六個標準差提供了一個企業經營策略的新視野，世界各地亦有多家成功企業案例，如奇異、摩托羅拉及花旗銀行等。六個標準差管理手法主要分為五個程序，分別是界定，量測，分析，改善，控制。在這五個程序的流程中，受過訓練的人員，在執行改善專案時，充分運用六個標準差所提供的觀念及工具，找到正確而有價值的專案，定義其改善目標，運用團隊合作，收集問題資訊，分析改善要因，建立改善流程，乃控管改善成果。六個標準差品質提昇活動必需有大量資源的提供，才能發揮最大之效能。而國內企業型態多屬中小企業型式，資源不如資本雄厚的大型企業，因此在導入六個標準差品質提昇活動時，企業必需事先做一整體性的評估並提出適當作法，以達事半功倍之效果。
本研究提出整體性之架構，對近三年來參與經濟部工業局「全面提高產品品質計畫」之廠商發放問卷，並挑選八家廠商進行深入訪談。研究發現中小企業與大企業的表現有顯著差異。且影響六個標準差推動意願主要關鍵在於「產業特性」、「過去績效」以及「推動意願」。根據六個標準差及中小企業的特殊屬性，並依推動意願與推動能力區分，對於推動能力及意願薄弱者，暫不採取任何行動。對於推動意願強烈而推動能力弱者，給予適時輔導。而推動能力足夠郤無推動意願的業者，政府可以舉辦說明會等方法，提高高階管理對六個標準差品質提昇活動的認知。對於已開始實行六個標準差的業者，政府可給予適時的人力及財力輔助，協助廠商減少阻力。

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