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|標題:||A study on the selection of six sigma projects in services.
|關鍵字:||Six Sigma;六標準差;Project selection;Analytic hierarchy process (AHP);專案選擇;層級分析法||出版社:||科技管理研究所||引用:|| Anbari, F. T., and Kwak, Y. H. (2004). Success factors in managing Six Sigma projects, Project Management Institute Research Conference, London, UK, July, 11-14.  Antony, J. (2004a). Six Sigma in the UK service organisations: results from a pilot survey, Managerial Auditing Journal, 19(8), 1006-1013.  Antony, J. (2004b). Some pros and cons of six sigma: an academic perspective, The TQM Magazine, 16(4), 303-306.  Antony, J. (2006). Six sigma for service processes, Business Process Management Journal, 12(2), 234-248.  Antony, J., Antony, F. J., Kumar, M., and Cho, B. R. (2007a). Six sigma in service organizations: Benefits, challenges and difficulties, common myths, empirical observations and success factors, International Journal of Quality & Reliability Management, 24(3), 294-311.  Antony, J., and Coronado, R. B. (2001). 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Nowadays, Six Sigma has been widely applied in many industries in the world and it has become one of the quality improvement tools, which has being used frequently. Six Sigma is also one of the most powerful project-driving methodologies that can help a company achieve its goal by continuous improvement. However, there are some challenges which have been generated through the process of implementing Six Sigma. For instance, how to create feasible projects? How to decide the priority of projects? How to deploy appropriate resource for critical Six Sigma projects? Besides, to implement Six Sigma in the service industry has to face more challenges than the manufacturing industry, e.g. the performance identification problem, and lack of enough quantitative data, etc.
This study aims to develop a new approach to generate critical Six Sigma projects by drawing up the business strategic policies of an organization, and select a best project portfolio from these projects. This proposed methodology includes five phases. In phase 1, the projects are generated from two aspects, organization's business strategic policies and voice of customers (VOCs). In phase 2~4, project participants need to decide the relative weigh of the project criteria, i.e. project benefit, project cost, project scope, difficulty of data collection, and employee behavior, and the project priority for each criteria by an analytic hierarchy process (AHP) method. It needs to calculate the project value and complexity by the formula in these studies. In the final phase, projects can be defined as Green Belt, Black Belt, or other projects based on the project value, complexity, and employee behavior. Two empirical case studies (one is in financial industry, and the other is in healthcare) are utilized to explore the effectiveness of this proposed approach.
|Appears in Collections:||科技管理研究所|
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