中国企业实施6Sigma管理法可能遇到的问题及对策  

Problems and Countermeaswres for Chinese Enterprises to Implement 6sigma

作　　者：潘欣鹏[1] 王立文[1] 

机构地区：[1]北京航空航天大学经济管理学院,北京100088

出　　处：《中央财经大学学报》2003年第8期57-60,共4页Journal of Central University of Finance & Economics

摘　　要：6Sigma管理法是一种灵活的综合性系统方法。它关注顾客 ,重视事实和数据 ,运用统计分析的方法 ,对管理、流程等进行改进、提高 ,从而使企业的成功最大化。当今中国企业面对激烈的全球化竞争 ,要谋求长远的发展 ,立于不败之地 ,必须从根本上提高产品或服务的质量 ,同时又必须保证成本不会因质量的提高而增加 ,因此有必要引入在国内外成功大企业中颇受青睐的 6Sigma管理法。但是在我国企业特殊的情况下 ,在实施过程中又会遇到这样那样的困难 ,通过了解正着手于 6Sigma管理法的企业或组织的实际情况 ,总结出企业在实施 6Sigma管理法过程中遇到的四方面主要问题 ,即 :意识薄弱、领导层的淡漠、实施过程中的理论和实践相脱节以及急于求成的心理 ,并针对这四类问题 ,提出了相应的解决方案 ,以期为国内企业引入 6Sigma管理法作一有利的引导。Six Sigma is a statistical measure of variability, typically in a given process, and a business performance target specifically focused on critical customer specifications. It can help corporations to make the greatest achievements by quantifiably solving problems and optimize critical processes. Having to face up to the global drastic competition, Chinese enterprises must improve the quality of their product or service radically. On the other hand, the cost must level off. As committed management methodologies, Six Sigma should be adapted and applied by domestic enterprises to realize drastically improved business performance and bottom-line profitability.However, because of the special environment there are quite a few problems during the execution. Learning about what the organizations who are engaged in Six Sigma meet, four main problems are summarized, which are weak conscious, indifferent attitude of senior leaders, unfitted using of theory in execution and impatience. Furthermore, countermeasures are brought forward according to the problems above, so as to do some favorable work for the domestic corporations.

关 键 词：6Sigma管理法 中国企业 流程 对策 

分 类 号：F270.7[经济管理—企业管理]