二十一世纪的市场竞争，影响最广泛的就是全球化及互联网化，任何一家企业想要生存并取得进一步的发展都离不开产品质量的持续提高以及成本的降低。正是在这样的背景下，结合全面质量管理的理论及实践基础，六西格玛管理方法作为一种全面改善企业产品质量流程管理能力的技术被开发了出来。六西格玛以产品或服务的“零缺陷”为追求，致力于在此过程中不断地带来质量成本的大幅降低及市场占有率的提高，形成企业的六西格玛管理文化，获得企业竞争力与财务绩效双重提升与突破，使得最终发展成为世界一流的卓越企业。 本文首先论述了六西格玛方法的发展历史，概括总结了六西格玛方法的相关原理及应用领域。“定义”、“测量”、“分析”、“改进”及“控制”为六西格玛改进项目解决问题的逻辑，本文对其进行了较为详细介绍。对H企业所在行业及六西格玛的推行状况进行了介绍，并对企业推行六西格玛管理的经验与教训进行了总结，并给出了进一步改善的方法建议。最后结合H公司六西格玛黑带项目的推进实例，详细介绍了如何运用六西格玛的DMAIC流程解决实际改进项目及为公司带来的收益。 本文通过对H公司推行六西格玛的分析，试图概括及总结了企业实际推行六西格玛管理的具体方法，结合当前遇到的问题给出了下一步的建议方案，对H公司六西格玛的发展具有一定的实用意义，以期对其他相关公司及行业推行六西格玛管理具有一定的借鉴价值。

The most widely impact to market is globalization and Internet in 21st century, any company who wants to survive and achieve further development have to consider continuous improvement of product quality and cost reduction. According to this, Six Sigma management methods developed from theory and practice of Total Quality Management, which is purposed to improve the overall quality of enterprise as a new process management technology. The purpose of Six Sigma is for the "zero defect" of product or service, besides it is committed to reducing the quality cost and improving the market share significantly during the implementation process, form Six Sigma management culture among the corporation and acquire the improvement from both side of business competitiveness and financial performance, and developed the enterprise into one of excellent world-class companies as the final target. This paper describes the historical development of Six Sigma generality, sum up the basic principles and application area of Six Sigma. There are five steps for improvement project of six sigma, Define, Measure, Analyze, Improve, and Control which are made detail introduction. Connecting with the analysis of industry background and current development status of Company H, it introduces the current implementation status and summarizes the experience and lessons learned of Six Sigma in Company H, and gives advices for further improvement. Finally, combining the black belt project finished in Company H, describes the details that how to use DMAIC process of Six Sigma to solve the practical project and get benefits of company. According to the analysis of Six Sigma implementation in Company H, it is attempted to generalize and summarize the actual operation of Six Sigma implementation. Combined with current encountered, it is provided the suggested proposals for improvement, which has some practical significance for Company H. Besides, the implementation of Six Sigma has a certain reference value to other related companies and industries which also want to introduce this management method.