個案公司曾是台灣一線筆記型電腦代工大廠，年營業額高達數百億台幣，但就在其叱吒風雲之際，突因主要客戶被競爭同業併購，公司頓失營運重心瀕臨關廠。公司前後歷經七年總共三次的轉型，在最後一次轉型過程中甚至將公司本業筆記型電腦部門出售，積極朝向光電與綠能產業發展，最後終於漸漸找到自己營運方向，在太陽能電池領域獲得顯著成果與績效。
個案公司是如何崛起？為何由盛而衰、大起大落？在營運危機出現時為何經過了三次轉型才找到自己真正的競爭優勢？在各階段作了那些不同的努力，其過程中錯失成功的原因為何？在考量策略執行方法上，針對目標管理（MBO）、全面品質管理（TQM）以及六標準差(6 Sigma)綜合評估後，為何決定導入六標準差？過程中又如何克服與既有改善手法如品管圈(QCC)、品質改善小組(QIT)、客訴處理( 8D)等方法所產生的混淆與困惑？是如何整合公司不同的改善方法、步驟、應用工具乃至於公司管理制度，最後方得以集中公司內部資源，有效落實達成策略規劃所展開之方針與目標，並於第三次轉型時成功在綠能產業找到自己的方向。這一連串的疑問，均將在此論文中逐一分析探討。
綜合本研究結論顯示，縱使六標準差在公司內成功導入，若未能有效整合並明確結合至策略方向，仍難發揮其整體改善成效，猶如航向不對，即使馬力再足也無法達到目的地。個案公司忍痛出售造成持續虧損的筆記型電腦部門，雖有如刀割，但決策者壯士斷腕之決心，卻是公司成功轉型的契機。此外，個案公司將六標準差之DMAIC改善步驟成功地與QCC、QIT以及8D 改善手法整合為一，讓內部改善團隊有一共同溝通語言，進而發揮整體改善綜效，是個案公司最後轉型成功的另一關鍵因素。凡以上種種，無論是管理面或技術面的改善過程與結果，皆可為相關企業參考借鏡。

The company in this case used to be the foremost Note Book OEM. The annual gross of the company was once above ten billion New Taiwan Dollars. At that time, when they were on the top of the business, their valued client was acquired by other same competitor. Therefore, the company lost their main market and almost closed their factory. During the next seven years, they changed their industry focus three times. Most recently, they even sold their own signature department; the Note Book department. They gradually change their focus over to producing environmental friendly resources. They are now well-known for making solar batteries.
How did it start? What happened from flourishing to failure? As they had an industry crisis, why did they need to translate three times and adjust to find out their core competence? They worked really hard to look into various phases of the problem, why did they fail? In order to enhance the execution of strategy why they selected the proposal of Six Sigma among the MBO, TQM and Six Sigma? During the implementation of Six Sigma Program, how did they overcome the old way which they used to solve the problem from QCC, QIT and 8D? How did they integrate different methods and applications and also management systems, so that they can efficiently concentrated on green environmental resources from the company to execute the directions and their goals. With all these questions, it will be discussed and analyzed on the following thesis.
This case shows that even they implemented Six Sigma in company successfully, without integrating efficiently combine with the strategy; they still cannot create whole performance. If you lost the direction, even you have powers, you still cannot get to the destination. The company of this case was very reluctant to sell out the Note Book department which had made a great loss. Although it was difficult, the leader who had the determination brought a good opportunity for the company to change successfully. Besides, they combined the DMAIC of Six Sigma, QCC, QIT and 8D all together. It becomes a common communication language in the team and makes the whole group better. That is one of the reasons why the company succeeds. The process of improvement either management or technique, together it can form role models for other companies.

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