| dc.contributor.advisor | 王秉鈞<br>賴士葆 | zh_TW |
| dc.contributor.advisor | Wang, B.J.<br>Lai, S.B. | en_US |
| dc.contributor.author (Authors) | 曾裕源 | zh_TW |
| dc.contributor.author (Authors) | Tseng, Yu Yuan | en_US |
| dc.creator (作者) | 曾裕源 | zh_TW |
| dc.creator (作者) | Tseng, Yu Yuan | en_US |
| dc.date (日期) | 2006 | en_US |
| dc.date.accessioned | 11-Sep-2009 16:40:55 (UTC+8) | - |
| dc.date.available | 11-Sep-2009 16:40:55 (UTC+8) | - |
| dc.date.issued (上傳時間) | 11-Sep-2009 16:40:55 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0089355037 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/29822 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 企業管理研究所 | zh_TW |
| dc.description (描述) | 89355037 | zh_TW |
| dc.description (描述) | 95 | zh_TW |
| dc.description.abstract (摘要) | 成功的企業要有能力隨時依經營環境的變遷，來調整公司的經營方針和策略，才不會因時代進步而面臨被淘汰的危機。企業面臨的競爭壓力也是與日俱增，現在企業面臨的，是全世界的挑戰，仍一味採用過去的思考模式經營，可能會因為進步緩慢而難以因應快速變遷的市場。企業領導人應環境變遷導引組織內變革應用到企業內各個單位，每次的改變必須有一定的學理或實務作參考依據，才不會失去了前進的方向，因為錯誤的改變可能會引導企業走向結束營業的危機。 本研究針對6 Sigma理論基礎先行探討，了解其活動之特性；而對推動的領導者風格及相關管理工具運用，除深入研究運作的理論基礎外，也檢討以策略為基礎組織規劃推論，以為完整企業成功變革之理論基礎與最佳實務之參考。 針對在學術文獻回顧中發現的可議論點，本研究也由中外企業個案公司全球策略執行時提出延伸或不同的看法，從個案研究歸納出以六標準差成功變革企業成功經驗，以增進學術論文論點的完整性及實證性。 最後，以六標準差策略活動的推動對組織帶來最大化的效益，做為後續學術研究者，或任何企業追求最佳標竿實務的參考。 | zh_TW |
| dc.description.abstract (摘要) | Great emphasis is placed upon the complexity and turbulence of the business contexts within today’s managers need to manage changes and align their corporate strategy and policy deployment in a bid for sustainable future. The challenge of global competition, increasingly in its very velocity, paves the way in which any of the businesses must transcend the preconceived legacy system where the change occurs. Visionary leaders usually trigger each change management initiative throughout their hierarchical organization reforms by which applicable management foundations or practices are adapted to new situations. It prevents any business, only through systematically structured change management, from bogging down into the unrecoverable crisis situation, but rather realize their systematically determined patterns of business growth or faster adaptation. This research explores the framework wherein Six Sigma theories and practices are set on the foundation around which the relevant management philosophy and tools are discussed. It is deemed as the most critical factor in which top management leaderships are heavily related to the business performance result and the extent of business excellence achievement. Built upon the debatable issues of management theorems in the literature review, a number of business propositions are made from which we conclude both the foreign and domestic case companies in this research, in anticipation for constructing a best-fit organization change by virtue of Six Sigma way in a more comprehensive and empirical approach. Last but not the least, the benefits result from Six Sigma management execution are presented in the concluding chapter, by which it will set the examples of the best practices for followers and practitioners in pursuit for Six Sigma philosophy. | en_US |
| dc.description.tableofcontents | 1. Introduction………………………………………………….…………….. 1 1.1 Motivation and Background…………………………………………….. 1 1.2 Problem Description……………………………………………………. 2 1.3 Research Objectives…………….……………………………………….. 3 1.4 Research Flow …………………………………………………………... 4 2. Literature Review……….…………………….…………………………… 6 2.1 Change Management ..………………………………………………….. 6 Summary of Change Management ….………………………………….. 9 2.2 Six Sigma ……………………………………………………………….. 9 Summary of Six Sigma …….…………………………………………… 12 2.3 Total Quality Management ..…………………………………………… 13 2.3.1 Paradigm Shift by Total Quality Management …………………... 13 2.3.2 Malcolm Baldrige Award in reaching Business Excellence ……... 14 Summary of Total Quality Management ………………………………. 16 2.4 The Balance Scorecard …………………………………………………. 16 2.4.1 Overview Balanced Scorecard……………………………………. 17 2.4.2 Creating the Balanced Scorecard Model ………………………… 17 2.4.3 Cascading the Scorecard …………………………………………. 18 2.4.4 Making the Scorecard Useful …………………………………….. 18 Summary of Balanced Scorecard ………………………………………. 19 2.5 The Learning Organization …………………………….………………. 20 Summary of Learning Organization …………………………………… 20 2.6 Summary of Literature Review ..………………………………………. 21 3. Methodology ………………………………..…………………………….. 23 3.1 Why Case Study in the Research ……………………………………… 23 3.2 Research Design ……………………………………………………….. 24 3.2.1 Qualitative Data Collection and Method ………………………… 24 3.3 Research Methods ………………………………………………………. 26 3.3.1 Research Modeling Construction …………………………………. 26 3.3.2 Research Methodology – Case Study ……………………………. 26 3.3.3 Empirical Modeling Construction ………………………………... 27 3.4 Research Constraints …………………………………………………… 31 4. Case Study Analysis …………..…………………………………………… 32 4.1 The Foreign Company Profile – Philips .……………………………….. 32 4.1.1 The Philips Way ……………………………………………......... 34 4.1.2 Why Philips Business Excellence ……………………………..…. 37 4.1.3 The BEST Framework: continued with PDCA cycle …….……… 38 4.1.4 Knowledge Management ………….……………………………… 39 4.1.5 The Results Achieved ………………….…………………………. 40 4.2 Research Propositions Constructing ……………………………………. 41 4.2.1 Case Analysis ……..……………………………………………… 41 4.3 The Local Company Profile – LiteOn …………………………………... 54 4.3.1 The Background for Six Sigma …………………………………… 56 4.3.2 The Six Sigma Program Launch …………………………………. 58 4.4 Concluding Comments by Case Study ………………………………… 61 4.4.1 Findings from Comparison of Cases ……………………………... 62 4.4.2 A Comparison of Six Sigma Introduction – Philips vs. LiteOn …. 62 4.5 Conclusion …………………………………………………………..….. 63 5. Conclusion and Recommendations……………………………………….. 67 5.1 Conclusions …………………………………………………………….. 67 5.1.1 The Case Analysis Findings ……………………………………… 67 5.2 Limitations ……………………………………………..…………….… 70 5.3 Further Research Recommendations ………………………………….… 70 REFERENCES……………………………………………………………….. 71 APPENDIX A: Interviews with enablers of Philips BEST program …………..…………….. 75 APPENDIX B: “BEST” model based on PDCA cycle………………………………………… 89 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0089355037 | en_US |
| dc.subject (關鍵詞) | 六標準差 | zh_TW |
| dc.subject (關鍵詞) | 組織變革 | zh_TW |
| dc.subject (關鍵詞) | 學習型組織 | zh_TW |
| dc.subject (關鍵詞) | 全面品質管理 | zh_TW |
| dc.subject (關鍵詞) | Six Sigma | en_US |
| dc.subject (關鍵詞) | Organization Change | en_US |
| dc.subject (關鍵詞) | Learning Organization | en_US |
| dc.subject (關鍵詞) | Total Quality Management | en_US |
| dc.title (題名) | 中外企業推動管理變革差異之研究:以飛利浦與光寶引進六標準差制度為例 | zh_TW |
| dc.title (題名) | The Empirical Studies in Domestic and Foreign Enterprises in Triggering Organization Change | en_US |
| dc.type (資料類型) | thesis | en |
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