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论文编号：	385
作者编号：	052192
上传时间：	2008/1/7 19:07:45
中文题目：	摩托罗拉手机生产中的六西格玛管
英文题目：	Application of 6 Sigma Managem
指导老师：	马连福
中文关键字：	六西格玛管理 DMAIC 质量 生产
英文关键字：	Six Sigma Management DMAIC/
中文摘要：	在如今激烈的国内和国际市场竞争中，对客户的关注和对自身产品质量的严格要求无疑对公司有着至关重要的作用，低劣质量不仅意味着对客户可能会造成损失，更是公司成本中不可低估的一部分。横向来看，目前欧美公司的质量平均水平己接近五西格玛的水平，日本企业则已超过5.5西格玛水平，但是当前中国企业的质量平均水平只有近三到四西格玛左右。大部分产品质量比较差，品牌知名度较低，市场竞争力较弱，以至于中国制造就是低价格和质量一般甚至差的代名词，严重损坏了我国企业产品的整体形象。虽然有为数不多的中国企业开始尝试六西格玛管理，努力提高产品质量，如联想、澳柯玛和小天鹅，这都难以掩盖我国企业的整体质量水平不高和急需改进的局面。 摩托罗拉从上世纪八十年代中期开始实施六西格玛管理，通用公司更是将六西格玛管理推向了应用的顶峰，它们都已经成功地实施了六西格玛管理，并从中获得了巨大的收益，成为行业的标杆；在它们的影响下，很多国外的公司也都加入到六西格玛研究和实施的行列，有的还把六西格玛定位公司的发展战略，贯穿于公司的长期和日常管理工作当中。这说明了六西格玛值得我国企业借鉴，六西格玛是一种基于对客户需求的研究从而找出流程中的问题，以数据的收集和分析为指导而进行流程改进的质量管理，它提供了一定的方法和大量的工具，使对问题的研究和分析形成了一套完整的体系和科学的方法。六西格玛更是一种追求完美的哲学，它注重减少变差，追求卓越质量从而降低成本；而这正是我国企业所急需的，所以六西格玛是值得我国企业学习、探讨乃至应用的。 本文作者作为摩托罗拉天津厂手机生产技术改进工程师主管，结合摩托罗拉的手机生产，从实践和理论两个方面对六西格玛质量管理进行论述。论文首先通过比较的方法对六西格玛管理同传统质量管理及精益管理进行比较，从而阐述了六西格玛管理基本原理，并介绍了六西格玛管理所运用的工具。并在此基础上，对六西格玛的实施的可行性作了一定的分析，先是研究了六西格玛在国内外的实施情况，进而分析了六西格玛的实施条件和实施步骤。接着对摩托罗拉手机生产流程及六西格玛质量运行体系进行了分析，这是六西格玛改进和实施的对象；然后研究了六西格玛流程改进的具体方法----DMAIC，DMAIC方法是六西格玛流程改进的核心，它包括D（问题定义）、M（问题测量）、A（问题分析）、I（问题改进）和C（对问题解决后的控制）五个方面。并配合以及六西格玛在摩托罗拉的组织结构介绍，阐述了组织结构中的成员和各自的功能。 在论文的案例部分，首先对案例的背景进行了分析，案例是手机生产中的PoP元件的焊接问题，发生在摩托罗拉生产3G产品的过程中，PoP技术的使用基于两点考虑，一是为了加强手机的功能以适应3G的要求；二是为了迎合用户的需求而不加大手机的体积。通过此案例，对六西格玛流程改进方法DMAIC的应用进行了详尽的阐述。并结合案例和通篇论文的论述，对六西格玛成功实施的要素进行了探讨，首先给出了六西格玛战略的选择矩阵，它是结合公司实力和对六西格玛的需求紧迫性而提出的一个选择矩阵；另外六西格玛的实施不是孤立的事情，论文认为六西格玛管理的实施成功离不开完善的质量体系和公司应具备一定的质量基础，将质量管理系统和六西格玛作为一个整体，给出了六西格玛管理实施的体系模型；指出了管理层的质量管理活动在此体系中的作用，一个好的体系的建立、运作和完善是需要管理层的大力支持和促进的，和管理层的领导是密不可分，同时好的管理体系也可促进管理层的工作效率乃至整个公司的运转质量。 六西格玛管理已逐渐被我国的企业所认同，但深入的了解、是否实施及如何实施就是很迫切的问题，希望通过作者本论文的介绍和研究，使更多的企业领导，尤其是质量管理经理能借鉴摩托罗拉公司成功实施六西格玛的经验，成功提高公司的竞争力，把公司做大做强，在激烈的市场竞争中立于不败之地。 同时，论文的绪论部分也对已经发表的关于摩托罗拉和六西格玛方面的论文进行了分析，以便使本论文能有更有意义的拓展和更有深度的研究。
英文摘要：	To face the fierce marketing competition, every enterprise should care its customer requirements and its product quality which are critical to company’s survival. The poor quality means harmness to customer and higher cost to company. Currently, quality average level of European and American companies' approaches 5 Sigma, the Japanese enterprise has surpassed 5.5 Sigma level, but our Chinese enterprise's quality average level is just around 3 to 4 Sigma. The majority of our company show poor quality and marketing competition, which always let foreigners link Chinese products with poor quality and lower cost, it greatly degraded our whole country’s company image. Though there are some famous domestic companies such as Lenovo Company, Aucma Company and Little Swan Company start to attempt six sigma management, diligently improve product quality, it still can not change the situation that majority of our enterprises need to improve their production quality so as to be well prepared to the fierce internal and international marketing competition. Motorola initiated six sigma implemented from 1986, following by GE which introduce six sigma to the whole business. Both of them succeeded in six sigma management, obtained the huge benefits and became the company for other company to benchmark. Affected by Motorola and GE, many of other big companies also adopted six sigma management in both long run and daily management; some even took it as its core company development strategy. Six sigma management is oriented by customer requirement and aims to improve process flow through data collection and study. And management belongs to quality management which includes specified methods and lots of tools, it can be regarded as an integrated management system as well as one science branch; it is also a living philosophy to achieve perfect and excellence. It deserves our enterprise to study, research and even apply. The author is the process leader in Motorola cell phone manufactory. Based on deep understanding on six sigma management within Motorola cell phone production, the author elaborates six-sigma quality management from two aspects of both practice and theory. Starting from the comparison between six sigma management and traditional quality management/Lean management, the basic six sigma principle was introduced as well as its frequent-used tools. During six sigma feasibility study, the international and domestic six sigma applications were studied, and then the requirements of adopting six sigma management were analyzed, following by the study on six sigma management implementation steps. Then Motorola cell phone production flow and production quality management system were introduced and studied, which is also the object for six sigma management to improve. After that, DMAIC is introduced as the core of six sigma management for process flow improvement. DMAIC stands for D (Define), M (Measure), A (Analyze), I (Improve) and C (Control). Following is the study on the organization structure of six sigma management, which defined the members of the team as well as their roles. Finally, a real case was introduced; it is a PoP component soldering issue at the beginning of 3G phone’s production. The introduction of PoP technology is based on two requirements; one is increase cell phone’s function to be suitable for 3G technology and another is to meet customer requirement that not increase phone’s size. Case-study shows in detail how six sigma method of DMAIC was applied. Based on case study and whole thesis, the six sigma strategy selection matrix is formed; in this matrix, the company capability and the requirement priority to six sigma management are considered. To combine the quality system and DMAIC method, the system model on the six sigma implementation is built, six sigma management is not an isolated management, and it is based on strong quality management system and certain maturity from quality level. In the model, quality management team function is highlighted. Now six sigma management gradually has been recognized by many enterprises, but it is still an urgent problem for our local enterprises to study it in-depth, to think whether and how to apply it to our companies. With the help of the six sigma introduction and study, the author hopes management team especially QA manager can pay much more attention on six sigma management and much more understanding of six sigma management can be gained. The aim of this thesis is to help more of our local enterprises to learn from Motorola’s success in six sigma management, to enhance the company competitive ability and to make the company great and strong so the enterprise can win in fierce marketing competition. At the first part of this thesis, auther studied other projects focused on Motorola and six sigma management. This is to help this thesis to have different focus point and to have deep study.
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