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六西格玛(Six Sigma)管理简介

2011年3月30日 发表评论 阅读评论

六西格玛是一种能够严格、集中和高效地改善企业流程管理质量的实施原则和技术。它包含了众多管理前沿的先锋成果,以”零缺陷”的完美商业追求,带动质量成本的大幅度降低,最终实现财务成效的显著提升与企业竞争力的重大突破。

6Sigma的概念最早由摩托罗拉提出,推行六西格玛之后的摩托罗拉,产生巨大的蜕变,在品质方面超越当时的日本。但是,让六西格玛在短短几年内,成为许多世界级企业争相投入,作为降低成本、提高竞争力最大妙方的最大功臣,则是美国通用公司的杰克·韦尔奇。

6sigma管理即要求企业在整个流程中(而不仅限于产品质量),每百万个机会中的缺陷率少于3.4,这对企业来说是一个很高的目标。

随着将近二十年来的应用发展,六西格玛已由原先摩托罗拉创建成型的质量管理战略上升到了一整套系统的使公司达到世界级的质量和竞争力的管理策略和技术手段。其实理解6Sigma不需要很深的统计学技术或背景,事实上,“6Sigma是什么”能以各种不同的方式回答。如果概括地回答的话,可以说6Sigma管理是:“寻求同时增加顾客满意和企业经济增长的经营战略途径。”即:

  • 在提高顾客满意程度的同时降低经营成本和周期的过程革新方法;
  • 通过提高组织核心过程的运行质量,进而提升企业赢利能力的管理方式;
  • 在新经济环境下企业获得竞争力和持续发展能力的经营策略。

在这里我们将简洁、条理地定义6Sigma为:

    1、衡量企业产品质量、整体运作流程质量及整体竞争力水平的方法; 
    2、改进企业产品质量、整体运作流程质量及提升核心竞争力的方法; 
    3、真正实现卓越业绩和持续领先的管理哲学和方法论。 
    6sigma管理的核心理念实际上不仅是一个质量上的标准,它更代表着一种全新的管理理念,即要企业改变过去那种“我一直都这样做,而且做得很好”的思想,因为尽管过去确实已经做得很好,但是离6sigma管理的目标还差得很远
    以上内容来自关于6sigma管理的含义。更多关于六西格玛的信息请看百度百科六西格玛词条。



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