自 1987 年摩托羅拉公司提出六標準差並成功推行以來，六標準差已經成為
協助企業追求卓越的重要品質方法論。六標準差最早僅被應用於生產製造業中，
近年來逐漸擴展至服務業，例如金融業與醫療業。然而，在營造與工程服務業中，
六標準差仍處於萌芽的階段，貝泰公司(Bechtel)以六標準差識別並預防重工和施
工缺陷，3000 萬美元的投入創造了 2 億美元的改善效益，除此之外鮮少有其他
企業成功運用的實例，在學術研究上也少有營造與工程服務業的案例。因此，本
研究以個案研究的方式，應用六標準差於工程服務業之工時改善。
本研究將工程服務業之特色，融入六標準差理論，以關鍵成功因子、六標準
差精神、專案選擇、關鍵品質要素與六標準差工具，發展適合工程服務業之六標
準差方法論。以某工程公司為例，實施一完整 DMAIC 改善循環。於定義階段蒐
集顧客聲音，訂定設計工時符合預算為關鍵品質特性；於衡量階段施行量測系統
分析，掌握目前關鍵品質的績效；於分析階段使用特性要因圖，找出所有可能的
原因，並以決策矩陣選擇較重要的原因，再使用 5 Whys 分析根本原因；於改善
階段，針對根本原因以腦力激盪產出改善方案，並依決策矩陣選擇較可行的改善
方案；於控制階段使用 FMEA 發展應變計畫，以確保改善方案能夠確實執行，
發揮改善效果。

Since Motorola first proposes “Six Sigma” in 1987, it becomes an important
methodology in pursuing excellence for enterprises. In early age, Six Sigma is only
applied in manufacturing industry. Recently, Six Sigma gradually expands to service
area such as finance and healthcare industry. However, Six Sigma is still immature in
construction and engineering service industry. Bechtel Corporation, one of the largest
engineering and construction companies in the world, reported savings of $200 mil-
lion with an investment of $30 million in its six sigma program to identify and pre-
vent rework and defects. There are hardly other successful cases except for Bechtel.
Therefore, presenting a Six Sigma real case of an engineering service company is the
goal of this research.
With regard to the characteristic of engineering service industry, we propose a
Six Sigma methodology identifying critical success factor, essence of Six Sigma, pro-
ject selection, critical to quality (CTQ) and Six Sigma tool box. In addition, we apply
a full DMAIC improvement cycle in an engineering service company. In define phase,
“design working hour” is defined as CTQ. In measure phase, we discover some fault
occurred in records of design working hour by performing measure system analysis
(MSA). In analyze phase, all possible causes are found by cause-effect diagram and
screened to few root causes. In improve phase, we take brain-storming to generate
feasible improvement measures. In control phase, FMEA is applied to make sure all
improvement measures are working as expected.

英文部分
1. Goh, T.N. (2002), “A Strategic Assessment of Six Sigma,” Quality Reliability Engineering International, Vol. 18 No. 5, pp. 403-10.
2. Chakrabarty, A. and Chuan, T. K. (2009), “An Exploratory Qualitative and Quantitative Analysis of Six Sigma in Service Organizations in Singapore,” Management Research News, Vol. 32, No. 7, pp. 614–632.
3. Moreton, M. (2003), “Featured Company: Bechtel” ASQ Six Sigma Forum Magazine, Vol. 3, No. 1, pp. 44.
4. Aboelmaged, M. G. (2010), “Six Sigma quality: a structured review and implications for future research,” International Journal of Quality & Reliability Management, Vol. 27, No. 3, pp. 268–317.
5. Snee, R. D. (2000), “Impact of Six Sigma on Quality Engineering,” Quality Engineering, Vol. 12, No. 3, pp. ix-xiv.
6. Pande, P. S., Neuman, R. P. and Cavangh, R. R. (2000). The Six Sigma Way: How GE, Motorola, and Other Top Companies are honing their Profession. New York: McGraw-Hill.
7. Chowdhury, S. (2001), Power of Six Sigma, Kaplan Publishing.
8. Abdelhamid, T. S. (2003), “Six Sigma in Lean Construction Systems: Opportunities and Challenges,” Proceedings of 11th Annual Conference on Lean Construction, pp. 65–81.
9. Pheng, L. S. and Hui, M. S. (2004), “Implementing and Applying Six Sigma in Construction,” Journal of Construction Engineering and Management, Vol. 130, No. 4, pp. 482–489.
10. Stewart R. and Spencer C. (2006),“Six-sigma as a strategy for process im-provement on construction projects: a case study,” Construction Man. & Econ., Vol. 24, No. 4, pp. 339–348.
11. Tutesigensi A. and Pleim V. (2008), “Why small and medium construction enterprises do not employ six sigma,” in Proceedings of 24th Annual ARCOM Conference, pp. 267–276.
12. Samsung Engineering. (2012, 2012/04/06), About 6 Sigma, from http://www.samsungengineering.co.kr/eng/company/About6Sigma.jsp
13. Nonthaleerak P. and Hendry L. (2008), “Exploring the six sigma phenomenon using multiple case study evidence,” International Journal of Operations & Production Management, Vol. 28, No. 3, pp. 279–303.
14. Shostack, G. L. (1984), "Designing Services that Deliver," Harvard Business Review, Vol. 62, No. 1, pp. 133–139.
15. Bitner, M., Ostrom, A. and Morgan, F. (2008), "Service Blueprinting: A Practical Technique for Service Innovation," California Management Review, Vol. 50, No. 3, pp. 66-94.
16. Eckes, G. (2005), Six Sigma Execution, McGraw-Hill.
17. Ferng J. and Price A. D. F. (2005), “An exploration of the synergies between Six Sigma, total quality management, lean construction and sustainable construction,” International Journal of Six Sigma and Competitive Advantage, Vol. 1, No. 2, pp. 167-187
18. Chowdhury S. (2001), Power of Six Sigma, Kaplan Publishing.

中文部分
1. 行政院公共工程委員會，2003，「工程技術顧問公司管理條例」。
2. 劉武雄，2003，「台灣工程顧問業核心資源個案研究」，國立政治大學經營管理碩士學程，碩士論文。
3. 楊式昌，2005，「勞動派遣關係當事人簽證效力之研究--以工程技術顧問公司之技師簽證為例」，國立政治大學法律學研究，所碩士論文。
4. 林正杰，2006，「工程顧問公司專案管理組織績效與型態之研究」。國立中央大學土木工程研究所，碩士論文。
5. 行政院公共工程委員會，2004，「工程顧問服務業發展綱領及行動方案」。
6. 童亞牧，2004，「台灣工程事業發展史」，中鼎月刊，296期，29-32頁。
7. 蘇朝墩，2009，「六標準差」，前程文化。