朝陽科技大學 資訊科技研究所 流程改善方法 第一次報告 指 導 教 授：陳 隆 昇 學 生：李 延 浚 ( )

The evolving theory of quality management:The role of Six Sigma 品質管理的發展理論：六標準差的角 色 Xingxing Zu, Lawrence D. Fredendall, Thomas J. Douglas Journal of Operations Management

Introduction There is a criticism that Six Sigma simply puts traditional quality management practices in a new package. This study reviewed both the traditional quality management and Six Sigma literatures and identified three new practices that are critical for implementing Six Sigma’s concept and method in an organization. A research model and survey instrument were developed to investigate how these Six Sigma practices integrate with seven traditional quality management practices to affect quality performance and business performance.

Theoretical development Traditional QM practices

Theoretical development Six Sigma practices  Six Sigma role structure Six Sigma uses a group of improvement specialists, typically referred to as champions, master black belts, black belts, and green belts (Henderson and Evans, 2000; Linderman et al., 2003).  Six Sigma structured improvement procedure Six Sigma applies a structured approach to managing improvement activities, which is represented by Define– Measure–Analyze–Improve–Control (DMAIC) used in process improvement or Define–Measure–Analyze–Design– Verify (DMADV) used in product/service design improvement (Linderman et al., 2003).  Six Sigma focus on metrics Six Sigma metrics are used to set improvement goals (Linderman et al., 2003; Pande et al., 2002).

Theoretical development Integrating Six Sigma practices and traditional QM practices

Data collection American Society for Quality (ASQ) and the Thomas Register.

Discussion and conclusions American Society for Quality (ASQ) and the Thomas Register.

朝陽科技大學 資訊科技研究所