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论文编号：	5171
作者编号：	2120082469
上传时间：	2013/6/4 9:24:12
中文题目：	科莱恩天津公司精益六西格玛生产系统应用研究
英文题目：	Application Study On Clariant Tianjin Lean Six Sigma Production System
指导老师：	武立东
中文关键字：	精益生产;六西格玛;精益六西格玛;持续改进
英文关键字：	Lean production;Six sigma;Lean six sigma;Continuous improvement
中文摘要：	随着精益生产方式与六西格玛理论的深入发展，人们逐渐认识到二者的互补性很强。如果结合使用，将会产生更大的经济效益。国际上一些优秀的企业成功地应用了精益六西格玛理论，也有很多企业在应用该理论改善企业流程的过程中，没有达到预期收益。这说明在实际推行该理论的过程中，要注意因地制宜采取适当的措施，确保理论与企业实际情况相适应。 本文在参考相关理论文献和著作的基础上，以科莱恩天津公司应用精益六西格玛理论改善生产流程为案例，总结成功经验，提出改进建议，然后着重讨论了保障精益六西格玛成功实施的关键因素。 文章首先运用PEST模型和五力模型分析科莱恩天津公司面临的外部压力，阐述了公司进行流程改善的紧迫性。然后结合科莱恩集团高层采取变革战略的宏观规划，以及公司自身的实施基础，分析了科莱恩天津公司开展精益六西格玛管理的可行性。 文章重点分析了科莱恩天津公司建立精益六西格玛生产系统的过程，总结出该公司具体实施过程中的六大独特之处，其中包括与集团的整体改革战略保持高度一致，强调用精益六西格玛理念重塑企业文化，变革过程具有清晰的顶层设计和详细的执行方案，强调对整个生产流程的优化，重视精益六西格玛组织与企业管理体系的融合，组织内部充分的宣传、培训和沟通。 经过进一步分析，本文归纳出该公司推行精益六西格玛管理过程中存在的七点不足，这主要包括基层管理者的变革决心不足，员工对变革有抵触情绪，改善效果难以持续，过度关注财务收益，改善方法选择不当，改善项目进展缓慢，以及绩效评价和激励体系落后。 最后，文章引入精益六西格玛技术支撑体系这一概念，归纳出保障企业成功实施精益六西格玛管理的关键因素，并且强调有效的绩效评价和激励机制对于推进工作的成败起到关键作用。 本文论述的内容能够对我国企业成功实践精益六西格玛理论，创建持续改进、追求卓越的企业文化起到一定的借鉴和推动作用。 关键词：精益生产，六西格玛，精益六西格玛，持续改进
英文摘要：	With the development of lean production and six sigma, more and more people realized that it will be more powerful if these two methodologies are combined and implemented into the corporate management system. Although some excellent international firms have successfully deployed lean six sigma, there are more companies that failed to do it. It indicates that, before implementation, it should be fully understood, and is ensured to be suitable to the different situation. Based on the reference to some academic literatures, a study was made on the case that is how Clariant Tianjin company optimized its production system with lean six sigma. Some good experiences were summarized, and some suggestions were generated. At the end, the paper emphasized some key factors to ensure the success of lean six sigma. Firstly, PEST and five force model were utilized to evaluate this company’s external environment, and the result showed the necessity for this company to improve its process. And then, the feasibility to carry out lean six sigma management in this company was evaluated, based on Clariant group's reform strategy and its current situation. By the analysis on how Clariant Tianjin company set up the lean six sigma production system, six special features were pointed out, which include strictly following Clariant group’s strategy, building up a new corporate culture with the thinking of lean six sigma, preparing a clear plan and detailed schedule for the reform, optimizing the whole production system, the combination of lean six sigma and the local management system, and the full communication and training inside the organization. With the further analysis on this case, seven weak points were listed, which involve the lack of determination on the reform in lower management, the resistance from employees, the unsteady effect of improvement, the excessive focus on the financial saving, the improper choice on improvement method, the severely delayed improvement projects, and the unsuitable performance management and incentive system. At the end, the key factors to ensure the success for lean six sigma management were generated, based on the concept of supporting system for lean six sigma. And then, it was emphasized that the efficient performance management and incentive system are very important to ensure the success. The above analysis and results will be helpful to successfully implement lean six sigma and build up the corporate culture for continuous improvement. Keywords: Lean production, Six sigma, Lean six sigma, Continuous improvement
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