六標準差在國外已發展到一定的成熟度，本土企業陸續導入六標準差，基於六標準差是品質管理系統最新企業再造的手法，但本土企產與跨國企業面臨的產業環境有所差異，兩者之間在推動動機、障礙與成功關鍵因素有所不同，本研究旨在探索國內產業導入的概況，並建立可適用於國內產業環境六標準差管理系統推動之研究架構。本研究對六標準差文獻進行整理、針對適用於六標準差之關鍵成功因素建立研究架構，研究架構包括為管理構面之自變項 (策略、專案、訓練與顧客)、績效構面比較之因變項 (交期、彈性、品質與成本)，並瞭解推動動機、障礙之因素，透過問卷調查，針對已導入六標準差系統之企業進行資料搜集、分析並提供建議。回收樣本19家廠商，本土企業10家，跨國企業9家。本研究主要發現在於本土企業與跨國企業在推動六標準差系統，存在部份的共同性與差異性，主要結論有以下4點。 1. 推動動機: 本土企業以「提升產品品質」與「公司策略」為優先的考量，跨國企業則是以「提升產品品質」與「降低成本」為推動六標準差最重要因素。 2. 推動障礙: 本土企業最大的障礙則是缺乏教育訓練、預算、部門未能參加以及有效的領導者；跨國企業最大的障礙是部門間缺乏溝通，其次是重要部門未能參與以及缺乏教育訓練、有效的領導者。本土企業與跨國企業如何透過教育訓練克服障礙，是共同努力的方向。 3. 管理階層別對於推動六標準差的認知有所差異，建立企業內部全員對於六標共識是推動六標準差的成功關鍵因素，教育訓練則是可達成對六標準差的共識。 4. 六標準差特定推動組織，如盟主、黑帶大師、黑帶與綠帶方式，並不是絕對成功關鍵因素，建立在全面品質管理系統下推動六標準差的彈性作法，一樣可達到六標準差的目標，產業六標準差之推動單位，採取因地制宜方式才是最佳的策略。

Six Sigma have been successfully applied in western industries; however, the implementation strategy of Six Sigma in Taiwan industries is some differences from the world-class enterprises. The purpose of this research is localizing a Six Sigma implementation framework. In this research, an case study on Taiwan industry and questionnaire survey are used to explore the factors of implementation Six Sigma, the factors of Six Sigma performance and the obstacles of implementation Six Sigma. The factors of Implementation Six Sigma include strategy, project, training and customer. The factors of Six Sigma performance include delivery, flexible, quality and cost. The major contributions of this study are as follows. 1. Reasons for implementing Six Sigma: Local enterprises assign priority to “enhancing product quality” and “corporate strategy”, while transnational enterprises focus on “enhancing product quality” and ” reducing costs” as the most important factors for promoting Six Sigma. 2. Obstacles to implementing Six Sigma: The greatest obstacle facing local enterprises is lack of education and training, Six Sigma budget, departmental participation in Six Sigma and effective leadership. How strengthening Six Sigma education and training, and creating Six Sigma quality consciousness within organization is the main key success factor for native country enterprises. The greatest obstacle facing transnational enterprises is to conduct smooth interdepartmental communications regarding Six Sigma language, followed by the failure of important departments to participate in Six Sigma activities, and a lack of education & training and effective leadership. Interdepartmental and cross-cultural communication is most important factor when transferring the Six Sigma culture of the headquarters to local Taiwan branches. 3. Management executives of different levels have different ideas and degrees of acceptance regarding Six Sigma. If enterprises wish to promote Six Sigma activities, the most important task is establishing a common understanding of Six Sigma within the organization, enabling all employees to have a consistent view of Six Sigma. Implementing Six Sigma after establishing such a common understanding can achieve excellent results. 4. Native country enterprises already incorporate total quality management activities into their daily management, and do not need to establish a Six Sigma steering organization to implement Six Sigma. Transnational enterprises are the result of globalization, particularly in logistics, and actively follow a strategy of adapting their internal organization to fit local conditions. The key critical success factors for the implementation of Six Sigma are maintaining flexibility while also adopting suitable measures for local conditions.