本研究的主要目的在於藉由提升個案公司客戶續案率的六標準差專案行動歷程中，發展ㄧ套規範服務品質之知識管理系統雛形，以探索適合台灣管理顧問業的知識密集型服務產業之管理與運作模式。
本研究採行動研究法，以個案顧問公司為研究實驗對象，其核心焦點在於促使個案顧問公司與其外圍顧問成員間產生良性互動與正向循環而使得知識能有效的產出、執行、累積與擴散。在此發展過程中以六標準差專案為主要活動流程，透過在行動中反省(Reflection-in-Action) 與對行動反思 (Reflection-on -Action)的行動研究法，反覆對各個行動方案所遭遇的問題與困境進行反省，藉以修正行動方案，以逐步藉由六標準差方法論中完成管理系統雛型架構。並從行動方案的實施歷程中尋求新的管理原則與發現，作為個案管理顧問公司持續推動知識管理的參考。
本研究結果，共獲致下列四項發現：
ㄧ、建立管理顧問業之顧問師群參與組織學習意願與互信行為的培養以推動組織學習與成長。透過分享與取得(Give and Take)機制，促進顧問師與顧問師間、顧問師與管理顧問公司間良性互動。
二、藉由組織實務工作者（如顧問師）的提早共同參與、納入規劃階段，有助於形成更高知識創新的附加價值與客戶滿意度。
三、利用六標準差專案架構與手法，於管理顧問業導入知識管理系統，經過個案公司進行準實證性研究是可以有顯著效益可能。
四、供日後相關知識密集產業相關研究時，提出ㄧ個具體準實證研究模式作為後續推廣研究參考個案範例之ㄧ。

The main purpose of this study was to develop a prototypical knowledge management system of service quality by means of improving client-continued-project-rate of case company in Six Sigma progress, in an attempt to investigate the suitable practice and model of knowledge management of KIBS ((Knowledge Intensive Service Business) for Taiwan management consulting firm.
This kind of study is one of the action researches. The experiment field of case company was consulting firm platform. It targeted on how to trigger the favorable atmosphere feedback and positive cycle between consulting firm and consultant group. Furthermore, how to pursuit the knowledge expertise output, implement, accumulate and spread more effectiveness.
The main activities processes is Six-Sigma project through reflection-in-action and reflection-on-action in the process of developing system, the problems and dilemmas encountered by each action plan were reflected to seek for solutions and to improve the action plan. Then the target of management prototype could be implement step by step.
Searching the new manageable rule and discover from the progress of action plan and regular study. In order to provide the reference of Knowledge management implement for case study consulting firm, one of the KIBS, to promote knowledge management continuously..
The results of this study were as follows:
1) It is important to enhance willing of organization learning between consulting firm and consultant group. Through utilized mechanism of Give& Take, it is useful to improve the relationship within consultants, consulting firm and client.
2) By the earlier participating, planning involved, learning of practitioners (e.g. consultants), it was helpful to emerge the more value added and the common consensus to advance the customer satisfaction.
3) Utilized the method and tool module of Six Sigma to establish the structure of knowledge management, it is significant effectiveness possibility in management consulting firm.
4) In days to come, the paper can provide a concrete semi-practice study model for relevant action research study in knowledge management of KIBS.

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