摘要
本研究首先進行6σ系統與經營策略文獻探討，提出6σ系統整合經營策略模式之研究架構，研究架構包含策略運作構面與推動運作構面兩自變數以及品質績效指標因變數，共「組織企業文化」、「組織環境評估」、「策略形成定位」、「改善方法結構」、「推動組織結構」、「品質改善技術」、「改善績效衡量」、「改善整合導向」八個變數課題以及員工得到激勵、提升顧客滿意、企業利潤提高、企業成本降低四個因變數指標，透過單一個案研究分析、瞭解企業如何進行6σ系統整合經營策略過程，修正問卷調查內容，調查廠商的執行程度與重視程度。本研究之具體結論如下:
1. 廠商對於6σ系統整合經營策略模式之變數課題，重視程度與執行程度間有顯著的差異。「組織企業文化」無論在重視程度與執行程度均排序第一位，表示產業界推動6σ，都體認到建立品質文化共識的重要性，表示只要高階主管承諾支持品質管理活動、參與品管訓練以及形成顧客滿意品質有高度的共識，加強對6σ的觀念與技術能力，有利於6σ整合經營策略之推動。
2. 策略運作構面組別在推動運作構面之「推動組織結構」、「品質改善技術」、「改善績效衡量」、「改善整合導向」四個變數課題之事後比較分析，發現策略運作構面執行程度愈積極的廠商，對於確立推動組織結構、運用品質改善技術熟練度、改善績效衡量完整性以及改善整合過程之變數課題產生正向的效果。
3. 6σ系統整合經營策略模式之8個變數課題（組織企業文化、組織環境評估、策略形成定位、改善方法結構、推動組織結構、品質改善技術、改善績效衡量、改善整合導向）與品質績效因子經檢定有顯著的相關。策略運作構面以「策略形成定位」與品質績效因子可解釋變異量最高，推動運作構面以「改善整合導向」與品質績效因子解釋變異量最高。表示6σ策略能夠加以釐清、並加上資源的整合，對於品質績效有一定的貢獻。
4. 藉由逐步迴歸法找出影響品質績效的變數課題及品質績效預測模式，依次為「改善整合導向」、「改善績效衡量」、「組織環境評估」、「改善方法結構」、「組織企業文化」、「品質改善技術」、「推動組織結構」。其中以「改善整合導向」層面的預測力最佳，可以看出品質管理活動能夠結合目標管理導向、持續性進行品質技術改善教育訓練、推動品質管理專案、與考量教育訓練課程實用價值與執行能力，可以有效提升品質績效。
5. 6σ系統與全面品質管理活動在研究架構之變數課題，策略運作構面之「改善結構方法」與推動運作構面的「推動組織結構」、「品質改善技術」、「改善績效衡量」t檢定比較之排序依次為最高有顯著性差異。策略運作構面之「改善結構方法」在DMAIC改善結構與品質改善專案基準具顯著差異。推動運作構面「推動組織結構」、「品質改善技術」、「改善績效衡量」的變數課題分別推動在6σ組織結構運作、品質技術改善QFD與FMEA、績效衡量系統t檢定比較具顯著性差異。

Abstract
Six Sigma is a management philosophy that is widely accepted among global industries. This study reviews literature on the definitions of Six Sigma and business strategy. Also, the study constructs a preliminarily exploration model of integrating Six Sigma program with business strategy. The exploration model for business excellence includes independent dimensions of business strategy, Six Sigma implementation and the dependent dimension of quality performance. The dimensions of business strategy include the variables for organizational culture, organizational assessment, strategy formulation and improvement methodology. Meanwhile, the dimension of Six Sigma implementation includes steering organization of Six Sigma, skills of quality improvement, integrating orientation of quality improvement and performance bottom-line. The dependent dimension of quality performance is based on employees’ motivation, customer satisfactory, increasing profit and deceasing cost.
1. For an exploration model integrating Six Sigma activities with business strategy, the organizational culture variable is the most important factor. The top management must have commitment towards the Six Sigma activities, involvement in the Six Sigma training and emphasis on customer satisfaction to enhance the integration of Six Sigma with business strategy.
2. The more integrated the dimension of business strategy, and then the variable of steering organization is more confirmed. The variable of skills of quality improvement will produce efficiently, performance bottom-line will be good outcome and integrating orientation of quality improvement is positively.
3. The 8 variables with the model of integrating Six Sigma activities with business strategy are positively related with the index of quality performance. The variable of strategy formulation within the dimension of business strategy and the variable of integrating orientation of quality improvement within the dimension of Six Sigma implementation are most highly related with the index of quality performance. It means that Six Sigma strategy must be confirmed and the business resource must be integrated to reach quality performance.
4. The key factors in the predicted model of quality performance by multiple regression methodology are as follows in sequential order: integrating orientation of quality improvement, performance bottom-line, organizational assessment, improvement methodology, organizational culture, skills of quality improvement, and steering organization. The best predictor is the variable of integrating orientation of quality improvement. It implies that the quality activities must be combined with management by objective, quality skills training must be implemented continuously and quality plans by executed by project for reach best quality performance.
This study concludes that the firms do not necessarily have to adopt Six Sigma activity to reach excellent performance. Integrating the management activities of business strategy will help balance the technical elements of Six Sigma implementation for quality performance, and the business strategy dimensions that will make implementing Six Sigma more effective.

摘要 Ⅰ
目錄 Ⅴ
表目錄 Ⅵ
圖目錄 Ⅷ
第一章 緒論 1
第一節 研究背景 2
第二節 研究目的 3
第三節 研究設計 4
第四節 研究限制 8
第二章 文獻探討 10
第一節 6σ系統與TQM 10
第二節 經營策略 22
第三章 研究設計 25
第一節 研究架構 25
第二節 個案研究 30
第三節 資料分析手法 46
第四章 問卷設計 49
第一節 策略運作構面測量題目 49
第二節 推動運作構面測量題目 51
第五章 資料分析 55
第一節 基本資料分析 55
第二節 認知程度分析 65
第三節 模式之變數課題與品質績效因子相關分析 70
第四節 品質績效預測模式之分析 71
第五節 品質管理活動之區別變項分析 73
第七章 結論與建議 80
第一節 結論 80
第二節 建議 83
參考文獻 87
附錄 96
A. 訪談題庫 96
B. 訪談記錄 97
C. 問卷調查(前測版) 103
D. 問卷調查(確定版) 106

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