六標準差(Six Sigma, 6σ)是最高品級的象徵，它不只是一系列的改善活動，也是企業追求卓越的一種經營模式。群組(Cluster)一詞用於六標準差，始於美國GE公司，所謂群組，意指特定任務的一個組合，它的任務通常瞄準核心流程的大問題，或是為滿足關鍵客戶的重大需求。群組為了達到其特定的任務目標，它必須發揮跨功能性整合的機制和功能，同時它必須啟動一連串的專案，以創造出高財務效益的成果。
本論文採取個案研究的方式，研究重點放在實務推動經驗的分享和遭遇問題的探討。研究內容以闡述個案公司推動六標準差的歷程，和分析群組運作實例為主，希望讓讀者了解推動六標準差的基本架構、導入重點、及群組在實務上的運作方式、實質好處等。另外，本研究嘗試以有系統的歸納方法，整理出個案公司的成功經驗和遭遇問題，並提出解決方案，供借鏡參考。
本個案研究以一家特殊鋼製造公司為研究對象，此公司接受GE公司輔導和建議，一開始推動六標準差就採取群組運作方式，讓所有改善專案集中火力不致失焦，因此成果顯著。個案公司在推動之初，選取公司急待改善的Key Issues來成立群組，當時由於公司正面臨銀行緊縮銀根的危機，故優先成立降低庫存群組，且由總經理親自擔任群組負責人。群組成立後，運作過程完全遵照D-M-A-I-C的方法論，首先定義改善目標、範圍及分工，其次衡量目標數據(Y)的流程能力(Process Capability)，接著分析影響Y的主要變因(Vital Xs)，並擬定改善計畫，然後進行改善，並確認改善成果，最後建立管控機制，以維改善成果。群組運作歷經10個月的時間，降低庫存金額達到4.42億元，不但解除了公司資金週轉不靈的危機，也節省了大量的利息成本。
本論文最後提出，個案公司以群組成功推動六標準差的關鍵因素在於：公司最高領導人的支持、群組負責人的承諾和領導、善用團隊工具和統計工具、以及落實D-M-A-I-C的方法步驟等。同時也整理出個案公司在六標準推動過程，曾遭遇專案題目選擇困難、無法順利結案、及績效未持續維持或引發不良後遺症等難題，但經過原因分析及研討，終於提出有效的解決方案。從分析結論中，我們建議個案公司應考慮調整MBB及BB均為Full Time的組織架構，同時建議有心想推動六標準差的企業，在戰略面，應把握「建立信心、展現決心、付諸耐心」的三大原則；在戰術面，應做好「組織制度、教育訓練、專案執行」等三大工作。

Today when people talk about quality management, no doubt that Six Sigma is the designation of best quality. Six Sigma is not only a series of improving activities but also a business model for enterprise to pursuing extraordinary. Cluster, Using in Six Sigma program, means a team for special mission, aiming on improving serious problem in core process or to satisfy key customer’s special request. For fulfill the special mission/target, Cluster has to be in a position to integrate the mechanism and functions of different systems or departments. In the same time, Cluster has to start a series special projects for improvement to create good financial benefits.

The purpose of this study is to understand the experience in promoting Six Sigma program in enterprise and what the problems/issues encountered in implementation. The object is a specialty steel manufacturer in Taiwan, who received training program from General Electric Inc., USA. Start from the first beginning of implementation Six Sigma program, they use Cluster operation mechanism, focusing all projects to the same target (Business Y) and got a successful result.

This study shows the progress how the object promoting Six Sigma program and analyzing the cluster mechanism. Introducing the architecture of Six Sigma program, key issues, Cluster operation, and benefits … etc. This study also use systemize analysis to generate the successful experiences, main concerns and try to bring up solutions to these issues encountered in the enterprise operation.

中文部分
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