精實生產與六標準差是企業經常使用的工具，用以消除浪費、降低營運成本、提升品質、降低變異等。兩者可以結合為精實六標準差，除應用於生產流程外，亦可應用於服務相關流程及各式行業。

本研究以矽智財（全名：智慧財產權核）公司P公司為例，由於產品客製化程度高，在訂單作業上易有溝通與等待簽核導致延誤。故嘗試發展精實六標準差的流程改善程序，並依循六標準差之DMAIC改善手法，首先確認顧客心聲，運用價值溪流圖並找出關鍵品質特性後，搭配精實工具分辨流程中加值與非加值作業，以計算流程週期效率，同時運用各圖表及標準化等方法以改善訂單作業管理。

經由實施DMAIC改善步驟後，授信申請流程週期時間由7,959分鐘縮短至5,090分鐘，降幅為36%；NRE（一次性工程費用）報價單流程由5,951分鐘縮短至3,545分鐘，降幅為40%；Usage報價單流程由3,789分鐘縮短至1,038分鐘，降幅為72%，三者流程週期效率PCE改善幅度分別為45.4%、22%、97.7%，準確完成率分別提升15%、28%、61%。以目前訂單狀況推估並換算為成本，一年可節省約51萬元。由此可印證透過精實六標準差手法能夠縮短訂單作業流程中的等待時間，達到改善訂單作業管理之效果。

The Lean and Six Sigma are tools have been frequently used by businesses to eliminate waste, reduce costs, improve quality, and reduce variation. The two methods could be integrated into the method of Lean Six Sigma, which could be applied not only to production processes but also to service processes and variety of industries.

This research takes the semiconductor intellectual property core company P as an example. There are often delays in order fulfillment due to communication and waiting for approval, as the product is highly customized. Therefore, an attempt was made to develop a Lean Six Sigma process improvement program. Following the DMAIC steps of the Six Sigma, we could understand customer’s voice first. After using the value stream map and identifying the Critical-To-Quality, Lean tools were used to distinguish between value-added and non-value-added operations in the process to calculate the process cycle efficiency (PCE). Diagram analysis and standardization. were also applied in the research.

We found that the cycle time of the customer credit check application process was shortened from 7,959 to 5,090 minutes, with 36% decrease; the NRE (Non-recurring engineering) IP quotation process was shortened from 5,951 to 3,545 minutes, with 40% decrease; the Usage IP quotation process was shortened from 3,789 to 1,038 minutes, with 72% decrease. The PCE improvement of the three were 45.4%, 22%, and 97.7% respectively, and the accuracy improvement were 15%, 28%, and 61%. Based on the current order quantity, we could save about 51 thousand of cost per year. This proves that the Lean Six Sigma method can shorten the waiting time in the process and have strong effect on improving order fulfillment.

摘要------------------- i
Abstract--------------- ii
謝詞------------------- iii
目錄------------------- iv
表目錄----------------- vi
圖目錄----------------- vii
第一章 緒論------------- 1
1.1 研究背景與動機------ 1
1.2 研究目的------------ 2
1.3 研究範圍------------ 3
1.4 研究架構------------ 3
第二章 文獻回顧--------- 5
2.1 精實管理----------- 5
2.1.1 定義------------- 5
2.1.2 五大原則--------- 6
2.1.3 精實服務--------- 7
2.1.4 相關文獻--------- 8
2.2 六標準差----------- 10
2.3 精實六標準差-------- 15
第三章 研究架構--------- 19
3.1 定義階段------------ 20
3.2 衡量階段------------ 21
3.3 分析階段------------ 22
3.4 改善階段------------ 24
3.5 控制階段------------ 24
第四章 個案分析--------- 26
4.1 個案背景------------ 26
4.2 運用精實六標準差改善個案之流程週期效率 29
4.2.1 定義階段---------- 29
4.2.2 衡量階段---------- 30
4.2.3 分析階段---------- 43
4.2.4 改善階段---------- 47
4.2.5 控制階段---------- 57
4.3 績效評估與討論------ 58
第五章 結論------------- 62
5.1 結論--------------- 62
5.2 未來研究方向-------- 62
參考文獻---------------- 64

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