实施六西格玛解决呆滞库存问题摘 要库存管理作为供应链管理体系的核心，正越来越受到经营者的关注。
合理的库存水平的设置显得尤为关键，过多的库存会大量占用企业的资金，阻碍现金流的循环和周转，库存积压还可能造成产品销毁，使运行成本增加，影响企业的盈利能力。
反之，在缺货的情况下，不但可能丢失订单并且给竞争对手有机可乘，从而丢失市场份额。
论文首先阐述了六西格玛的基本思想、基础理论、工具与方法，以及实施六西格玛改进法的DMAIC方法体系。
针对陶氏化学有限公司库存体系中有关绩效指标-呆滞库存，运用六西格玛DMAIC实施改进以降低库存呆滞库存率。
论文分析了陶氏化学有限公司供应链流程中的各个环节库存问题，确定项目研究的范围，定义了缺陷和判断基准。
二是组织收集数据，通过量化的数据分析图来反映界定存在问题的流程范围，采用因果图等工具分析找出关键因素X。
项目小组采用头脑风暴法和价值流图等工具方法确定改进措施。
通过项目的实施，根本上改进了导致呆滞库存率居高不下的因素 - 安全库存的设置。
项目实施后9个月运行结果表明，绩效显著提高。
项目的成功实施不仅节约了数目可观的年供应链服务成本，而且优化了企业内部各供应链部门的流程配合，并进一步推广了六西格玛的管理模式，使得其更深入人心，成为解决问题的首选方式。
实践表明，对于供应链库存管理，六西格玛方法是解决问题的最佳实践。
关键词：呆滞库存，六西格玛，DMAIC法，供应链，质量改进Six Sigma in Controlling Slow Moving InventoryAbstractAs the primary key in the whole Supply Chain system, the inventory management is drawing more and more attention from the enterprisers. The right level of inventory is very crucial, excessive inventory occupies big amount of operating capital, which prevents the healthy circulation of the cash flow. Overstocking sometimes leads to product write off in worse case, causing an increase in operating cost. Both impact the profitability of the company.This thesis starts with an introduction of Six Sigma basic concept & theory, the tools and methodology, as well as the DMAIC system of Six Sigma implementation. This thesis is aimed to reduce the Slow Moving Inventory (SMI) rate, which is a key performance index in the inventory management of The Dow Chemical Company, and focuses on how the Six Sigma MAIC methodology is fully applied. First of all, identify what is the project scope, the defect and the baseline performance by reviewing the inventory in whole supply chain. Secondly, Data collection and mining. Taking advantage of some quantified analysis charts e.g. Cause & Effective Chart etc., the key factor or root cause X is found out. After that, the brain-storming sessions and value chain mappings are utilized to find out the solution. Consequently, the implementation of the project improves the setting of safety stock, which is proved to be the root cause of the constant high level of SMI rate. After 9 month of implementation, the SMI performance is dramatically improved.The successful roll out of the project not only result in a remarkable annual saving in supply chain cost to serve, but also optimize the work process among different supply chain functions within the company, and further promote the six sigma methodology into people’s heart and mind, making it become the preferred way of working.This project success, which is an example of practice, demonstrates that Six Sigma is a best practice for problem solving in Supply Chain inventory management.Key Words: Inventory Management, Slow Moving Inventory, Six Sigma, DMAIC Methodology, Supply Chain, Quality Improvement.目 录摘要 ABSTRACT第一章 引言 (1)1.1问题的来源及研究意义 (1)1.2相关问题及方法的综述 (1)1.3研究内容 (3)1.4论文结构 (4)第二章 问题分析及六西格玛管理理论概述 (5)2.1问题的背景 (5)2.1.1陶氏化学公司介绍 (5)2.1.2问题分析 (5)2.1.3提出解决问题的方法 (8)2.2六西格玛管理理论概述 (9)2.2.1 六西格玛的概念 (9)2.2.2六西格玛管理理论发展 (9)2.2.3 六西格玛管理的过程DMAIC (13)2.3 基于六西格玛理论解决呆滞库存的框架设计 (18)2.3.1陶氏化学公司六西格玛理念的引进 (18)2.3.2陶氏化学公司六西格玛的组织 (20)第三章 问题的界定、测量与分析 (21)3.1 界定阶段（DMAIC—D） (21)3.2 测量阶段（DMAIC—M ） (22)3.3 分析阶段（DMAIC—A ） (25)第四章 改进与控制 (28)4.1 改进阶段（DMAIC—I ） (28)4.1.1改进方案的确立 (28)4.1.2 安全库存的作用与意义 (29)4.1.3 周期性检查系统中安全库存的驱动因素 (31)4.1.4 计算周期性检查系统中的安全库存 (31)4.1.5 驱动因素对安全库存的影响 (34)4.1.6 改进效果 (35)4.2 控制阶段（DMAIC—C） (36)4.3 过程移交 (41)第五章 总结 (42)5.1 六西格玛能有效解决管理问题 (42)5.1.1追求卓越 (43)5.1.2以事实为基础进行科学决策 (43)5.1.3实践了全员参与 (44)5.2 成功推行六西格玛的关键 (44)5.3本论文主要完成的成果和工作 (46)5.4 进一步工作的展望 (47)致谢 (48)参考文献 (49)攻读学位期间发表的论文 (50)第一章 引 言1.1问题的来源及研究意义库存是指企业所有物资的储备。
