起源於製造業的六標準差，大多用於製程的改善。而至今已有許多知名企業成功活用此手法來提升商業流程的效率及效能。而且緊密的與流程改善相關理論結合，讓改善的工具選擇更有彈性及成果延展更廣大。 本研究的個案公司，在新的跨國技術合作專案推動時，發現現有的CKD付款與索賠流程有顯著的低效率及預付款金額差異與日俱增等問題。本文以六標準差為主軸，依Ｄ、Ｍ、Ａ、Ｉ、Ｃ五步驟並結合BPM的概念。過程使用流程圖、因果矩陣、價值及問題分析等輔助工具來改善汽車產業在CKD（Completely Knocked-Down）供應流程中的付款與索賠流程。 該流程改善後的結果，不只有系統的全面解決當前的問題，也替合作的雙方每月省下116個工時及台幣四十一萬多的成本。進而得到一個更簡化，且產出的品質及效率更高的優質流程設計。此外也提升了其他較難以估算如雙方未來合作信賴度等等的間接效益。Six Sigma originates from manufacturing industry and is mostly used for production improvement. Until now, there are many well-know enterprises applying this technique with agility for advancing the efficiency and effect of business process successfully. Furthermore, it could tightly combine with the related theory of process improvement. The options of tools would be more flexible and the achievements would be expanded wider. The company of case study for this research is discovering the apparent problems from the existing CKD payment and claim process, like low efficiency and the difference of pre paid amount increased day-by-day and so on. This research bases on Six Sigma as the spindle and follows Ｄ、Ｍ、Ａ、Ｉ、Ｃ five steps with the concept of BPM. By using the accessory tools, like flowchart, cause and effect matrix, value and problem analysis, improve the CKD payment and claim process in automobile industry. The consequences after improvement not only solve all the current problems but also save 116 working hours and over TWD 410 thousands per month. We acquire further a simpler, higher quality of output and more efficient elegant process design. In addition, it could also increase other uncountable indirect effect, like the trust between two sides in the future.
