ISO 13053六標準差專案執行與專案管理之整合

近幾二十年來六標準差（Six Sigma）品質管理系統，風行全球許多企業紛紛導入，但發現國內企業所導入的六標準差管理都不盡相同，未有一套標準規範遵循，甚至有運用錯誤而未產生實際的財務效益。然而六標準差的關鍵成敗除了在組織與人員的訓練外，對於專案的執行上也是相當重要。很多企業都會遇到專案執行上的問題，如專案負責人工作繁忙無法專心執行專案、專案方向錯誤（方向太大、衡量錯誤、未抓準顧客需求）、不懂統計工具（不會使用或是不知道應該使用哪一項工具...等）。因此，在專案執行時有可能會造成專案失敗，而無法創造出該有的財務效益與回報。本研究提及2011年ISO（International Organization for Standardization , ISO）發佈的ISO13053六標準差管理標準規範條文。這項標準規範之內容是以六標準差方法論以及使用工具所撰寫，使得企業能有一套標準規範遵循；條文中提及建議使用專案管理的方法協助六標準差專案之管理，使得提昇專案的成功機率。因此本文運用文獻分析法與整合研究法，將其兩種管理模式整合使用，並撰寫程序書，讓有導入六標準差或是專案管理的企業能順利執行專案並把握關鍵成功因素。

關鍵字

六標準差；專案管理； ISO13053 ； PMBOK

並列摘要

The key factors of implementing Six Sigma are not only the personnel training in organization, but also the tools used in project management. Enterprises would encounter some difficulty while executing projects, such as the distraction of the person who is in charge of the project, the wrong direction of the project (wrong estimation or misunderstanding of the customer’s need), the disability of using statistics system (the disability to choose the exact system for example) and so on. All of the uncertainty mentioned above would lead to the great possibility of failure and lose the expected financial benefit. This study refers to the ISO13053 Six Sigma Management International Standard published by ISO (International Organization for Standardization) in 2011. This standard was built up based on the Six Sigma methodology and the methods chosen to provide enterprises to use in projects. This study will integrate ISO13053 Six Sigma international standard and Project Management to generate procedures. The result of this research will help companies implementing projects successfully.