursuit of Six Sigma Emerges as Industry Trend. Aviation Week &Space Thchnology,1998:ll(16).
[71]Anthony L. Velocci.Jr. High Hopes Riding on Six Sigma at Raytheon. Quality Progress, 1999(9).
[72]AnthonyL.Velocci,Jr.Raytheon. Six Sigma Meets Initial Target. Aviation Week & Space Thechonogy, 2000:3(27).
[73]Ronald· D·Snee. Why should statisticians pay attention to Six Sigma? Quality Progress, 1999(9).
[74]Tom Rancour, Mike McCracken. Applying 6 Sigma Methods for Breakthrough Safety Performance. Professional Safety, 2000(10)51.
[75]Chris Costanzo. The Tech Scene: Wary Sun Trust Set to Dip Toes In CRM Pool. American Banker, 2002.4(10).
[76]Sreerema Banoo. Seagate's 6 Sigma Approach to Quality. Business Times, 2000: 3(28).
[77]Yogesh B Trivedi. Applying 6 Sigma. Chemical Engineering Progress, 2002(7).
[78]Fortenot,Gwen. Six Sigma in Customer Satisfaction. Quality Progress, 1994(12).
[79]Steve Bolze. A Six Sigma approach to Competitiveness Transmission Distribution World, 1998 (8).
[80]Hnonymous. Raytheon helps suppliers drastically cut costs with 6 sigma. Supplier Selections & Management Report, 2000 (6).
[81]JPreppard. Broadening Visions of Business Process Reengineering [J]. Omega, 1996, 24(3):255-270.
[82]TNGOH. A strategic assessment of Six Sigma[J].Quality and Reliability Engineering International, 2002 (18):403-410.
[83]Peter S.Pande,Robert P.Neuman, Roland E.Cavanagh. The Six Sigma Way-How GE, Motorola and other Top Companies Are Honing Their Performances. ISBN O-07 135806-4.
[84]Lee Vasson. Achieving Total Customer Satisfaction through Six Sigma. 2000 - 08 - 17.
[85]Michael Hammer. Process Management and Six Sigma[J].MIT Sloan Management Review, 2000 winter.
[86]Thomas Pyzdek. Six Sigma and Lean Manufacturing [J]. Quality Digest, January 2000.
[87]Thomas Pyzdek. The Six Sigma Revolution [J]. Quality Digest, January 2000.
[88]Bonnie Smith. Lean Six Sigma—A One-two Punch. Quality Progress, April 2003:37-41.
[89]Greg Stock. Using Six Sigma to Achieve a Cultural Transformation. Satisfaction Monitor, Jan/Feb 2003.
[90]Eric Godin, Dennis Raven, Carolyn Sweetapple and Frank R. Del Giudice: Six Sigma-Faster Test Results. Quality Progress, January 2004:33-39.
[91]Donna·M·Faltin, Frederick·W·Faltin. Toe the Line: No more WorldCom, How Six Sigma Metrics Can Reliably Track an Organization's Financial Results. Quality Progress, January 2003:28-35.
[2]普拉·哈拉德,加里·哈默尔.公司的核心竞争力[J].哈佛经典,2004,1:101-102.
[3]加里·哈默尔.领导企业变革[M].北京:人民邮电出版社,2002:43-46.
[4]克莱顿·克里斯腾森.当企业力不从心时怎么办—如何捕获创新能力[J].企业管理,2004,3:35—37.
[5]保罗·劳伦斯.如何面对变革中的抵制现象[J].哈佛经典,2004,2:106-116.
[6]罗杰·马丁.改变企业的思维方式[M].北京:中国人民大学出版社,1999:115-139
[7]格雷格·布鲁.6σ[M].北京:中信出版社,2006:28-71.
[8]罗纳德·D·斯尼,罗格·W·何瑞尔.领导者读6σ[M].北京:中国人民大学出版社,2003:4-7.
[9]查先进,严亚兰.物流信息系统[M].大连:东北财经大学出版社,2005:2-24.
[10]W·爱德华兹,戴明.戴明论质量管理[M].海口:海南出版社,2006:442-446.
[11]潘德,纽曼,卡瓦纳.6σ管理法:追求卓越的阶梯[M],北京:机械工业出版社,2006,64-77.
[12]杨茂甄.集装箱运装实务[M].北京:高等教育出版社,2003.7:224-246.
[13]马林,6σ管理[M].北京:中国人民大学出版社,2004:23-24.
[14]唐晓等.6σ质量之旅[M].北京:中国标准出版社,2004:132-141.
[15]文放怀.6σ入门[M].广州:广东经济出版社,2005:48-51.
[16]唐晓芬,6σ实施技巧[M],北京:中国标准出版社,2006,1-4
[17]罗纳德·D·斯尼,罗格·W·何瑞尔.服务业6σ[M].北京:机械工业出版社,2006:29-41.
[18]佩内洛普,普科热普.中层经理的6σ课[M].北京:机械工业出版社,2006:12-19.
[19]史蒂夫,纽恩多夫.6σ在项目管理中的应用[M].北京:机械工业出版社,2006:32-35.
[20]福里斯特·W·布雷弗格三世.实施6σ[M].北京:机械工业出版社,2006:1-5.
[21]福里斯特·W·布雷弗格三世.6σ实施指南-战略视角和管理方法[M].北京:中国人民出版社,2004.
[22]迈克尔·L·乔治.精益6σ[M].北京:机械工业出版社,2005:31-32.
[23]张德.管理学是什么[M].北京:北京大学出版社,2006:36-45.
[24]文峰.管理大师金言[M].广州:广东经济出版社,2006:12.
[25]魏红,陈劲.中国创新管理前沿[M].北京:知识产权出版社,2006:5-6.
[26]彼得·德鲁克,创新与企业家精神[M].北京:机械工业出版社,2007:118～122.
[27]吴嘉晟,郑大兴.制造业6σ应用手册[M].北京:中国人民大学出版社,2003:10-20.
[28]王利平.管理学原理[M].北京:中国人民大学出版社,2005:368-375.
[29]约瑟夫·A·德菲欧,威廉·W·巴纳德,朱兰研究院.论6σ—突破与超越[M].北京:中国人民大学出版社,2005:155-158.
[30]谢尔·麦格纳森,戴格·克劳斯里德,鲍·伯格曼格.6σ卓越经营之道[M].北京:中国标准出版社,2004:112-116.
[31]胡楠.6σ在中国企业的实施[M].北京:北京大学出版社,2003.
[32]王作成.6σ技术实施工具[M].北京:中国人民大学出版社,2004.
[33]王作成.6σ效果评价与测量[M].北京:中国人民大学出版社,2004.
[34]彼得·潘得.6σ团队实战手册[M].中国财政经济出版社,2003.
[35]杰弗里·N·洛温塔尔.6σ项目管理[M].北京:机械工业出版社,2004.
[36]何小群.6σ及其导入指南[M].北京:中国人民大学出版社,2003.
[37]乔治·埃克斯.持久的6σ-文化变革与技术变革的平衡[M].北京:中国人民出版社,2004.
[38]乔治·埃克斯.6σ革命-如何将过程转化成利润[M].北京:中国人民出社,2003.
[39]迪克·史密.6σ战略管理法-决策层最佳管理实践[M].北京:清华大学出版社,2004.
[40]杨跃进.6σ成功导入的路线图[M].北京:机械工业出版社,2004.
[41]乔治.什么是精益6σ[M].电子工业出版社,2004.
[42]苏比尔·乔杜里.6σ的力量[M].电子工业出版社,2002.
[43]苏比尔·乔杜里.6σ设计的力量[M].电子工业出版社,2002.
[44]厄尔·诺曼.以客户为中心的6σ[M].北京:机械工业出版社,2004.
[45]胡志萍.王斌会,6σ的统计含义与过程性能[J].科技管理研究,2004(5).
[46]张驰.6σ黑带不可不知的450个问题[M].北京:机械工业出版社,2004.
[47]张驰.6σ定义测量阶段[M].广州:广东经济出版社,2003.
[48]张驰.6σ分析工具[M].广州:广东经济出版社,2003.
[49]张驰.6σ控制阶段[M].广州:广东经济出版社,2003.
[50]陶沙.6σ在中国[J].中国统计,2004,(9):44.
[51]杨跃进.6σ管理与其他管理方法和管理体系[J].中国质量,2003,(9):31-32.
[52]王金银,常丹.6σ在软件管理过程中的应用[J].科技管理研究,2005,(1):122-124.
[53]Richard N.Foster,Sarah Kaplan.创造性破坏[M].欧高顿编.北京:生活.读书.新知三联书店,2002:5.
[54]Joe Tidd,John Bessant,Keitith Pavitt.创新管理[M].北京:清华大学出版社,2002:8.
[55]Thomas Pyzdek.6σ手册[M].北京:清华大学出版社,2003:10-20.
[56]Thomas Bertels.Rath &Strong's Six Sigma Leadership Handbook[M].the United States of America,John Wiley &Sons,Inc,Hoboken,New Jersey.2003:1-57,197-209.
[57]George Eckes.Making Six Sigma last:Managing the Balance Between Culture and Technical Change.the United States of America,John Wiley & Sons,Inc:23-92.
[58]De Feo JA,Janssen JA.The Values of Strategic deployment[M].Measuring Business Excellence,MCB UP Limited,Vol.6 No.1,2002:40-45.
[59]Bylinsky G.How Companies Spy on Employees[J].Fortune.November 1991:131-140.
[60]Goble J.A systematic Approach to Implementing SPC[J].1987 ASQC Quality Congress Transactions.1987:154-164.
[61]Lenehan M.The Quality of the Instrument.Building Steinway Grand Piano K2571[J].the Atlantic Monthly,August 1981:32-58.
[62]Ishikawa K.The Quality Control Audit[J].Quality Progress.January 1987:39-41.
[63]Matt Barney,Tom Mccarty.The New Six Sigma.Prentice Hall PTR,2003.
[64]F·w·Breyfogle,J·M·Cupello,B Meadows.Managing Six Sigma.New York:John Wiley and sons,2001.
[65]Breyfogle,Forrest W.Implementing Six Sigma:Smarter Solutions Using Statistical Methods.Wiley-Nescience,1999.
[66]Mikel Harry,Rechard schoeder,Six Sigma:The Breakthrough Management Strategy Revolutionizing the world's Top Corporations,New York:Currency,2000
[67]M.Sokvic·D·Pavletic,S·Fakin.Application of Six Sigma Methodology for Process Design C Journal of Materials Processing Technology.2005:(162-163):777-783.
[68]Chonghun Han,Young-Hak Lee.Inteligent Integrated Plant Operations System for Six Sigma[J].Annual Review in control,2002,(26):27-43.
[69]Kevin Linderman,Ronger G.Schroeder,Srilata Zaheer,Adriam S.choo.Six Sigma: a Goal-theoretic perspective [J]. Journal of Operations Management, 2003, (21):193-203.
[70]Anthony L Velocci. Pursuit of Six Sigma Emerges as Industry Trend. Aviation Week &Space Thchnology,1998:ll(16).
[71]Anthony L. Velocci.Jr. High Hopes Riding on Six Sigma at Raytheon. Quality Progress, 1999(9).
[72]AnthonyL.Velocci,Jr.Raytheon. Six Sigma Meets Initial Target. Aviation Week & Space Thechonogy, 2000:3(27).
[73]Ronald· D·Snee. Why should statisticians pay attention to Six Sigma? Quality Progress, 1999(9).
[74]Tom Rancour, Mike McCracken. Applying 6 Sigma Methods for Breakthrough Safety Performance. Professional Safety, 2000(10)51.
[75]Chris Costanzo. The Tech Scene: Wary Sun Trust Set to Dip Toes In CRM Pool. American Banker, 2002.4(10).
[76]Sreerema Banoo. Seagate's 6 Sigma Approach to Quality. Business Times, 2000: 3(28).
[77]Yogesh B Trivedi. Applying 6 Sigma. Chemical Engineering Progress, 2002(7).
[78]Fortenot,Gwen. Six Sigma in Customer Satisfaction. Quality Progress, 1994(12).
[79]Steve Bolze. A Six Sigma approach to Competitiveness Transmission Distribution World, 1998 (8).
[80]Hnonymous. Raytheon helps suppliers drastically cut costs with 6 sigma. Supplier Selections & Management Report, 2000 (6).
[81]JPreppard. Broadening Visions of Business Process Reengineering [J]. Omega, 1996, 24(3):255-270.
[82]TNGOH. A strategic assessment of Six Sigma[J].Quality and Reliability Engineering International, 2002 (18):403-410.
[83]Peter S.Pande,Robert P.Neuman, Roland E.Cavanagh. The Six Sigma Way-How GE, Motorola and other Top Companies Are Honing Their Performances. ISBN O-07 135806-4.
[84]Lee Vasson. Achieving Total Customer Satisfaction through Six Sigma. 2000 - 08 - 17.
[85]Michael Hammer. Process Management and Six Sigma[J].MIT Sloan Management Review, 2000 winter.
[86]Thomas Pyzdek. Six Sigma and Lean Manufacturing [J]. Quality Digest, January 2000.
[87]Thomas Pyzdek. The Six Sigma Revolution [J]. Quality Digest, January 2000.
[88]Bonnie Smith. Lean Six Sigma—A One-two Punch. Quality Progress, April 2003:37-41.
[89]Greg Stock. Using Six Sigma to Achieve a Cultural Transformation. Satisfaction Monitor, Jan/Feb 2003.
[90]Eric Godin, Dennis Raven, Carolyn Sweetapple and Frank R. Del Giudice: Six Sigma-Faster Test Results. Quality Progress, January 2004:33-39.
[91]Donna·M·Faltin, Frederick·W·Faltin. Toe the Line: No more WorldCom, How Six Sigma Metrics Can Reliably Track an Organization's Financial Results. Quality Progress, January 2003:28-35.
© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号 地址：北京市海淀区学院路29号 邮编：100083 电话：办公室：(+86 10)66554848；文献借阅、咨询服务、科技查新：66554700 |