近年來由於全球化趨勢，IT產業正面臨環保意識抬頭、人工成本提高、原物料上漲造成成本增加等前所未有的挑戰，已不再是“只要價格低，就一定可以取得訂單”。就客戶而言，除價格外更要求品質、交期、彈性、服務水準、對問題的反應能力、創新能力、環保規格等，均需要達到一定的水準以上。這些要求增加了少量多樣產品的生產廠商在備料與生產的壓力，及經營上的成本。
本研究主要係以六標準差DMAIC的程序及技術為策略架構，期能篩選出數個推動精實生產的關鍵指標與品質特性進行專案改善，並將以個案公司智慧型網路產品生產流程為例，驗證此一精實六標準差的作法確能有效改善少量多樣製程之品質。為了找出影響精實六標準差生產成功或失敗之關鍵因素，本研究先針對產業界熟悉精實生產方式進行深入的專家訪談，旨在探討實施精實生產過程中，應該運用那些技術和方法減少或消除流程中常見的浪費，及藉由排除無附加價值的活動，減少不必要的投入。希望可降低前置時間及庫存量，並透過流程的持續改善以達到客戶要求的經營水準。
至於研究個案實證部份，在導入精實六標準差流程改善前，我們期望藉由對公司基礎條件項目的審視，選定適當的研究方法。在推動的過程中，則利用專案總管理表進行DMAIC各階段之分析改善，最後檢討專案計畫的執行成果。此一個案因製程品質提昇並達到快速交貨的目的，進而提高客戶滿意度，每年所衍生之財務效益預估約為新台幣1,200,000元。
「以六標準差為策略工具，發展出適合少量多樣化生產的精實作業流程」係本研究之主要目的。希望本研究所提出之精實六標準差作法，能使國內同類型的中小企業，在激烈的競爭環境中，持續保持其優勢以達到永續經營的目標。

With the trend of globalization emergies in recent years, the IT industry is facing serious challenges, such as environmental awareness, labor cost, raw material cost and other factors. In addition to price, customers also require quality, delivery, flexibility, service level, the response capabilities, innovation ability and environmental specifications, would need to meet the high class level required. These requests increase the pressure of small lot products production manufacturers in preparing materials with consideration of production cost.
This study utilizes Six Sigma’s DMAIC methodology as a problem-solving framework to explore key factors for successfully implementing lean production once key performance indices in the process are determined. To identify the key successful factors for Lean Six Sigma program, will be used in thorough interviews with experts who are familiar with the ways of lean production, as to find out how to utilize technologies and methods to reduce or eliminate common waste in processes, and to eliminate non-value-added activities and reduce nonessential investment during the implementation of lean production process. Also, a case study is conducted at H company where intelligent network products are producted to confirm that the Lean Six Sigma program can also be successfully implemented to improve process quality for the enterprise with small lot products. The annual sales benefit by improving customer satisfaction is expected to be NT$1.2 million approximately.
"Utilizing Lean Six Sigma program as a strategic management tool to develop a suitable lean operations process for small lot production" is the main purpose of this study. Hopefully, the results and conclusions drawn from this research, may serve as a useful reference for the with small lot production.

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