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題名：運用六標準差改善直銷公司之物流流程
作者：戴正廷
作者(外文)：Cheng-Ting Tai
校院名稱：國立中央大學
系所名稱：企業管理學系
指導教授：沈國基
學位類別：博士
出版日期：2010
主題關鍵詞：物流中心；供應鏈；退貨流程；直銷；六標準差；補貨流程；Direct selling；Supply chain；Refund process；Replenishment process；Logistic center；Six Sigma
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物流作業旨在互通有無、貨暢其流，使供應鏈成員之間得以順利營運，將產品與服務送到顧客的手中。在電子商務的時代，物流更具備了交易最後一哩的重要地位。因此物流作業已經成為現代產業中最重要的一環。
現代的企業面臨日益嚴酷的競爭，紛紛利用各種的管理方法，提昇自我的競爭力，物流作業也不例外。本論文利用六標準差的方法論於一家直銷公司的物流部門，改善其補貨與客戶退貨流程。在這兩個六標準差專案中，運用「定義、衡量、分析、改善、控制」的邏輯路徑和許多定性與定量的工具，例如：專案章程、流程輸入輸出分析、流程圖、因果矩陣圖、失效模式分析、變異數分析、假設檢定、時間價值圖、管控計畫等。依據流程分析結果進行了許多的改善措施，得到了顯著的成果。
在補貨流程改善專案中，改善之後降低了不必要的補貨頻率，同時也降低了緊急補貨率，減少了運輸的成本。同時因為訂定適當的產品補貨類別與法則和各服務中心的安全庫存，使得各服務中心的庫存量降低。透過建立新的補貨資訊系統的機制，讓補貨規劃人員所花的時間大幅降低，減少工作負荷。
在退貨流程改善專案中，除了運用六標準差的工具外，亦利用精實的觀念和工具，分析流程的時間與作業的加值性，重新設計了一套新的退貨流程，大幅度地減少顧客退貨的時間。顧客從改善前14天才領得到代用券，成為立即可以領到。同時減少了退貨流程上的資訊溝通錯誤，提昇了顧客和代用券的資料的正確性，降低了顧客的抱怨，也增加了客戶的滿意度。
本論文同時針對該直銷公司實施的這兩個六標準差專案活動過程的經驗提出討論。研究中發現在這兩個專案中：
(1) 六標準差提供了一個管理與溝通的平台，定性與定量工具避免了直覺式或經驗式的思考，以系統化的方法和統計實證確認問題的根源，產生正確的改善方案。
(2) 高階管理者的支持與資源的提供是該公司實施六標準差最重要的成功因素。
(3) 員工與利害關係者持續的溝通與教育，減少了流程變革的抗拒。跨部門的協調可以廣泛地收集意見，有助於產生更多有價值的建議。
(4) 六標準差專案各階段產出的文件完整確實與管控得宜，可以彌補時程上的些許延宕。
(5) 該公司六標準差專案與ISO 9000同時相輔相成，有助於提昇員工共識，擴大六標準差產生的績效。
(6) 改善後財務績效的驗證和可見的績效提昇，促使公司更有信心進行持續的改善。
本論文驗證六標準差管理於實際物流作業實施的有效性，並且達到極佳的有形與無形的成果。該直銷公司運用六標準差於物流流程的經驗，可以提供學術研究者或實務者於類似的公司或物流相關產業的績效改善一個很好的參考模式。
This study proposes how two Six Sigma projects can improve the logistics process including replenishment and refund processes in the logistic center of a global direct selling company. The study elucidates the define, measure, analyze, improve and control (DMAIC) methodology of Six Sigma in the two projects, using qualitative and quantitative tools, including process mapping, cause and effect matrix, Failure mode and Effect Analysis, analysis of variance, hypothesis testing, and Time value chart to identify causes of variance of the two processes. The structured methodology of Six Sigma integrated logistic techniques was applied in the leading direct selling company. Numerous improvement actions are discussed and implemented. Control plans are developed to sustain and enhance the performance of the logistics process.
The replenishment project has substantially benefitted the logistic center, including reducing replenishment frequency and urgent shipping rate, decreasing cost of transportation, lowering the inventory of service centers and shortening the replenishment planning time, minimizing time and variation in the process for minimizing customer complaints and maintaining customer satisfaction. The advantages of, and experience gained from, the project are discussed.
The refund project redesigns the refund process and reduces the time of the refund process. Customers can get vouchers immediately. The improved process also reduced the error rate in the refund process to almost zero.
In conclusion, the key benefits of, and experience gained from the project were emphasized. This paper will be of interest to academic researchers and practical managers. The Six Sigma projects in the logistic center of Amway Taiwan provide a good reference for other companies who plan to implement Six Sigma management.
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