精實六標準差 (Lean Six Sigma) 乃結合精實原理 (Lean) 與六標準差手法(Six Sigma)，兼具加快流程速度與系統性統計分析的優點，是當前企業之熱門流程管理手法。
精實原理著重流程浪費之去除，從豐田式生產系統七大浪費中搬運之浪費、停工等待之浪費等，皆指出物料配送與生產現場相輔相成之關聯。完善的物料配送系統能即時供應物料且沒有多餘的搬運，但其中細節之規劃是複雜且細微，尤其像本實際案例中組裝廠物料多量多樣的特性，配送規劃困難度高，不重視之將造成顧客遲交率抱怨、影響訂單數量、產能閒置等問題。為避免以上的缺失，本研究建議針對此議題應用精實六標準改善之。
本研究之個案中，依循六標準差的DMAIC 步驟，從顧客的遲交抱怨心聲找出關鍵品質特性為供料週期時間。搭配精實手法之價值溪流圖找出流程中非加值活動，並運用各種圖表分析等輔助，以及腦力激盪、設施規劃等方法改善運作法則、路線規劃，刪減浪費提升流程週期效益。透過五大改善步驟之後，得出結果刪減非加值活動時間36%、縮短供料週期時間20%、節省人力成本20 萬8 千元/年等，皆可看出精實六標準差改善物料配送績效之顯著效果。

摘要 I
Abstract II
目錄 III
圖目錄 V
表目錄 VI
第一章 緒論 1
1.1 研究背景 1
1.2 研究動機 2
1.3 研究目的 2
1.4 研究架構 3
第二章 文獻探討 4
2.1 六標準差 4
2.1.1 六標準差之源起與發展 4
2.1.2 六標準差之定義 5
2.1.3 六標準差之問題解決步驟 8
2.1.4 六標準差應用實務 9
2.2 精實生產 10
2.2.1 精實之起源 10
2.2.2 精實之定義 11
2.3 精實六標準差 12
2.3.1 精實六標準差之源起 13
2.3.2 精實六標準差應用實務 14
2.3.3 精實與六標準差之比較 15
第三章 應用精實六標準差之方法論 16
3.1 定義 17
3.2 衡量 18
3.3 分析 21
3.4 改善 22
3.5 控制 22
第四章 個案研究 24
4.1 案例背景 24
4.2 定義階段 27
4.2.1 專案章程 27
4.2.2 顧客的需要與需求 29
4.2.3 高階流程圖 30
4.3 衡量階段 33
4.4 分析階段 40
4.5 改善階段 47
4.5.1 改善I 47
4.5.1 改善II 49
4.6 控制階段 54
4.7 其它建議 57
第五章 結論 59
5.1 結論 59
5.2 未來研究 59
參考文獻 60

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