1980年代末期，美國摩托羅拉公司率先引進六標準差管理系統以改善其產品品質，使得成本大幅下降、獲利上升後，許多知名企業也相繼在1990年代初期導入六標準差管理系統，也從中獲得了相當大的利益。於1995年時，奇異公司將六標準差全面性的導入奇異公司內部的所有流程中，總裁傑克•威爾許更視六標準差為奇異公司最重要的管理突破，也由於如此之重視，奇異公司所獲得的效益也最大。 有鑑於此，個案公司需要改變其整體事業策略並以六標準差作為其策略轉型的一部份。個案工廠導入六標準差已邁入第十年，本研究系探討如何應用六標準差專案手法之DMAIC(定義、量測、分析、改善及控制)五大步驟與工具來改善新產品生產之品質，試圖達成企業的預期效益，藉此提昇製程的生產能力及品質的改善，增加客戶對品質滿意度，加強內部品質管理與外部市場的核心競爭力。 本研究選取國內農藥產業為個案公司，以其推動六標準差改善專案為研究對象，透過其製作流程與相關部門職責的了解，蒐集各項相關資料以了解公司內部生產作業流程及品質管制的現況，以六標準差手法加以歸納與個案公司客戶需求的目標相結合，經過嚴謹的程序來改善流程與提升品質，藉由此能有效改善品質並確保其穩定性。 透過個案公司實施六標準差之DMAIC 五大步驟，證實新產品生產之品質改善使用六標準差有顯著成效，可以達到六標準差之經營績效。 In the late 1980s, Motorola Inc., USA pioneered the Six Sigma management systems to improve the quality of products, which had cut down the costs and increased the profits significantly. After this successful example, in the early 1990s, many enterprises then introduced the Six Sigma management systems and also derived considerable benefits. In 1995, General Electric Company comprehensively introduced Six Sigma management systems to all of its company internal processes. The CEO, John F. Welch, considered it the major management breakthrough; due to such a crucial thought, GE Company had obtained the most benefits amongst all. In view of this, the researched company needs to change its overall business strategies and resort to the Six Sigma management systems as part of its strategic restructuring. The researched factory has been introducing the Six Sigma management systems for 10 years, this research is to study how to use DMAIC(Define、Measure、Analysis、Improvement & Control) 5 steps and tools of the Six Sigma management systems as project tactics to improve production quality of new products, increase customer satisfaction of product quality, reinforce internal quality control and external market core competitiveness. The research uses a company in domestic pesticide industry as a case study to investigate its improvement project of the Six Sigma management systems. By means of its production process and understanding of the relevant functions of the departments, the relevant information is collected to comprehend the company’s internal production process and current quality control; followed by applying the Six Sigma management systems to sum up and integrate the customer demands and the objectives of the researched company. Through the strict procedures to improve the processes as well as the quality, so as to effectively improve the quality and ensure its stability. As a result of DMAIC 5 steps of the Six Sigma management systems that the researched company implements, it has proofed that the quality improvement of new products is remarkable by practicing the Six Sigma management systems and achieved its operation outcomes.
