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六西格玛是一套旨在持续改进组织业务流程、实行客户满意的管理方法。它通过对现有业务过程采取定义、测量、分析、改进和控制等手段(简称为 DMAIC 流程),以期消除业务过程中的缺陷,从而提高组织的业务流程,增强组织的效率和效益。作为一种持续改进的系统化方法和组织发展的长期战略,六西格玛的实行阻力通常来自于组织与人的变革压力。顺利推行需要的是高层领导者的决心和支持,同时还有赖于激励机制和组织文化的支撑。这一自上而下推行的鲜明特点将其同自下而上的 TQM 方法区别开来。本期的一组文章是台州医院导入六西格玛的遭遇与体会,以供有心者借鉴。
Six Sigma is a set of management methods aimed at continuously improving organizational business processes and implementing customer satisfaction. It adopts methods such as definition, measurement, analysis, improvement, and control of existing business processes (referred to as DMAIC processes) to eliminate defects in the business process, thereby improving the organization’s business processes and enhancing the organization’s efficiency and effectiveness. As a systematic approach to continuous improvement and a long-term strategy for organizational development, the implementation resistance of Six Sigma usually comes from organizational and human pressures for change. The smooth implementation of the needs is the determination and support of senior leaders, but also depends on the support of the incentive mechanism and organizational culture. This distinctive feature of top-down implementation differentiates it from the bottom-up TQM approach. The set of articles in this issue is the experience and experience of the introduction of Six Sigma in Taizhou Hospital for the benefit of those interested.