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论文编号：	442
作者编号：	2120062344
上传时间：	2008/6/13 10:36:13
中文题目：	SMT制造企业导入六西格玛管理全
英文题目：	the whole process research of
指导老师：	焦媛媛 副教授
中文关键字：	SMT 电子制造业 六西格玛管理 DM
英文关键字：	SMT Electronics Manufacturing
中文摘要：	改革开放已三十年，中国也成为了WTO的一员，制造业在我国也取得了高速的发展，尤其电子制造型企业发展迅猛，各大跨国企业纷纷将制造环节向我国转移，使得中国慢慢成为了世界工厂。中国制造企业面对愈演愈烈的全球化竞争，要谋求长远的发展，立于不败之地，必须从根本上提高产品和服务的质量，同时要保证成本不会随着质量的提升而增加，此时推行先进的质量管理成为了提高企业效益和竞争能力的最佳方法。因此，有必要引进在国内外众多知名企业成功推行的六西格玛管理法。 近几年来我国电子企业也陆续引进推行六西格玛管理法，但推行的过程不是一帆风顺，很多企业只是把六西格玛管理简单的当作是工具的使用，而没有将其当作是一种管理的方法和理念，大多数企业都难言成功。利用表面贴装技术（Surface Mounting Technology 简称SMT）进行生产的SMT企业是电子制造企业最核心的类型企业，SMT企业是否应该全面推行六西格玛管理，将如何应用这种管理法，本文就这些问题展开了探讨和研究。本文通过分析现在SMT制造企业的实际情况，总结出如何成功实施六西格玛管理，对六西格玛管理进行了深入的剖析和研究，系统的介绍了六西 格玛管理理论。 本文以六西格玛原理结合个案研究的方法展开分析，全面系统的研究了六西格玛在SMT企业的导入流程。首先，分析了SMT制造行业的质量管理现状和成功推行六西格玛的条件，以及运用先进的管理方法对降低成本，提高管理水平，增强企业竞争力的至关重要的作用。然后，总结了导入六西格玛管理的几个阶段：评估与设计、规划与建设、培训与实施、扩展与深化。最后，通过C公司全面推行六西格玛管理以及DMAIC模型在项目中的成功实施的案例，详尽的分析了六西格玛在SMT制造企业的推广和应用，总结了实际经验，对那些迷失于六西格玛当中的企业或准备推行六西格玛的企业给予一些借鉴意义，也为企业提高质量管理水平起到了指导作用。
英文摘要：	The reforming and opening-up policy has been carried out in China for 30 years, and China has become a member of WTO, the manufacturing industry has also achieved a rapid development, especially in electronics manufacturing company. Big transnational corporations have transferred their manufacturing part to China one after another, which has gradually made China become a world factory. With the increasing number of global competition, the Chinese manufacturing company must improve the quality of production and service radically to survive and succeed in the long-term development; in the meantime it must ensure the cost will not increase with the improvement of quality. So pursuing the advanced quality management is the best way to improve the benefits and competitive ability of the companies. Therefore, it is of much necessity to introduce the six-sigma management, which has been carried out successfully in many famous domestic and foreign enterprises. The electronics companies have carried out the six-sigma management gradually in recent years, but it is not a smooth course. Many enterprises only regarded the six-sigma management as a tool simply, but not as a management method and thought, therefore, six-sigma management has not been applied successfully in most enterprises. The Surface Mounting Technology (SMT for short) used companies are the core companies of electronics manufacturing enterprises, the thesis discussed and researched this issues: whether the SMT enterprises should carry out the six-sigma management thoroughly and how to apply this management method. By analyzing the situation of current SMT enterprises, the thesis summarized that how to carry out six-sigma management successfully and also gave a thorough analysis and research about six-sigma management, and then gave a systematic introduction to the six-sigma management theory. The thesis develops a thorough and systematic analysis on the carrying-out process of six-sigma management in SMT enterprises by integrating the six-sigma management theory with a specific case. Firstly, it analyses the development situation of quality management and the conditions of carrying out six-sigma management successfully, it also analyses the vital effect of applying the advanced management method to reduce the cost, improve management level and promote the competitive ability of the companies. Secondly, it concludes the four phases to carry out six-sigma management: evaluation and design; layout and construction; training and implement; enlarging and deepening phase. Finally, through a successful case of implementing six-sigma management and DMAIC model in an improving project of C Company, the thesis gives a detailed analysis of spreading and application of six-sigma management in SMT manufacturing enterprising and summarizes the actual experiences, which can be used for reference for the companies lost in six-sigma management or ready to carry out six-sigma management, and can be a guidance for companies to improve the management level of quality.
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