Please use this identifier to cite or link to this item: http://hdl.handle.net/11455/42385
DC FieldValueLanguage
dc.contributor.authorHsieh, Ying-Jiunen_US
dc.contributor.authorHuang, Lan-Yingen_US
dc.contributor.authorWang, Chi-Taien_US
dc.date2012-06zh_TW
dc.date.accessioned2014-06-06T08:06:39Z-
dc.date.available2014-06-06T08:06:39Z-
dc.identifier.urihttp://hdl.handle.net/11455/42385-
dc.description.abstractThis study develops a framework for effectively implementing service Six Sigma projects. The framework is composed of four phases: (1) initial project identification, which deploys candidate projects in accordance with a firm’s strategic goals, (2) project value assessment, which evaluates project’s value based on the financial return, cost, and its impact on employee behavior, (3) project complexity assessment, which examines scope, data availability, and risk associated with the project, and (4) project prioritization, which identifies Six Sigma projects and categorizes them into black belt and green belt categories. Two cases in banking and health care services are discussed to demonstrate the proposed framework.en_US
dc.language.isoen_USzh_TW
dc.relationService Business,Volume 6, page(s) 243–264.en_US
dc.relation.urihttp://dx.doi.org/10.1007/s11628-012-0134-1en_US
dc.subjectSix Sigmaen_US
dc.subjectServicesen_US
dc.subjectProject selectionen_US
dc.titleA framework for the selection of Six Sigma projects in services: case studies of banking and health care services in Taiwanen_US
dc.typeJournal Articlezh_TW
dc.identifier.doi10.1007/s11628-012-0134-1zh_TW
dc.contributor.catalogerWei-Chun Wangen_US
item.grantfulltextnone-
item.openairetypeJournal Article-
item.languageiso639-1en_US-
item.fulltextno fulltext-
item.cerifentitytypePublications-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
Appears in Collections:科技管理研究所
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