台灣金融業自從金融改革開放之後,面臨更加競爭的環境。由於台灣金融業的產品同質性過高、規模龐大、價格競爭激烈,實施六標準差對金融服務業,實為一強有力的管理及改善工具。本篇研究以個案研究方式,希望藉由實際參與六標準差專案的執行,一路從策略擬定到策略執行、專案挑選到專案執行,了解分析六標準差專案對策略執行之重要性,詳細描述六標準差的設計觀念及過程,提供金融服務業於執行六標準差的參考依據,用以適時解決管理者所面臨的諸多問題。從個案公司在自動化設備資金管理效能提升的六標準差專案上我們獲致以下結論:一、 高階管理者主導六標準差專案可確保六標準差與策略結合二、 執行六標準差專案獲致極大的改善效益自動化設備資金管理效能透過六標準差專案改善且持續追蹤達到穩定之後,經由個案公司財務單位精算其財務效益,每年效益可達數千萬元,同時也提高個案公司在自動化通路策略上的競爭力,足見六標準差與策略結合確實可以為企業帶來極大效益。
In the changeable environment, business managers have to keep finding solutions for survival. No matter how others change, pursuing quality excellent has became a basic principle for all big enterprise. Six-Sigma in quality improvement achieves remarkable performance, with the promotion of Motorola and GE, Six-Sigma has become the popular study that all other big enterprises follow. Since the deregulation in financial industry two decades ago in Taiwan, the banks faced much severe competition than before. All the banks tried hard to expand channels, line of products to seize the market share. Due to high homogeneity of financial product, intense price competition and the huge scale of financial industry, Six-Sigma is a very powerful tool to handle management and improvement for financial industry in Taiwan. However the competition of financial industry in Taiwan is so intense, it is not enough to improve interior process only. If the enterprise would like to make great performance, the enterprise has to focus on business strategy realization to achieve Blue Ocean. This paper is linked to the case study. We would go through strategy formulating to implementation and project pickup to execution with Six-Sigma. Furthermore, we would understand how important Six-Sigma to strategy implementation. The paper also explains the spirit of Six-Sigma and its process, which provide the baseline to solve problems for the managers of financial industry.