Relevant bibliographies by topics / Recommendations for implementation of Six Sigma

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  2. Dissertations / Theses
  3. Books
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Academic literature on the topic 'Recommendations for implementation of Six Sigma'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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Journal articles on the topic "Recommendations for implementation of Six Sigma"

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Albliwi, Saja Ahmed, Jiju Antony, Norin Arshed, and Abhijeet Ghadge. "Implementation of Lean Six Sigma in Saudi Arabian organisations." International Journal of Quality & Reliability Management 34, no. 4 (April 3, 2017): 508–29. http://dx.doi.org/10.1108/ijqrm-09-2015-0138.

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Purpose Although the popularity of the Lean Six Sigma (LSS) methodology has illustrated many benefits over the years for those organisations who have implemented it, this strategy has received less attention in developing countries. The purpose of this paper is to critically assess the current status of LSS implementation in Saudi Arabian organisations. Design/methodology/approach This research is based on a descriptive survey questionnaire which has been derived from two systematic literature reviews. The survey was distributed to 400 organisations in Saudi Arabia using Qualtrics online software. In total, 146 responses were received where 102 responses were completed and analysed. Findings The findings of the survey highlighted that the implementation of LSS is still in the early stages in organisations within Saudi Arabia. This was clearly shown by many factors such as years of deploying LSS, LSS infrastructure, level of awareness of LSS, impact of LSS on business functions and so on. Research limitations/implications The primary limitation of this study is that data has been collected from an online survey and therefore no deeper insights could have been captured from the survey. This calls for future research to be undertaken by executing semi-structured interviews in selective organisations within Saudi Arabia. Originality/value This paper contributes to the current status of LSS in Saudi Arabian organisations. It also gives recommendations to guide the future of LSS in Saudi organisations by comparing LSS literature with best practice.
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Prajapati, Deoraj, and Gaurav Suman. "Six sigma approach for neonatal jaundice patients in an Indian rural hospital – a case study." International Journal of Health Care Quality Assurance 33, no. 1 (December 17, 2019): 36–51. http://dx.doi.org/10.1108/ijhcqa-07-2019-0135.

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Purpose The purpose of this paper is to implement Six Sigma approach to decrease the length of stay (LOS) of neonatal jaundice patients in an Indian government rural hospital situated in northern hill region. Design/methodology/approach Six Sigma’s Define–Measure–Analyse–Improve–Control procedure is applied in order to decrease the LOS of neonatal jaundice patients. The mean and standard deviation have been computed as 34.53 and 20.01 h, respectively. The cause and effect diagram is used in the “Analyse” phase of the Six Sigma. The regression analysis and GEMBA observation techniques are used to validate the causes identified through cause and effect diagram. Findings The waiting time for registration, waiting time for tests, waiting time for phototherapy and time for discharge implementation are the main factors that are responsible for longer LOS. Based on the identified root causes, some recommendations are suggested to the hospital administration and staff members in order to reduce the LOS. Research limitations/implications The present research is limited to provide recommendations to the hospital administration to reduce LOS and it entirely depends upon the implementation of the administration. However, target of administration is to reduce the LOS up to 24 h. Practical implications Six Sigma model will reduce bottlenecks in LOS and enhance service quality of hospital. The developed regression model will help the doctors and staff members to assess and control the LOS by controlling and minimising the independent variables. Social implications The project will directly provide benefits to society, as LOS will decrease and patients’ satisfaction will automatically increase. Originality/value Six Sigma is a developed methodology, but its application in paediatric department is very limited. This is the first ever study of applying Six Sigma for neonatal jaundice patients in India.
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Gutierrez-Gutierrez, Leopoldo, Vanesa Barrales-Molina, Marisel Fernandez-Giordano, and Beatriz López-Morales. "Six Sigma for dynamic capabilities development: becoming more flexible organizations." International Journal of Lean Six Sigma 11, no. 1 (January 9, 2020): 35–56. http://dx.doi.org/10.1108/ijlss-10-2018-0115.

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Purpose Once the operational benefits of Six Sigma are well-recognized in the literature, this research advances the strategic advantages of this initiative. Thus, this paper aims to analyze how dynamic capabilities (DCs) mediates the relationship between Six Sigma implementation and organizational flexibility, not discussed in the literature yet. Design/methodology/approach Data from 66 Six Sigma European firms are used for a structural equation modeling and additional tests –Baron and Kenny’s test and Preacher and Hayes’s test – to analyze the mediating role of DCs. Following the scholars’ recommendations, the authors have created a second-order factor explained by knowledge absorption, organizational learning and knowledge integration to measure DCs. Flexibility, understood as the capacity for organizational adaptation, is measured through its operational and strategic dimensions. Findings The results show a significant relationship between Six Sigma practices – team management and statistical metrics – and DCs. In addition, the authors find support for a significant relationship between DCs and the operational and strategic dimensions of flexibility. Finally, the results confirm that DCs act as a mediating variable in the relationship between Six Sigma practices and flexibility. Practical implications The study contributes to literature that supports the decision to implement Six Sigma. In particular, key Six Sigma practices are identified for those managers who wish to foster DCs generation and organizational flexibility inside their companies. Originality/value This research analyzes the relationship between Six Sigma and strategic variables, answering the call for research about Six Sigma influence on long-term organizational success.
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Prashar, Anupama. "Process improvement in farm equipment sector (FES): a case on Six Sigma adoption." International Journal of Lean Six Sigma 5, no. 1 (February 25, 2014): 62–88. http://dx.doi.org/10.1108/ijlss-08-2013-0049.

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Purpose – The purpose of this study is to exhibit how a leading company operating in farm equipment sector (FES) in India utilized Six Sigma statistical tools to reduce field failures of tractor assembly and thereby improved customer satisfaction. Design/methodology/approach – The study adopted Six Sigma define-measure-analyse-improve-control (DMAIC) methodology in order to identify numerous critical process improvements. Findings – After completing the define, measure and analyze phase, it was found that the processes of lapping, spring scragging, and assembly of valve body were incapable. The major recommendations made during the improve phase were to change the hydraulic oil; replacement of manual grinder with tool and cutter grinder for flat drill grinding; automation of lapping system; improvement in spring scragging system, change in piston design, etc. As a result of the implementation of remedies, field failure reduced by 95 percent producing a cost saving of almost INR 4.366 million/annum. Originality/value – This specific case demonstrates the successful application of Six Sigma DMAIC methodology in FES for driving down the field failures and improved customer satisfaction.
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Dakhli, Zakaria, Zoubeir Lafhaj, and Antoine Bos. "Experiencing Lean Six Sigma in the French residential construction." International Journal of Lean Six Sigma 7, no. 4 (October 10, 2016): 346–68. http://dx.doi.org/10.1108/ijlss-10-2015-0038.

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Purpose Compared to the manufacturing industry, Lean Six Sigma (LSS) lacks a clear methodology for its application in the tertiary service. One reason is the difficulties to assess information flow compared to physical flow. Indeed, the use of information flow as a process entry in the LSS method is not well investigated, mainly due to the difficulties in collecting adequate and sufficient data. The purpose of this research study is to investigate the application of LSS in the tertiary service, in particular, real estate development. Design/methodology/approach The paper is based on an action research methodology where LSS methodology is applied to solve client-dissatisfaction issue. One of its main causes is found to be the late delivery time. The work describes how the method was applied. Findings LSS is an adequate approach for making well-thought-out improvement in real estate development. Practical implications The work provides an implementation of LSS in real estate development. It also gives new insights into the LSS application in the tertiary service. The work also suggests practical recommendations and solutions to address the main challenges faced by real estate development. Originality/value Construction is governed by many processes that are difficult to identify and, even more, to assess. LSS helps identifying those which create real value for the client.
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Muraliraj, J., S. Kuppusamy, Suhaiza Zailani, and C. Santha. "Lean, Six Sigma and its influence on potential and realized absorptive capacity." International Journal of Lean Six Sigma 11, no. 1 (January 9, 2020): 84–124. http://dx.doi.org/10.1108/ijlss-03-2018-0020.

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Purpose The purpose of this paper is to explore how Lean and Six Sigma’s distinctive practices relate to potential absorptive capacity (PACAP) and realized absorptive capacity (RACAP). The paper seeks to understand which of the practices in Lean Six Sigma are needed to manage absorptive capacity systematically. Design/methodology/approach Partial least square based structural equation modeling (PLS-SEM) was used to test the theoretical model drawing on a sample of 125 manufacturing organizations in Malaysia. In addition to examining direct effects, the study also examines indirect effects using bootstrapping method to identify possible mediation effects proposed in the model. Findings The results explain that Lean’s social practices (LSP), Six Sigma’s roles structure (RS) and structured improvement procedure (SIP) positively influence potential absorptive capacity (PACAP). Meanwhile LSP, RS and focus on metrics (FOM) positively influence realized absorptive capacity (RACAP). SIP was found to influence RACAP through PACAP. The analysis reveals the combination of Lean Six Sigma practices that are required in managing PACAP and RACAP differentially. Research limitations/implications The study is only confined to manufacturing industries in Peninsular Malaysia. Data collected were cross-sectional in nature. The application of Lean Six Sigma and how it influences absorptive capacity may get sturdier across time, and this may change the effect toward sustainability of firm’s competitive advantage. A longitudinal study may be useful in that context. The study also makes specific recommendations for future research. Practical implications The results of this study can be used by Lean Six Sigma practitioners to prioritize the implementation of Lean Six Sigma practices to develop absorptive capacity of the organization through PACAP and RACAP, which needs to be managed differentially as they exert differential outcomes. This would enable organizations to tactfully navigate and balance between PACAP and RACAP in accordance to business strategies and market conditions. Originality/value Absorptive capacity in Lean and Six Sigma context has largely been studied as a unidimensional construct or used as a grounding theoretical support. Therefore, understanding the multidimensionality through PACAP and RACAP provide insights on how to enhance and maneuver absorptive capacity through Lean Six Sigma systematically. The findings may pave the way for future research in enhancing the current knowledge threshold in Lean Six Sigma.
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Iyede, Richard, Enda Francis Fallon, and Pat Donnellan. "An exploration of the extent of Lean Six Sigma implementation in the West of Ireland." International Journal of Lean Six Sigma 9, no. 3 (August 6, 2018): 444–62. http://dx.doi.org/10.1108/ijlss-02-2017-0018.

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PurposeThe purpose of this paper is to explore the extent of Lean Six Sigma (LSS) implementation within manufacturing companies in the West of Ireland. It examines the key success and failure factors, benefits and quality tools influencing LSS projects deployment.Design/methodology/approachThe study adopted a mixed research method (quantitative and qualitative approach). Research data were collected through a structured survey questionnaire to the target population followed by interview case studies with four manufacturing companies to gather additional insight. The targeted respondents were manufacturing engineers, quality engineers, process improvement managers, operations managers, R&D engineers, LSS experts and validation engineers.FindingsLSS initiatives are still relatively unknown to many SMEs organisations, whereas large companies have adopted LSS for some time. Top management commitment, understanding the LSS methodology, tools and techniques, integrating LSS to business strategy, organisational cultural change and training and education were the topmost key success factors. Organisational strategy, lack of top management support, expensive cost for LSS projects, unclear prioritisation of LSS projects and cost effectiveness were the most important failure factors influencing LSS implementation.Originality/valueThis research is the original work provided by the author and is expected to address the shortcomings of both SMEs and large organisations in the West of Ireland. The recommendations and frameworks reported in this paper can be used by manufacturing and service companies in Ireland for efficiency, competitiveness and continuous improvement.
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Villa, Davide. "Automation, Lean, Six Sigma: Synergies for Improving Laboratory Efficiency." Journal of Medical Biochemistry 29, no. 4 (October 1, 2010): 339–48. http://dx.doi.org/10.2478/v10011-010-0038-3.

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Automation, Lean, Six Sigma: Synergies for Improving Laboratory EfficiencyThe Pathology Services worldwide, surrounded by products are today requesting solutions. The approach aims towards the brain-to-brain cycle between caregivers and laboratory professionals. Despite budgets limited to 2-3% of total healthcare expenses, Laboratories are providing information for > 70% of medical actions. »Perianalytics« is becoming the focus; understanding information and sample flow in the whole journey and processes. Process analysis is the main component to understand and shape the best combination of components in designing a truly cost-effective Laboratory solution. Methodologies like Lean (or Toyota Production System) and Six Sigma have started recently to be adopted also in healthcare and in the Laboratory environment. Those techniques showed already successful implementations in healthcare, after their development in other sectors. Their tools are addressing the definition of »value«, »waste«, »flow« as key drivers to improve performances. The synergy among the methods allows decision makers to identify the degree of automation really necessary in their laboratory, with streamlined processes. The different platforms made available by industries, forin vitrodiagnostic testing, could become not cost-effective or efficient without a careful assessment of needs, pathways and value-related variables. Total laboratory automation or stand-alone islands for systems can be identified and chosen after process mapping and recommendations deployed with Lean and Six Sigma techniques. This article highlights some key concepts of Lean and their fit in laboratory organization, as methodologies to be implemented before selecting and adopting automated systems.
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Almira, Winona, and Wiguna Alodia. "Model Gamifikasi pada Aplikasi Smart City sebagai Solusi Pemerintah untuk Meningkatkan Partisipasi Warga." JUPIIS: JURNAL PENDIDIKAN ILMU-ILMU SOSIAL 11, no. 2 (December 3, 2019): 418. http://dx.doi.org/10.24114/jupiis.v11i2.14377.

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its implementation, a smart city needs collaboration between government, people, and technology. From those elements, the human factor is the important thing that determines the success of a Smart city. However, in fact, the percentage of Indonesian citizens accessing government-owned sites and applications is still very low, less than 15%. This study aims to provide recommendations for a more interesting Smart City application design through gamification concept. In this study, a qualitative approach with Six Sigma method was conducted on millennial respondents in several major cities in Indonesia. From the study results, 87% of users feel more interested in the modified application. This innovation is expected to lead to increased citizen involvement. This innovation will not only improve citizen participation but also can be an effective solution to improve the quality of citizens to become Smart People, as initial capital in building Smart Economy.
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Wainwright, Thomas W. "The Quality Improvement Challenge—How Nurses and Allied Health Professionals Can Solve the Knowing–Doing Gap in Enhanced Recovery after Surgery (ERAS)." Medicina 56, no. 12 (November 27, 2020): 652. http://dx.doi.org/10.3390/medicina56120652.

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The English National Health Service (NHS), and all health services around the world, will continue to face economic and capacity challenges. Quality improvement (QI) interventions, such as Enhanced Recovery after Surgery (ERAS), that are proven to improve patient care and deliver operational benefits are therefore needed. However, widespread implementation remains a challenge. Implementation of ERAS within the NHS over the last 10 years is reviewed, with a focus on total hip arthroplasty (THA) and total knee arthroplasty (TKA). Difficulties with implementation are highlighted, and a recommendation for the future is presented. This perspective is novel in the ERAS literature, and centres around increasing the understanding of perioperative care teams on the need for utilising a recognised QI method (e.g., plan–do–study–act cycles, Lean, and Six Sigma) to implement ERAS protocols (which are a QI intervention) successfully. The importance of differentiating between a QI method and a QI intervention has value across all other ERAS surgical procedures.
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Dissertations / Theses on the topic "Recommendations for implementation of Six Sigma"

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Köpsén, Catrine. "Six Sigma at Saab Avitronics - Recommendations for implementation : MBA-thesis in marketing." Thesis, University of Gävle, Department of Business Administration and Economics, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-338.

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Aim: This study investigates the degree of Six Sigma implementation in the aviation industry where it has been successful and is widely spread. Six Sigma is a quality measurement and improvement program and provides businesses with the tools to improve the capability of their business processes. The paper scrutinizes the possible consequences of implementing Six Sigma in a strictly controlled environment and how the defined success factors for implementation could be interpreted in this context. The concept of Six Sigma is examined with the objective to define recommendations for implementation at Saab Avitronics, a company within the aviation industry.

Method: The theoretical background presents what theories for Six Sigma successful implementation that are present and seeks to give the topic depth and perspective to establish a basis on which the analysis later is built on. Phases for implementation of improvement programs and success factors for Six Sigma are investigated. To establish the environment in which the theory is adapted the empirical part of the study presents a marketing audit and a SWOT analysis of Saab Avitronics. An internal survey is also performed to examine Saab Avitronics’ view on its own knowledge in the area of Six Sigma, improvement methodology, statistics, and the attitudes towards implementing a methodology based on Six Sigma. The analysis is performed by applying the theoretical background in the light of the reality of Saab Avitronics. The possibility of a successful implementation is discussed.

Result & Conclusions:Continuous improvements are a general prerequisite for survival and success and the study shows that this has also become a requirement imposed on companies within the aviation industry. Although special conditions apply to the aviation industry and Saab Avitronics there is nothing preventing from implementing the improvement concept in general, but special criteria have to be considered when choosing suitable projects. The study concludes with recommendations for Saab Avitronics on five phases for implementation; Plan, Pilot, Implement, Expand and Integrate, and main activities within these phases are defined. Finally the most important success factors for implementation at Saab Avitronics are defined and also how these should be interpreted for continuous improvement and future success.

Suggestions for future research: The investigation is limited to the aviation industry and to Saab Avitronics. Future research projects could further study the consequences at Saab Avitronics after implementation of Six Sigma, case studies of implementing best practise theories like these recommendations, and studying selection criteria for success factors.

Contribution of the thesis: The study contributes with recommendations to Saab Avitronics when implementing Six Sigma and also to the know-how and knows-what, to others than Saab Avitronics, when studying the same topic or when planning their own implementation of Six Sigma.

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Gizem, Şebnem Sunal, and Evangelia Evangeliou. "Six Sigma in Project Management Implementation of Six Sigma at Klesman Electric." Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-121706.

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Jurado, Lara Laura. "Implementation of Design for Six Sigma on Mass Customization Companies." Thesis, KTH, Industriella informations- och styrsystem, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-116755.

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The role of quality control is to correctly translate customers´ requirements into materialized products to achieve customers’ satisfaction. Today Product Development Process (PDP) becomes the stage to improve and to obtain successful products. In the 1980s, Six Sigma appeared as an attempt to improve some aspects of products and services in order to reduce failures in production as much as possible. But there still was a lack of customer perspective over product development project. This thesis approached the lack of customer insight with a new product development process, Design for Six Sigma (DFSS). Examples that describe how DFSS works and its implementation are still missing, therefore the purpose of this master thesis is to prove if the implementation of DFSS would be efficient, effective and closer connected to the customer of mass- production companies. DFSS is based on processes, roles and tools. However, it is questionable whether the suggested role structure and a uniformed process are able to implement in the real world. The methods used for this research project were two interviews with two mass customization companies, qualitative data collection and finally analyzing the collected data by comparing them with the theory of DFSS. This PDP ensures the track, and enhances creativity and innovation, taking the process beyond its capabilities. Moreover, the conclusions of the thesis show that there is no need for a uniformed model, making DFSS more useful and trickier for competitors. The lack of a uniformed model allows to overcome the innovative ability. The skills to reach these roles and the creation of a team within the company are more important than roles and backgrounds themselves. In spite of knowledge of expertise areas, the task is more related to control the collaboration, communication and flow of information within the group. DFSS becomes a successful solution for customer insight, a good combination of tools and techniques. But it does not mean that implementing accurately a certain methodology is the right solution.
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Kumar, Maneesh. "Six sigma implementation in UK manufacturing SMEs : an exploratory research." Thesis, University of Strathclyde, 2010. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=12831.

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Though the benefits of Six Sigma were widely reported in many large organizations, research had shown its implementation in the UK small and medium-sized enterprises (SMEs) was still less evident. The aim of this exploratory research was to assess the status of Six Sigma implementation in the UK manufacturing SMEs and thereby develop a customized practical framework to facilitate successful implementation of Six Sigma in SMEs. A mixed method approach of survey and multiple case studies during three phases of research was adopted to achieve the aim of the research by answering the following key research questions (RQs): RQ1: What makes SMEs different from large organizations?; RQ2: What are the critical differences in quality management practices of Six Sigma and non-Six Sigma SMEs?; RQ3: What are the critical success factors and barriers to implementation of Six Sigma in SMEs?; RQ4: Does the performance of Six Sigma firms differ from non-Six Sigma firms?; RQ5: How to assess the readiness of a SME to embark on Six Sigma journey?. The adoption of a mixed method approach not only facilitated in answering the five RQs and but also addressed the quality research criteria of reliability and validity for this research. This exploratory research had made some significant contributions to the theory and practice of Six Sigma research in SMEs. This is among very few studies in quality management (QM) literature that presents the differences in the characteristics of SMEs and large organizations through the lens of small business growth models. It also identified the similarities in the critical success factors (CSFs) stated for small business growth and for the implementation of continuous improvement (CI) initiatives in SMEs. The research dispels the myth that Six Sigma implementation is limited to large organizations only. The empirical research had indicated successful implementation of Six Sigma in SMEs of sizes ranging from 35 to 240 headcount. A well-designed quality management system (QMS) based on the principles of ISO 9000 could be the foundation to embark on Six Sigma journey. Networking with government bodies or academic institutions and the role of middle managers were identified as two new factors for successful implementation of Six Sigma in SMEs. This was among very few studies that compared and identified significant differences in the performance of Six Sigma SMEs compared to non-Six Sigma SMEs. The Six Sigma firms out-classed non-Six Sigma firms with respect to the nine performance metrics established from the literature. The two key practical contributions of this doctoral research were the construction of a Six Sigma Readiness Index (SSRI) and a customized Six Sigma framework for SMEs based on the findings from empirical research and literature. The SSRI can assess SME preparedness for Six Sigma implementation. The proposed framework would help SMEs to get started with Six Sigma implementation. The readiness index and framework were tested in three SMEs to assess its robustness and validity. The generalisability of the findings was limited due to the smaller sample size of participating firms from the UK manufacturing sector only. Future research will expand the scope of the study by focusing on global SMEs (manufacturing and services) and conducting exploratory and explanatory research on Six Sigma implementation in SMEs. The author will also test the proposed SSRI and the framework for further refinement and validity.
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Nguenang, Lionel Bell. "An approach to six sigma implementation in South African enterprises." Thesis, Cape Peninsula University of Technology, 2010. http://hdl.handle.net/20.500.11838/1213.

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Thesis (MTech (Quality))--Cape Peninsula University of Technology, 2010
To succeed in the global market, South African enterprises need an overall operational excellence which is a key requirement for any business to sustain competiveness and growth. To effectively respond to the constant flexibility of customer demands, many quality initiatives have been developed to assist business organisations in the quest for excellence. Quality management has evolved over the years from a simple product inspection, to a modern management system that requires the involvement of the entire workforce and other stakeholders to work closely, toward customer satisfaction. Currently, the most used quality concepts by organisations throughout the world are ISO 9001(2008); Total Quality Management; Just in Time; and Six Sigma. Among these quality initiatives, Six Sigma has emerged as the most powerful quality improvement strategy. In South Africa (SA), business organisations have adopted several quality initiatives to cope with the challenges of globalisation. Six Sigma is one of the latest quality initiatives that many businesses in SA are using or considering as a mechanism to strengthen their product or service quality. This study explores a Six Sigma model for implementation in the context of the South African business environment. As less than ten percent of organisations worldwide have recognised the tremendous effects of Six Sigma in boosting their productivity and financial profit, it becomes extremely important to understand the complexity and critical aspects behind Six Sigma implementation, that organisations in SA must recognise when implementing Six Sigma. This study can assist many industries in SA, as well as those in other developing nations, who have not yet experienced Six Sigma implementation, to become aware of the complexity and critical elements of this quality approach.
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Ashri, Fahad H. "Six Sigma implementation in Middle East organisations :|ban empirical study." Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/5411.

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Ashri, Fahad H. "Six Sigma Implementation in Middle East Organisations: An Empirical Study." Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/17480.

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In the last decade, the rapid economic development in the Middle East has encouraged organisations to implement modem quality management and strategic initiatives such as Six Sigma to ensure continuous improvement and achieved excellence. Six Sigma is a comprehensive business strategic quality programme and a systematic process improvement methodology for achieving, sustaining and maximising business success. The proper implementation of Six Sigma leads to breakthrough in profitability through ensuring quantum gains in product/service quality, customer satisfaction and productivity. This research presents an empirical exploratory and comparative study that aims and attempts to bridge the gap in the existing literature of Six Sigma by investigating the current implementation status of Six Sigma in organisations of three Middle East countries (namely, Saudi Arabia, Egypt and United Arab Emirates (UAE)). The reasons/benefits that encourage Middle East organisations to implement Six Sigma projects, the challenges commonly faced during implementation, the critical success factors (CSFs) for effective implementation and the organisations’ satisfaction with the implementation are investigated. The key issues of Six Sigma implementation and their criticality relating to the experience of the implementing process of Six Sigma projects are explored through an extensive review of the relevant literature. The data were collected from a combination of quantitative (232 questionnaires) and qualitative (74 semi-structured interviews) methodologies. The research covered 44 organisations from manufacturing and services sectors and large, small, and medium enterprises (SME) sizes, which have implemented or were implementing Six Sigma projects in the selected countries at the time of study. The study findings identified 15 significant reasons/benefits which encourages Middle East organisations to implement Six Sigma projects, 13 major challenges commonly faced during implementation, 19 CSFs for effective implementation and level of the organisations’ satisfaction with the implementation. Based on the research findings, a generic model for successful and effective implementation of Six Sigma in Middle East organisations is developed and proposed. The research concludes that Six Sigma implementation in Middle East organisations still in early stage, most organisations have outstanding opportunities to implement the Six Sigma project successfully and effectively with tangible and intangible benefits. In addition, all the responding organisations, which are actively implementing Six Sigma programme, regardless of their countries, sectors and sizes are highly satisfied with the implementation results. However, the research output highlights that an improvement culture must be developed and promoted throughout the organisation to ensure long-term benefit and sustainable success. Furthermore, the research makes recommendations on development of an implementation strategy in Middle East organisations. Finally, a number of suggestions are made for future research.
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Ashri, Fahad Hussain. "Six Sigma implementation in Middle East organisations : an empirical study." Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/5411.

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Stone, Mark Eric. "Lean six sigma deployment and implementation strategies for MCG Industries (PTY) LTD." Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/70663.

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Thesis (MBA)--Stellenbosch University, 2007.
ENGLISH ABSTRACT: Continuous improvement is a consensus theme used by many industries for improving product quality and service. In the last decade a new quality philosophy known as Six Sigma has become well established in many companies, e.g., Motorola, General Electric, Ford, Honda, Sony, Hitachi, Texas Instruments, American Express, etc. Some have suggested that the Six Sigma quality improvement philosophy is not only impacting the global business sector, but will also re-shape the discipline of statistics. The Six Sigma philosophy for improving product and service quality is based upon existing principles established by other well-recognised quality experts, (Le. Deming, Juran, and Ishikawa). The significant departure of the Six Sigma philosophy from existing quality philosophies is that it promotes a stronger emphasis on monitOring production yield and manufacturing costs associated with any quality improvement effort. The other significant contribution that Six Sigma makes to the quality movement is the detailed structure for continuous improvement and the step-by-step statistical methodology. The goal of any Six Sigma improvement effort is to obtain a long-term defect rate of only 3.4 defective parts per million manufactured. Lean and Six Sigma are recent developments in continuous improvement methodology that have been popularised by several high-profile companies. The success and complementary nature of these methodologies has led to their combination into a single methodology, commonly called Lean Six Sigma (LSS). Although there is considerable literature available and many implementations of LSS, very little published research addresses the practical experiences of companies that have implemented LSS. To formalise a Lean Six Sigma implementation strategy for MeG Industries the focus of this research was to answer the research question: "How and why are certain implementations of LSS successful or unsuccessful?" To answer this question, this research investigates the implementation processes of organisations by addressing the following investigative questions: .:. How has LSS been deployed and implemented in organisations? .:. What are barriers to LSS deployment and how are they overcome? .:. What are challenges experienced during a LSS implementation and how are they overcome? The investigative questions further focused the research question and identified several factors that appeared to significantly contribute to implementation success; these factors are: .:. Fusing business strategy with continuous improvement strategy .:. Leadership commitment and involvement in the deployment and implementation processes .:. The use of consultants that are proficient and experienced .:. A defined organisational model and infrastructure which links the continuous improvement efforts with the performance measurement system and senior leadership .:. Defined and standardised personnel selection criteria This research's purpose is to assist MeG Industries to structure a continuous improvement program that abates or eliminates the negative effects caused by deployment barriers and implementation challenges.
AFRIKAANSE OPSOMMING: Deurlopende verbetering is 'n eenstemminge tema gebruik deur menige nywerhede vir die verbetering van produkgehalte en diens. Gedurende die afgelope dekade is 'n nuwe kwaliteitsfilosofie, bekend as Six Sigma, goed gevestig in verskeie maatskappye, bv. Motorola, General Electric, Ford, Honda, Sony, Hitachi, Texas Instruments, American Express ens. Sommige het voorgestel dat die Six Sigma kwaliteit verbeteringfilosofie nie alleenlik impak maak op die globale besigheidsekor nie maar sal ook die disipline van statistiek herskep. Die Six Sigma filosofie vir die verbetering van produk en dienskwaliteit is gebasseer op bestaande beginsels gevestig deur welbekende kwaliteitdeskundiges (bv. Deming, Juran en Ishikawa). Die betekenisvolle afwyking van die Six Sigma filosofie vanaf die bestaande kwaliteitfilosofie is die bevordering van 'n sterk klem op die moniteering van produksieopbrengs en vervaardigingskostes verbind met enige kwaliteitverbeterings inspanning. Die ander betekenisvolle bydrae wat Six Sigma aan kwaliteitbeweging maak is die struktuur vir deurlopende verbetering en die stap vir stap statistiese metodiek. Die doel van enige Six Sigma verbeterings inspanning, is om 'n langtermyn defekgraad van net 3.4 defektiewe parte per miljoen vervaardig, te verkry. Lean en Six Sigma is onlangse ontwikkelings in deurlopende verbeteringsmetodiek, wat populer gemaak is deur verskeie hoe profiel maatskappye. Die sukses en komplimerende karakter van hierdie metodiekke het gelei tot die kombinasie van 'n enkel metodiek, algemeen bekend as Lean Six Sigma (LSS). Alhoewel daar aansienlike literatuur beskikbaar is, bestaan daar min gepubliseerde navorsingstukke wat die praktiese implementering van LSS deur maatskappye aanspreek. Om 'n Lean Six Sigma implementering strategie vir MCG Industries te formuleer is gefokus op navorsing wat die navorsingvraagstuk: Hoekom en waarom is sekere implementerings van LSS suksesvol of onsuksesvol?". Om hierdie vraag te beantwoord ondersoek die navorser die implementeringsprosesse van organisasies deur middel van die volgende navorsingvraagstukke: - Hoe is LSS ontplooi en geimplementeer in organisasies? - Wat is die hindernisse tot LSS ontplooiing en hoe word dit oorbrug? - Watter uitdagings word ondervind met die implementering van LSS en hoe word dit oorbrug? Die ondersoek bevraagteken verdere gefokusde navorsingvraagstukke en identifiseer verskeie faktore wat skynbaar 'n betekenisvolle bydrae lewer tot suksesvolle implementering; hierdie faktore is: -Samesmelting van besigheidstrategie met deurlopende verbeteringstrategie -Leierskapvertroue en betrokkenheid in die ontplooiing en implementerings prosesse -Die gebruik van bekwame en ervare konsultante -'n Gedefineerde organisasiemodel en infrastruktuur wat gekoppel word aan deurlopende verbeteringsinstelling deur middel van 'n prestasiemetingstelsel en senior leierskap -Bepaalde en gestandaardiseerde personeel seleksie kriteria. Die navorsing doel is om MCG Industries behulpsaam te wees met die struktuur van 'n deurlopende verbeteringsprogram wat vermindering of eliminasie van negatiewe uitwerkings, veroorsaak deur ontplooiings hindernisse en implementerings uitdagings.
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Poirier, Debra. "Implementation of six sigma at Company XYZ to eliminate finished good nonconformance." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009poirierd.pdf.

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Books on the topic "Recommendations for implementation of Six Sigma"

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Patel, Suresh. The Tactical Guide to SIX SIGMA Implementation. Boca Raton, FL : CRC Press, 2016.: Productivity Press, 2017. http://dx.doi.org/10.1201/9781315368849.

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Class A ERP implementation: Integrating Lean and six sigma. Boca Raton, FL: J. Ross Publishing, 2005.

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Lee, Kuo-liang. Critical success factors of six sigma implementation and the impact on operations performance. Ann Arbor, MI: UMI Dissertation Services, 2002.

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P, Neuman Robert, and Cavanagh Roland R, eds. The Six Sigma way team fieldbook: An implementation guide for project improvement teams. New York: McGraw-Hill, 2002.

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Aartsengel, Aristide van. Handbook on Continuous Improvement Transformation: The Lean Six Sigma Framework and Systematic Methodology for Implementation. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013.

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Calwell, Patrick Norman. An investigation of the benefits resulting from implementation of the Six Sigma Initiative in Bombardier Shorts. [s.l: The Author], 1999.

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Zaidi, Jennifer. An evaluation of the scope child assessment service: Implementation of recommendations, a six month follow-up. London: UEL, 1994.

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Fu, Lewis. Evaluation study of the CBE's new mathematics program in grades three, six and nine: Report no. 5, program implementation phase, 1984-85 school year : summary &recommendations. Ottawa, Ont: Carleton Board of Education, 1985.

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Six Sigma, Basic Steps & Implementation. AuthorHouse, 2004.

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Six Sigma Methodology and Management's Role in Implementation. New York: McGraw-Hill, 2010.

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Book chapters on the topic "Recommendations for implementation of Six Sigma"

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Sproull, Bob. "The Six Sigma Implementation." In The Secret to Maximizing Profitability, 11–20. 1st Edition. | New York : Routledge, 2020.: Productivity Press, 2019. http://dx.doi.org/10.4324/9780367815301-2.

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Sunder M, Vijaya, and L. S. Ganesh. "Lean Six Sigma Projects in Banking Firms—Implementation Cases." In Lean Six Sigma in Banking Services, 43–73. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-3820-9_5.

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Klochkov, Yury, Bacel Mikhael Alasas, Adarsh Anand, and Ljubisa Papic. "Implementation of Six Sigma Methodology in Syrian Pharmaceutical Companies." In System Performance and Management Analytics, 229–40. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-10-7323-6_19.

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Nupur, Reena, Kanika Gandhi, Anjana Solanki, and P. C. Jha. "Six Sigma Implementation in Cutting Process of Apparel Industry." In Quality, IT and Business Operations, 279–95. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-5577-5_22.

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Senvar, Ozlem, and Dilek Akburak. "Implementation of Lean Six Sigma for Airline Ground Handling Processes." In Lecture Notes in Management and Industrial Engineering, 53–66. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-03317-0_5.

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Świtek, Sławomir, Ludosław Drelichowski, and Zdzislaw Polkowski. "The Implementation of the Concept of Lean Six Sigma Management." In Data Security in Internet of Things Based RFID and WSN Systems Applications, 69–77. Boca Raton : CRC Press, 2020. | Series: Internet of everything (ioe): security and privacy paradigm: CRC Press, 2020. http://dx.doi.org/10.1201/9780429294990-5.

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Angelia, Wildan Trusaji, Wisnu Aribowo, and Dradjad Irianto. "Six Sigma Implementation to Reduce Rejection Rate in Textile Mills." In Lecture Notes in Mechanical Engineering, 211–16. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-15-0950-6_33.

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Bhasin, Nishant, Harkrit Chhatwal, Aditya Bassi, and Shubham Sharma. "Implementation of Six-Sigma Tools in Hospitality Industry: A Case Study." In Lecture Notes in Mechanical Engineering, 1171–82. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-15-8542-5_104.

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Nethaji, P., P. Kaliyappan, R. Sathya, S. R. Hariprakash, and K. Prakash. "Analysis of Six Sigma—Implementation of DIMAC Methodology in Foundry Industry." In Springer Proceedings in Materials, 1213–22. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-15-8319-3_121.

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Shruthi, G., and O. S. Deepa. "Implementation of Six Sigma in CNC Turning Machine—A Case Study." In Lecture Notes in Mechanical Engineering, 267–83. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-33-4320-7_25.

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Conference papers on the topic "Recommendations for implementation of Six Sigma"

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Breyfogle, Forrest W., and Becki Meadows. "The Six Sigma Implementation Process." In SAE 2001 World Congress. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2001. http://dx.doi.org/10.4271/2001-01-1109.

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Franza, Richard M., and Satya S. Chakravorty. "An implementation model for six sigma programs." In Technology. IEEE, 2009. http://dx.doi.org/10.1109/picmet.2009.5262019.

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WONG, ERIC T. T., and LEONARD T. S. FOK. "A SIX SIGMA IMPLEMENTATION PLAN FOR SMEs." In Quality Management: A New Era - The First International Conference on Quality Management and Six Sigma. WORLD SCIENTIFIC, 2005. http://dx.doi.org/10.1142/9789812701930_0006.

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Wang, Xue, Yuquan Wang, and Dan Xu. "Lean six sigma implementation in equipment maintenance process." In 2012 International Conference on Quality, Reliability, Risk, Maintenance, and Safety Engineering (QR2MSE). IEEE, 2012. http://dx.doi.org/10.1109/icqr2mse.2012.6246481.

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Kiatcharoenpol, T., L. Ruekkasaem, D. I. Prajogo, and T. Laosirihongthong. "Six-Sigma™ implementation: Resource-Based View perspective." In EM 2011). IEEE, 2011. http://dx.doi.org/10.1109/icieem.2011.6035338.

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Alhuraish, Ibrahim, Christian Robledo, and Abdessamad Kobi. "The effective of lean manufacturing and six sigma implementation." In 2015 International Conference on Industrial Engineering and Systems Management (IESM). IEEE, 2015. http://dx.doi.org/10.1109/iesm.2015.7380197.

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Subburaj, M., S. Prabhakaran, and T. Prabhuram. "Implementation of DMAIC principle-six sigma technique on road safety." In 2010 Frontiers in Automobile and Mechanical Engineering (FAME). IEEE, 2010. http://dx.doi.org/10.1109/fame.2010.5714861.

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Nguenang, Lionel B. "An approach to Six Sigma implementation in Cape Town enterprises." In Proceedings of the International Conference on Business and Management Dynamics 2016: Sustainable economies in the information economy. AOSIS, 2016. http://dx.doi.org/10.4102/aosis.2016.icbmd10.05.

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Chakrabarty, A., and K. C. Tan. "A survey on Six Sigma implementation in Singapore service industries." In 2007 IEEE International Conference on Industrial Engineering and Engineering Management. IEEE, 2007. http://dx.doi.org/10.1109/ieem.2007.4419428.

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Alnadi, Mohammad, and Patrick McLaughlin. "Leadership that Facilitates the Successful Implementation of Lean Six Sigma." In IMMS 2020: 2020 3rd International Conference on Information Management and Management Science. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3416028.3416045.

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Reports on the topic "Recommendations for implementation of Six Sigma"

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Wannamaker, A. L. Reservoir continuous process improvement six sigma methodology implementation. Office of Scientific and Technical Information (OSTI), December 1996. http://dx.doi.org/10.2172/446291.

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Lameijer, Bart, Wilmer Pereira, and Jiju Antony. The implementation of Lean Six Sigma for operational excellence in digital emerging technology companies. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317330.

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Braun, Lindsay, Jesus Barajas, Bumsoo Lee, Rebecca Martin, Rafsun Mashraky, Shubhangi Rathor, and Manika Shrivastava. Construction of Pedestrian Infrastructure along Transit Corridors. Illinois Center for Transportation, March 2021. http://dx.doi.org/10.36501/0197-9191/21-004.

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The availability and quality of pedestrian infrastructure play key roles in enabling access to transit. Many transit operators face challenges in facilitating this access, however, because they lack land use authority and encounter other institutional and programmatic impediments to effecting changes in the pedestrian environment. This report identifies the barriers to pedestrian access to transit in suburban communities located in the Pace Suburban Bus service area in northeastern Illinois and suggests potential solutions to overcome these barriers. The research team led several activities to collect data, including: conducting an academic literature review; reviewing pedestrian plans, policies, and programs in the region; surveying and interviewing key stakeholders; reviewing pedestrian funding sources; surveying and conducting case studies of peer transit agencies; conducting physical audits of pedestrian infrastructure; and interviewing residents of six municipalities about their transit access experiences. Lack of adequate funding, difficulties planning across jurisdictional boundaries, and conflicts in transportation priorities are major impediments to building pedestrian infrastructure. While planners and decision-makers tend to value pedestrian planning, challenges such as funding constraints and the need to retrofit suburban infrastructure are key barriers to implementation. Peer transit agencies face similar barriers to Pace and use strategies such as plan and policy development, diverse funding opportunities, and collaborative partnerships with stakeholder agencies and advocacy groups to overcome these barriers. Transit riders generally reported positive experiences with pedestrian access to transit in their communities. Many locations had robust infrastructure, but common deficiencies included poor sidewalk connectivity, incomplete crossings, lack of lighting and transit shelters, and deficiencies in Americans with Disabilities Act (ADA) infrastructure. A suite of policy recommendations for Pace and other partners that focus on planning, policy, funding, interagency coordination, education and training, infrastructure prioritization, and transit amenities address the full range of physical and institutional barriers identified in the research.
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