近年来，全球餐饮行业快速发展导致市场竞争日益激烈，餐饮企业需通过优化服务与运营管理应对动态市场需求。FM公司作为快速扩张的连锁餐饮企业，面临员工培训滞后、高峰时段出餐效率低、顾客投诉率高及供应链管理薄弱等问题。因此，亟需在扩张过程中提升服务质量与顾客满意度。

本研究基于六西格玛（Six Sigma）管理方法，运用DMAIC（定义、测量、分析、改进、控制）流程，对FM公司餐饮服务质量进行系统优化。研究目标包括：（1）通过数据分析识别影响餐饮服务质量的关键因素；（2）制定针对性改进措施，包括优化员工培训体系、标准化上餐流程、提升菜品质量稳定性、降低顾客投诉率及强化供应链管理。为验证改进措施的有效性，本研究采用混合研究方法，结合定量问卷调查（有效样本377份）与定性访谈数据，利用鱼骨图（Ishikawa Diagram）、5 Why分析识别问题根因，并通过回归分析量化关键变量对服务质量的影响。

基于诊断结果，设计并实施分层改进策略：在流程优化层面，引入数字化点餐系统实现订单自动传输，压缩订单处理时间；重构后厨U型流水线布局，减少厨师移动距离40%；制定《标准化操作手册》固化高峰上餐时效标准。在资源协同层面，建立供应商分级管理体系；同步推行"主厨+助手"协作模式，使高峰时段人均订单处理量提升25%。在能力建设层面，开发阶梯式培训课程，新员工岗前培训+季度强化课程；实施服务质量KPI考核，驱动员工满意度评分从4.0分提升至4.5分。研究结果显示，六西格玛管理显著提升了FM公司的运营效率与顾客体验：高峰时段上餐时间由38分钟缩短至28分钟，降幅26.3%，顾客投诉率由150条/月降至123条/月，降幅18%。

本研究构建的餐饮服务质量改进模型，证实了数据驱动管理方法在优化服务流程中的有效性。未来研究可进一步探讨六西格玛管理在不同类型餐饮企业中的差异化应用，为行业质量管理提供理论支持与实践参考。

In recent years, the rapid development of the global catering industry has intensified market competition. Catering enterprises must optimize services and operational management to adapt to dynamic market demands. FM Company, as a rapidly expanding chain catering enterprise, faces challenges including lagging employee training, low meal preparation efficiency during peak hours, high customer complaint rates, and weak supply chain management. Therefore, there is an urgent need to enhance service quality and customer satisfaction during its expansion process.
This study applies the Six Sigma management methodology, utilizing the DMAIC (Define, Measure, Analyze, Improve, Control) process, to systematically optimize the service quality of FM Company. Research objectives include: (1) Identifying key factors affecting catering service quality through data analysis; (2) Developing targeted improvement measures, including optimizing the employee training system, standardizing meal serving processes, enhancing dish quality consistency, reducing customer complaint rates, and strengthening supply chain management. To validate the effectiveness of the improvement measures, a mixed-methods research approach was adopted, combining quantitative questionnaire surveys (377 valid responses) with qualitative interview data. Tools such as Ishikawa Diagrams and 5 Why Analysis were used to identify root causes, while regression analysis quantified the impact of key variables on service quality.
Based on diagnostic results, a layered improvement strategy was designed and implemented:Process Optimization: Introduced a digital ordering system enabling automatic order transmission, reducing order processing time to 10 seconds; redesigned the kitchen into a U-shaped assembly line layout, cutting chefs' non-value-added movement distance by 40%; established a "Standardized Operation Manual" institutionalizing a 28-minute peak-hour meal serving standard.Resource Coordination: Implemented a tiered supplier management system; concurrently rolled out a "Chef + Assistant" collaboration model, increasing peak-hour orders handled per employee by 25%.Capability Building: Developed a tiered training curriculum (40 training hours for new hires + quarterly 8-hour intensive courses); implemented service quality KPI assessments, driving employee satisfaction scores from 4.0 to 4.5.
Results demonstrate that Six Sigma management significantly enhanced FM Company's operational efficiency and customer experience: Peak-hour meal serving time decreased from 38 minutes to 28 minutes (a 26.3% reduction), and the customer complaint rate dropped from 150 per month to 123 per month (an 18% reduction).
The catering service quality improvement model constructed in this study demonstrates the effectiveness of data-driven management approaches in optimizing service processes. Future research could further explore the differentiated application of Six Sigma management across various types of catering enterprises, providing both theoretical support and practical references for industry quality management.

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