本研究旨在探討六標準差突破性策略(Six Sigma Breakthrough Strategy)乃為企業的管理議題，而非只是一個品質活動議題。首先，我們完整的介紹什麼是Mikel Harry所倡導的六標準差突破性策略 (Six Sigma Breakthrough Strategy)及其主要精神。其次，我們依據 Mikel Harry 所提的主要精神，檢視主題相呼應的的文獻，並進而延申出六標準差突破性策略在企業活動中有關的管理理論，管理概念或管理活動。最後並以汽車業界推動六標準差數年的實際作法驗證先前提出的有關的管理理論，管理概念或管理活動是如何和組織的運行連結。證明六標準差突破性策略(Six Sigma Breakthrough Strategy) 的確應被定位並融入在企業管理的議題中。 也唯有如此六標準差活動的推動才能對組織帶來最大化的效益。 此外，針對在學術論文回顧中發現的一些可議之論點，本研究也提出延伸或不同的看法，以增進學術論文論點的完整性及實證性。 要提醒的地方是，知道什麼是六標準差突破性策略 (Six Sigma Breakthrough Strategy)及它在組織管理議題，活動上的結合是重要但仍不足的，唯有確實不扭曲的執行過程，六標準差突破性策略才有可能在組織中生根並融入企業的DNA，為組織帶來突破性的提升並與時俱進。 This study researches into Six Sigma as a business initiative (the Breakthrough Strategy) rather than a quality initiative. A complete literature review has been conducted to summarize the findings at individual perspective described in Harry [2000], and a comprehensive extension has been completed to show Six Sigma implication in managerial activities. A deployment practice in an automobile company after its six-year roll-out is utilized to demonstrate the ideas of breakthrough strategy and integrating Six Sigma with managerial activities of the company is achievable via Six Sigma program. For some debatable points identified in literature review, the comments are shared to broaden the view. For certain failure factors concluded in Six-Sigma deployment in previous studies, the recommendations are offered in attempt to give more insight to them. It’s hoped through this study, the executives can see the full benefits that Six Sigma can bring to an organization and if decide to implement the Six Sigma the commitment and necessary resource must be in place. Finally, further research areas are suggested to make the most value of academic researches.
