精益六西格玛在联想制造的研究与实践

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摘要

精益六西格玛管理是一项以顾客为中心、以数据为基础，以追求近乎完美为

目标的管理理念和方法，在世界范围内取得了巨大的成功，给很多企业带来巨大

的收益。在这种形势下，精益六西格玛管理的优越性已经为越来越多的企业所认

识。目前，多数企业推行ISO9001质量管理体系和6S管理等，取得了显著的成果，

但对精益六西格玛管理却了解不多。如何运用精益六西格玛管理进一步改进企业

绩效，对众多企业来说成为越来越关注的课题。

联想作为一家世界500强企业，很早就开始摸索精益六西格玛的实践之路。特

别在其制造环节十多年的应用，在准时生产、生产线设计、自动化、信息管理系

统的实践、以及项目管理等方面，积累下丰富的经验。作者以联想集团电脑制造

为研究对象。在第一章，介绍本文的选题背景和意义。并对这几年国内外学者和

专家的精益六西格玛的文献进行综述。从实施精益六西格玛的条件，应该注意的

问题，以及精益六西格玛与ISO9001、项目管理的关系等方面作了阐述。第二章介

绍精益六西格玛的相关理论，比较了六西格玛和精益生产的异同点，并给出来精

益六西格玛的定义。第三章研究联想制造精益六西格玛的管理模式，是对文献综

述中提出的实施条件和应该注意问题的实践经验和解决方案。第四章介绍精益六

西格玛在联想电脑制造的实践。从产线设计等方面作介绍联想精益六西格玛十多

年来在硬件环境上的固化成果。第五章介绍三个联想精益六西格玛的实施案例。

第一个是主板六西格玛改善项目，第二个是在基层员工中开展五日Kaizen精益专题

活动，第三个是设定质量目标的六西格玛依据。第六章为总结与研究展望。总结

了四个精益六西格玛实施过程中的关键点，并阐述了精益六西格玛实施、项目管

理与ISO9001质量体系相结合的实践模型，以及后续的三个研究课题。最后，作者

希望通过对精益六西格玛管理在联想的应用研究，为其他企业实施精益六西格玛

管理提供一些经验。

关键词：精益六西格玛项目管理 DMAIC Kaizen ISO9001

ABSTRACT

Lean Six Sigma is a kind of management concept and method that is based on

customer’s requirement and data analysis，perfect result as the goal. In the world

achieves great success. Lean Six Sigma practice brings many enterprises the huge profit.

In this situation, more and more enterprises have recognized the advantages of Lean Six

Sigma management. At present, most enterprises implement ISO9001 and 6S, and

achieved significant results, but do not know more about Lean Six Sigma. Therefore,

how to apply Lean Six Sigma management will be the focus of more enterprises.

Lenovo as one of the world top 500 enterprises began early exploration of Lean

Six Sigma. Especially in the manufacturing for more than 10 years, in Just in Time,

Product-line Design, Automation, Management Information System, and project

management, accumulated rich experience. The author takes Lenovo manufacturing as

the research object. The 1st chapter introduces the background and the significance，and

reviews the literature recent years, about the condition and issues on Lean Six Sigma

implementation, and the relationship to ISO9001, also the relationship to project

management. The 2nd chapter introduces the methodology of Lean & 6σ, and put

forward the definition of Lean Six Sigma. The 3rd chapter studies the management

model of Lenovo Lean Six Sigma. The 4th chapter introduces the practice of Lean Six

Sigma in Lenovo manufacturing. More than 10 years experiences fix in the hardware &

process, such as production line design, etc. The 5th chapter introduces three cases in

Lenovo. The 1st is motherboard 6σ improvement project, the 2nd is 5 days Kaizen

activities, and the 3rd is KPI study by 6σ methodology. The 6th chapter summarizes 4 key

points on Lean Six Sigma management, and elaborates the practice model about Project

Management, Lean Six Sigma and ISO9001. Also explains 3 topics will be following up.

Finally, hopes the study & experiences of Lenovo Lean Six Sigma can be useful to the

other enterprises.

Key Words: Lean Six Sigma, Project Management，DMAIC，Kaizen,

ISO9001

中文摘要

ABSTRACT

第一章绪论 ······················································································· 1

1.1 选题背景及研究意义 ···································································· 1

1.2 文献综述 ··················································································· 3

1.2.1 实施精益六西格玛的条件 ······················································ 3

1.2.2 精益六西格玛实施过程应注意的问题 ······································· 5

1.2.3 精益六西格玛与 ISO9001 ······················································· 7

1.2.4 精益六西格玛与项目管理 ······················································ 7

1.3 研究方法 ··················································································· 8

1.4 主要内容及思路框架 ···································································· 9

第二章精益六西格玛相关理论 ······························································ 11

2.1 六西格玛理论 ··········································································· 11

2.2 精益生产理论 ··········································································· 12

2.3 精益六西格玛的定义 ·································································· 13

第三章联想制造精益六西格玛的管理模式 ··············································· 16

3.1 联想精益六西格玛历程 ······························································· 16

3.2 联想精益六西格玛管理模型 ························································· 17

3.2.1 策略聚焦 ········································································· 18

3.2.2 项目管理 ········································································· 19

3.2.3 跟踪及汇报 ······································································ 19

3.2.4 沟通交流 ········································································· 20

3.2.5 员工能力 ········································································· 20

3.2.6 创新文化 ········································································· 21

第四章联想制造精益六西格玛的实践 ····················································· 23

4.1 拉动系统下的准时生产 ······························································· 23

4.2 基于业务模式的生产线设计 ························································· 25

4.3 最大限度实现自动化 ·································································· 26

4.4 完善的信息管理系统 ································································· 27

第五章联想制造精益六西格玛实施案例 ·················································· 28

5.1 主板六西格玛改善项目 ······························································· 28

5.1.1 定义阶段 D ······································································· 28

5.1.2 测量阶段 M ······································································ 29

5.1.3 分析阶段 A ······································································· 29

5.1.4 改进阶段 I ········································································ 37

5.1.5 控制阶段 C ······································································· 40

5.1.6 分享阶段 S ······································································· 40

5.2 五日 Kaizen 精益专题活动 ··························································· 41

5.2.1Kaizen 的来源 ···································································· 41

5.2.2 联想分层改善结构 ····························································· 41

5.2.3 五日 Kaizen 精益活动的特点 ················································ 43

5.3KPI 目标设定的六西格玛依据 ······················································· 48

5.3.1 相关统计原理简介 ····························································· 48

5.3.2OOB 指标体系现状分析 ······················································· 50

5.3.3OOB 与DOA 相关回归分析 ·················································· 51

5.3.4 西格玛质量水平分析与结论 ················································· 52

第六章总结与研究展望 ······································································· 53

参考文献 ··························································································· 57

在读期间公开发表的论文和承担科研项目及取得成果 ································· 60

致谢 ······························································································· 61

第一章绪论

1.1 选题背景及研究意义

国际金融市场自2008年开始剧烈动荡，2011年欧洲主权债务危机向深度蔓延，

国内经济形势也呈现复杂多变的走势，而经济形势更为复杂的2012年也已经在人

们期待和怀疑的目光中如期而至。当今开放的市场使企业感到巨大的压力，随着

中国企业参与全球化分工与合作的深度和方式不断发生变化，企业将面对着更加

瞬息万变的市场信息和更复杂的经济环境。对企业来说，这是一场全球范围内的

生存竞争。如何在这种复杂的环境中寻找出持续增长的出路，是摆在企业面前的

一大考验。

企业的长期健康发展要以自身的创新能力为基础，而持续改善是创新和变革

的基础。持续改善的意义在于能使企业不断自我完善、自我修炼，增强企业可持

续发展能力。它是实现战略目标、不断提升价值和增强企业活力的有效手段，是

打造优秀的管理团队和改善、优化、整合资源配置的现金方法，是实现企业永续

发展的活力源泉和不竭动力。组织或者个人想要成功，唯有不断地持续改善，除

此之外，别无他途。

我国这些年一直是以制造业大国的形象让世界所了解，但是还远不是强国。制

造作为处在整个价值链的最末端，得到的利益是极其有限的。何况浪费严重，质

量低下也一直为世界所诟病，GDP 的增长是以牺牲资源为代价的。据统计，在机

械行业，在零件整个的生产周期中，至少 95%的时间是无效时间。

所以提升企业核心价值，改善质量，已经为各个有志长远发展的企业所认同。

当企业面临效率、质量和成本的压力时，企业都会想去寻求生产方式的创新，探

索适应变化的生产方式，持续改善已经成为任何谋求发展的企业的永恒主题。很

容易想到的是运用流程优化的方法，诸如全面质量管理、成本管理、及时管理 JIT、

时间管理、Benchmarking、业务流程再造、价值流分析、精益生产、六西格玛管理

等改进业务流程的方案风靡一时，成为企业改进实践的主流。其中很多企业获益

匪浅，取得了成本、质量、交付等多方面的成效。几十年来在一些知名企业内有

着广泛成功案例的精益生产和六西格玛，更是以其成熟的理论方法备受生产制造

企业的关注。

摩托罗拉在最初实施六西格玛管理的十年，销售额增长了五倍，利润每年增

加20%。通过实施六西格玛所带来的收益累计达到140亿美元；股价平均每年上涨

21.3%。因此获得了美国和日本国家质量奖。而在九十年代中期GE的韦尔奇选择六

精益六西格玛在联想制造的研究与实践

西格玛的理由是经过质量水平调查发现质量损失尽然高达近百亿美元，同时在和

德州仪器等优秀企业竞争中发现质量才是根本。韦尔奇推行六西格玛的五年时间

内利润连续增长，1999年的收入是1995年实施之初的十倍。此后不断有知名企业

索尼、三星等企业开始实施六西格玛质量计划，并相继取得了显著成果。据统计

全球财富500强企业中至少有20%以上的企业采用了六西格玛管理。

而丰田生产方式最早萌芽于1947年，当时美国人的生产效率是日本的8倍。丰

田生产方式的创始人大野耐一认为人的能力不该有8倍的差别，肯定是制造方法的

不同。后来丰田生产方式经过几十年的完善，在日本丰田取得巨大成功，生产效

率远超美国。到20世纪七十年代逐步被日本以及欧美企业所接受和采用。

虽然如丰田、摩托罗拉等一些知名企业获得了巨大的成功，但是除此之外，

其他一些企业真正成功的案例却不是很多。原因是企业在引进时只是形式上简单

模仿，却没有真正理解精益生产方式或六西格玛的内涵，也没有真正的成功实践

经验。将精益生产和六西格玛管理两者结合的实施企业更是凤毛羚角。

不过我们发现近年来，电脑行业的发展速度之快令人叹为观止，从传统台式

机到一体机(All In One)，从笔记本到平板电脑，电脑已经作为普通消费品走进了

千家万户。而电脑市场的竞争也愈演愈烈，各家电脑制造商获得的利润也越来越

低。为了守住这越来越微薄的利润，电脑制造商们绞尽脑汁。在如何降低生产成

本、加快产品更新、快速响应客户需求等课题上不断尝试，期望闯出一条创新之

路。

作为全球市场份额排名已经升至第二的联想集团，在有效的应用和大力推广

六西格玛管理的同时，把精益生产方式融合到六西格玛管理当中，并且不断学习

和创新，建立了精益六西格玛运作体系。在实施精益六西格玛管理体系之前，联

想营业规模23亿美元，全球市场份额不足3%，且一直在中国本土化市场单一运营，

在海外几乎无人知道联想这个品牌；而实施了精益六西格玛管理体系之后，营业

规模超过200亿美元，全球市场份额超过14%，在 160多个国家拥有业务，全球知名

度日益提升。所以关于联想是如何实施开展精益六西格玛的，成了很多企业感兴

趣的话题。它的成功实践经验，是不是能够给其他企业以借鉴，让其他企业也能

最终实现低成本、高质量、完全客户满意的目标呢？

基于上述背景和大家关心的问题，本文就开始了“精益六西格玛在联想制造

的研究和实践”的课题研究。“联想制造”指的是联想电脑（台式机、笔记本及

服务器等）的生产制造环节，即联想的自有工厂，从操作系统镜像制作，零部件

完全组装，到系统自动下载，再功能测试、高压测试，最后包装出货，这样一个

端到端的流程。也是从接受客户订单，计划排产，到组织生产，最后完成订单出

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摘要：

摘要精益六西格玛管理是一项以顾客为中心、以数据为基础，以追求近乎完美为目标的管理理念和方法，在世界范围内取得了巨大的成功，给很多企业带来巨大的收益。在这种形势下，精益六西格玛管理的优越性已经为越来越多的企业所认识。目前，多数企业推行ISO9001质量管理体系和6S管理等，取得了显著的成果，但对精益六西格玛管理却了解不多。如何运用精益六西格玛管理进一步改进企业绩效，对众多企业来说成为越来越关注的课题。联想作为一家世界500强企业，很早就开始摸索精益六西格玛的实践之路。特别在其制造环节十多年的应用，在准时生产、生产线设计、自动化、信息管理系统的实践、以及项目管理等方面，积累下丰富的经验。作者以联想...

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