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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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Ingle, Sarah, and Willo Roe. "Six sigma black belt implementation." TQM Magazine 13, no. 4 (August 2001): 273–80. http://dx.doi.org/10.1108/09544780110391666.
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Chakravorty, Satya S. "Six Sigma programs: An implementation model." International Journal of Production Economics 119, no. 1 (May 2009): 1–16. http://dx.doi.org/10.1016/j.ijpe.2009.01.003.
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Shukla, Archana, and R. Srinivasan. "Six Sigma Implementation at Bharti Infotel." Asian Case Research Journal 11, no. 02 (December 2007): 367–84. http://dx.doi.org/10.1142/s0218927507000953.
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Bharti Airtel Limited was a leading private sector provider of telecommunication services in India, with a customer base of 8.73 million as of July 2004. The company had two branch companies — Bharti Infotel (that dealt with fixed line, long distance, and enterprise services) and Bharti Cellular (that dealt with mobile telephone services). This case is about the six sigma implementation at Bharti Infotel. The case briefly discusses the business imperatives in the fast changing Indian telecommunications industry. The industry was a monopoly for over half a century after independence and had recently been deregulated with the private players competing with the state-owned BSNL. The industry had exploded in the recent years with increasing number of players, falling tariffs, and improving technology. Stiff competition in the industry meant that any competitive action by a company was immediately imitated by others. Therefore the only sources of competitive advantage in the industry were “quality of service” and “speed”. This case discusses the various steps in the implementation of six sigma quality management system in the company. The company had already implemented Business Process Management Systems (BPMS) and had begun monitoring their performance on the Non-Financial Parameters (NFPs). The six sigma initiative was expected to leverage on these initiatives. Following the six sigma initiative was the Knowledge Management (KM) initiative that was intended to help share the best practices and learning from the six sigma projects across the entire organization. This case highlights the contribution of the six sigma quality management initiative to the company's business strategy, and helps students analyze the process of implementing and institutionalizing the six sigma initiative. The case enables the readers to appreciate the business benefits of six sigma implementation and how it fosters innovation.
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Moosa, Kamran, and Ali Sajid. "Critical analysis of Six Sigma implementation." Total Quality Management & Business Excellence 21, no. 7 (July 2010): 745–59. http://dx.doi.org/10.1080/14783363.2010.483100.
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Pickrell, Gary, Harry J. Lyons, and Judy Shaver. "Lean Six Sigma implementation case studies." International Journal of Six Sigma and Competitive Advantage 1, no. 4 (2005): 369. http://dx.doi.org/10.1504/ijssca.2005.008503.
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Knapp, Susan. "Lean Six Sigma implementation and organizational culture." International Journal of Health Care Quality Assurance 28, no. 8 (October 12, 2015): 855–63. http://dx.doi.org/10.1108/ijhcqa-06-2015-0079.
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Purpose – The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components – management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure. Design/methodology/approach – The study involved surveying 446 human resource and quality managers from 223 hospitals located in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument. Findings – In total, 104 completed responses were received and analyzed using multivariate analysis of variance. Follow-up analysis of variances showed management support was significant, F(3, 100)=4.89, p < 0.01, η2=1.28; infrastructure was not significant, F(3, 100)=1.55, p=0.21, η2=0.05; and using Lean Six Sigma methods was also not significant, F(3, 100)=1.34, p=0.26, η2=0.04. Post hoc analysis identified group and development cultures having significant interactions with management support. Practical implications – The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean Six Sigma initiative key components. This information assists hospital staff who are considering implementing quality initiatives by providing an understanding of what cultural values correspond to effective Lean Six Sigma implementation. Originality/value – Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm’s influence can utilize strategies to better implement Lean Six Sigma.
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Ziegel, Eric R. "Six Sigma and Beyond: The Implementation Process." Technometrics 46, no. 4 (November 2004): 495–96. http://dx.doi.org/10.1198/tech.2004.s243.
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Chakravorty, Satya S., and Aakash D. Shah. "Lean Six Sigma (LSS): an implementation experience." European J. of Industrial Engineering 6, no. 1 (2012): 118. http://dx.doi.org/10.1504/ejie.2012.044813.
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Gijo, E. V., and Tummala S. Rao. "Six Sigma implementation – Hurdles and more hurdles." Total Quality Management & Business Excellence 16, no. 6 (August 2005): 721–25. http://dx.doi.org/10.1080/14783360500077542.
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Jones, Erick C., Mahour Mellat Parast, and Stephanie G. Adams. "A framework for effective Six Sigma implementation." Total Quality Management & Business Excellence 21, no. 4 (April 2010): 415–24. http://dx.doi.org/10.1080/14783361003606720.
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Szeto, Agnes Y. T., and Albert H. C. Tsang. "Antecedents to successful implementation of Six Sigma." International Journal of Six Sigma and Competitive Advantage 1, no. 3 (2005): 307. http://dx.doi.org/10.1504/ijssca.2005.008094.
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Kumar, Maneesh, Jiju Antony, and Alex Douglas. "Does size matter for Six Sigma implementation?" TQM Journal 21, no. 6 (October 2, 2009): 623–35. http://dx.doi.org/10.1108/17542730910995882.
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Singh, Gurwinder, and Davinder Singh. "CSFs for Six Sigma implementation: a systematic literature review." Journal of Asia Business Studies 14, no. 5 (July 2, 2020): 795–818. http://dx.doi.org/10.1108/jabs-03-2020-0119.
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Purpose The success or failure of any Six Sigma program/project depends on some critical factors. The purpose of this paper is to identify and explore critical success factors (CSFs) of Six Sigma from an extensive literature review of research articles published in the context of Six Sigma and propose a categorized list of vital CSFs. Design/methodology/approach The methodology used is the systematic analysis of 64 different research publications and case studies from 34 different journals that are relevant in the context of Six Sigma by filtering, using keywords like Six Sigma and CSFs. This analysis leads to the exploration of a number of CSFs followed by their prioritization by using a Pareto analysis quality tool. These CSFs are then sorted into a proposed list of “vital few” and “useful many” CSFs groups in accordance to their frequency of occurrence. Findings The literature revealed 13 vital CSFs: management involvement and commitment, training, cultural change, communication, customer focus and requirements, organizational infrastructure and resources, project management skills, project prioritization and selection, understanding the Six Sigma methodology, tools and techniques, linking Six Sigma to business strategy, linking Six Sigma to customers, customer focus and requirements, quality data and reporting and linking Six Sigma to suppliers. The consideration of these CSFs will increase the success rates of a Six Sigma program/project in an organization. Research limitations/implications The CSFs extracted spotlight only small and medium enterprises (SMEs) and do not consider large industries. This paper is confined to those articles that argued that the Six Sigma is beneficial to SMEs and does not consider the failure experience of the industries. Originality/value This paper identifies the CSFs for implementing Six Sigma that are comprehensive and potential to address the quality-related issues of industries. This paper also provides an extract of the relevant publishing to both the academicians and practitioners in the field of Six Sigma for implementing Six Sigma framework in an organization. This study is apparently the first of its kind on CSF assessment and categorization.
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Patel, Mihir, and Darshak Arunbhai Desai. "Critical review and analysis of measuring the success of Six Sigma implementation in manufacturing sector." International Journal of Quality & Reliability Management 35, no. 8 (September 3, 2018): 1519–45. http://dx.doi.org/10.1108/ijqrm-04-2017-0081.
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Purpose The purpose of this paper is to capture the status of implementation of Six Sigma in various manufacturing industries and also examine the success of the Six Sigma by using different performance indicators. Design/methodology/approach The methodology of critical review involves the selection and classification of 112 research articles on the implementation of Six Sigma in different manufacturing industries. The selected articles are categorized by the following: articles distribution based on the year of publication, publication database, various journals, contribution of authors, continent, scale of industry, implemented approaches, focused industry, tools and techniques used in phases of Six Sigma methodology, and performance indicators used in Six Sigma implementation. Then after, future scopes of research opportunities are derived based on significant findings. Findings The literature revealed that: Very few work was undertaken on the implementation of Six Sigma in various manufacturing industries like ceramic, paper, gems and jewelry, cement, furniture, stone, fertilizer, forging, paper and surface treatment industries. Most of the researchers have considered very few performance indicators to identify the improvement after Six Sigma implementation. But, there is no clue regarding overall improvement in different perspectives after the implementation of Six Sigma. The financial indicators, personnel indicators, process indicators and customer indicators are useful to measure the overall improvement after the implementation of Six Sigma in the manufacturing sector. Research limitations/implications The study was carried out on the implementation of Six Sigma methodology in various manufacturing industries, and various performance indicators were identified while implementing the Six Sigma methodology. Case studies pertaining to service industries were not covered here. Originality/value Very little research has been carried out to measure the overall success of implementing Six Sigma methodology in manufacturing industries. This paper will provide value to students, researchers and practitioners of Six Sigma by providing insight into the implementation of Six Sigma in manufacturing industries.
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Sreedharan V., Raja, Vijaya Sunder M., and Raju R. "Critical success factors of TQM, Six Sigma, Lean and Lean Six Sigma." Benchmarking: An International Journal 25, no. 9 (November 29, 2018): 3479–504. http://dx.doi.org/10.1108/bij-08-2017-0223.
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Purpose The purpose of this paper is to review the existing literature on the critical success factors (CSFs) of various continuous improvement (CI) like total quality management (TQM), Lean, Six Sigma and Lean Six Sigma (LSS), and perform a content analysis (CA) leading to an agenda for future research. Design/methodology/approach CA is based on literature review of 41 papers published in peer-reviewed scholarly journals. A four-stage methodology is used by the authors, with Stage 1 featuring relevant material collection; Stage 2 presenting a descriptive analysis; Stage 3 outlining the category selection; and Stage 4 featuring the material evaluation using clustering and Pareto analysis. Findings The CA revealed various research implications and directions for the future. The number of studies in the literature regarding CSF assessment is found to be far from substantial while compared to CI implementation. Assessment methodologies developed have been ranging from qualitative to quantitative models. Key gaps were identified and directions for CSF assessment are proposed which requires further validation. Research limitations/implications Only articles that appeared in peer-reviewed journals were analyzed; conference papers, reports, manuals and white papers from practice were excluded. Another limitation of the paper would be the scope of CA limited to four CI constructs – TQM, Lean, Six Sigma and LSS. Research implications indicate that the future studies in this domain would be intensive toward analyzing the vital CSFs for enterprise organizational excellence and not merely process excellence. Practical implications This review study can serve as a resource for both researchers and practitioners to understand the importance of CSFs and positioning CSFs for the successful implementation of CI programs. Originality/value The CA on the existing literature on CSFs for CI presents a unique, systematic effort to identify an agenda for future research. This study is the apparently the first of its kind on CSF assessment.
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Papic, Ljubisa, Mihailo Mladjenovic, Andres Carrion Garcia, and Deepti Aggrawal. "Significant Factors of the Successful Lean Six-Sigma Implementation." International Journal of Mathematical, Engineering and Management Sciences 2, no. 2 (June 1, 2017): 85–109. http://dx.doi.org/10.33889/ijmems.2017.2.2-009.
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Based on an extensive literature review we have selected factors critical for Lean Six Sigma implementation success. Four variables were selected to be used as output variables measuring this project success: project on time completion, achievement of financial goals, sigma level achieved (that was measured using Defects per Million Opportunities, DPMO), and overall project success. Using empirical data from 256 Lean Six Sigma Projects, we present the model developed and identify significant factors for Lean Six Sigma implementation success. Empirical results, which were collected during Lean Six Sigma implementation in 39 business units of an Automotive Sector Company in North America and Europe, were analysed using Multivariate Analysis of Variance (MANOVA) and General Linear Model (GLM). Two main factors were found as positively linked with the different aspects of project success: the competency of the Black Belts team and the management support to the project.
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Sanders, Doug, and Cheryl Hild. "A DISCUSSION OF STRATEGIES FOR SIX SIGMA∗ IMPLEMENTATION." Quality Engineering 12, no. 3 (January 2000): 303–9. http://dx.doi.org/10.1080/08982110008962593.
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Huq, Ziaul. "Six-Sigma implementation through Competency Based Perspective (CBP)." Journal of Change Management 6, no. 3 (September 2006): 277–89. http://dx.doi.org/10.1080/14697010600941825.
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Prabu, K., J. Makesh, K. Naveen Raj, S. R. Devadasan, and R. Murugesh. "Six Sigma implementation through DMAIC: a case study." International Journal of Process Management and Benchmarking 3, no. 3 (2013): 386. http://dx.doi.org/10.1504/ijpmb.2013.058162.
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Zu, Xingxing, and Lawrence D. Fredendall. "Enhancing Six Sigma Implementation Through Human Resource Management." Quality Management Journal 16, no. 4 (January 2009): 41–54. http://dx.doi.org/10.1080/10686967.2009.11918249.
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Jones, Erick C., Mahour Mellat Parast, and Stephanie G. Adams. "Developing an instrument for measuring Six Sigma implementation." International Journal of Services and Operations Management 9, no. 4 (2011): 429. http://dx.doi.org/10.1504/ijsom.2011.041241.
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Tampubolon, Salmon, and H. H. Purba. "Lean six sigma implementation, a systematic literature review." International Journal of Production Management and Engineering 9, no. 2 (July 28, 2021): 125. http://dx.doi.org/10.4995/ijpme.2021.14561.
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<p class="TtuloAbstract">Organizations must be able to meet customer needs in today’s complex market situation and business environment, the needs and essentials for their satisfaction such as high product quality, competitive costs and faster delivery. Organization need to apply a comprehensive concept and method on managing this requirement. This systematic review intends to identify how Lean Six sigma implementation in many industries. Lean Six Sigma (LSS) is a method that has been widely used in research in various fields and continues to grow, to get the most common solution it is necessary to review the method. This research is to observe concept and method still relevant to be use and effectively improved the business performance and customer satisfaction. For the identity of the LSS Papers, a total of 50 research papers were reviewed which met the criteria, Research object, country of research and year of publication and Result of research. The result show that LSS is still being used and successfuly help the organization to improve their competitiveness, improve quality, reduce costs, increase customer satisfaction, increase productivity, and increase employee morale.</p>
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Elfanda, Muhamad Erga. "IMPLEMENTATION OF SIX SIGMA IN PRODUCT QUALITY CONTROL." Jurnal Ekonomi dan Bisnis Airlangga 31, no. 1 (May 6, 2021): 51. http://dx.doi.org/10.20473/jeba.v31i12021.51-63.
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Introduction: The problem faced by the company is the increase in the number of damaged products during the production process, which affects the quality of the product resulting decreased sales levels. The production process in food, beverage, and other processing industry is the most important activity to produce products that later to be marketed. Methods: The research method used in the study is Six Sigma method. Six Sigma is a system which has purpose to make a business become successful in a comprehensive and flexible manner. The product taken and examined is the sweet fermented Carica fruit. This fruit will be produced by CV. Gemilang Kencana, wheresoever the fruit is ready for the packing process, both cups and bottles.Results: The results of the calculation of Six Sigma value from CV. Gemilang Kencana has a sigma level 3.8 with the possibility of damage/ defects to the product up to 11,760 pcs in a million chance of production (DPMO). To reduce the number of damaged/ defective products that occur in the production process by sorting the highest percentage of causes damage, namely packaging leakage by 37%, untidy products by 50%, and less full products by 13%.Conclusion and suggestion: After knowing the results in this study, if the cause of the damage is not handled properly, more products will fail during the production process, which will cause an increase in production costs and have an impact on company losses.
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Alhamali, Rashid M. "Success Factors and Benefits of Six Sigma Implementation in Hospitals: A Systematic Review." Business and Management Studies 1, no. 2 (June 5, 2019): 1. http://dx.doi.org/10.11114/bms.v5i3.4245.
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This review explores critical success factors of Six Sigma implementation in hospitals and identifies the benefits. Data sources and Methodology: Prior studies on Six Sigma (SS) totaling 100 were selected from more than 100 journals. These studies came from numerous databases and are classified based on the year of publication. Journal names with corresponding number of papers selected are reported. The review reveals 25 critical success factors (CSF) necessary in the implementation of Six Sigma, encompassing numerous aspects of an organization such as managerial, statistical, and technical aspects. Twenty benefits derived from SS’s implementation are identified, including various improvements in terms of the organizations’ processes, financial performance, and quality of service. The success of Six Sigma implementation depends on several critical factors, some of which are best considered before its introduction, while others must be addressed during the process itself. Other factors are external and should be considered during and after its implementation. Not all Six Sigma initiatives are successful nor result in great benefits. Therefore, organizations must analyze their need for Six Sigma projects and base their decisions on the availability/presence of the CSF. Organizations, including hospitals, can gain numerous benefits from Six Sigma implementation but must first evaluate Six Sigma’s introduction and implementation against their abilities to achieve desired outcomes.
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Setiawan, Indra, Humiras Hardi Purba, and Fransisca Debora. "A systematic literature review of implementation six sigma in manufacturing industries." Operations Excellence: Journal of Applied Industrial Engineering 12, no. 3 (November 9, 2020): 319. http://dx.doi.org/10.22441/oe.2020.v12.i3.005.
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The Six Sigma approach has received a lot of attention in various industrial sectors from the manufacturing industry to the service industry. More specific knowledge about Six Sigma has grown rapidly. Much of the training and research on Six Sigma is carried out in various industries and university. This literature review related to Six Sigma purpose to provide an overview of Six Sigma implementation in the manufacturing industries. The Six Sigma approach that has been introduced and implemented for a long time is DMAIC (Define, Measure, Analyze, Improve, and Control). This paper discusses the published literature related to Six Sigma ranging from 2015 to 2020. This paper involves the study review of 50 papers related to the implementation of Six Sigma of known database search including Elsevier, Science Direct, Emerald Insight and Google Scholars. This literature review contains results from a variety of different perspectives. The perspective includes the focus of the industry, the focus of the number of distribution by country, the focus of the year of publication and the focus of the number of publishers. In fact, this is useful for all types of manufacturing industries to find solutions to problems. The paper also provides advantages for researchers next to add to the literature.
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Jenab, Kouroush, and Selva Staub. "Analyzing Management Style and Successful Implementation of Six Sigma." International Journal of Strategic Decision Sciences 3, no. 3 (July 2012): 13–23. http://dx.doi.org/10.4018/jsds.2012070102.
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This study reports on the effects of management style in successful implementation of Six Sigma. The authors collected data using a 18-item survey, classified managers from a wide range of industry, healthcare, military, and services into one of two management styles using Douglas McGregor’s Theory of X and Y, and compared these classifications among the survey respondents to determine the level of Six Sigma commitment and success. Six Sigma is just one of many tools used to improve processes within an organization that requires management commitment. This level of commitment will depend on a manager perception of worker motivation. Despite an existing body of literature on worker motivation, limited research has been conducted that explores the possible connection between manager perception of worker motivation and the organization’s commitment and success with Six Sigma. The results are explored further in the article.
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Nayar, Preethy, Diptee Ojha, Ann Fetrick, and Anh T. Nguyen. "Applying Lean Six Sigma to improve medication management." International Journal of Health Care Quality Assurance 29, no. 1 (February 8, 2016): 16–23. http://dx.doi.org/10.1108/ijhcqa-02-2015-0020.
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Purpose – A significant proportion of veterans use dual care or health care services within and outside the Veterans Health Administration (VHA). In this study conducted at a VHA medical center in the USA, the authors used Lean Six Sigma principles to develop recommendations to eliminate wasteful processes and implement a more efficient and effective process to manage medications for dual care veteran patients. The purpose of this study is to: assess compliance with the VHA’s dual care policy; collect data and describe the current process for co-management of dual care veterans’ medications; and draft recommendations to improve the current process for dual care medications co-management. Design/methodology/approach – Input was obtained from the VHA patient care team members to draw a process map to describe the current process for filling a non-VHA prescription at a VHA facility. Data were collected through surveys and direct observation to measure the current process and to develop recommendations to redesign and improve the process. Findings – A key bottleneck in the process that was identified was the receipt of the non-VHA medical record which resulted in delays in filling prescriptions. The recommendations of this project focus on the four domains of: documentation of dual care; veteran education; process redesign; and outreach to community providers. Research limitations/implications – This case study describes the application of Lean Six Sigma principles in one urban Veterans Affairs Medical Center (VAMC) in the Mid-Western USA to solve a specific organizational quality problem. Therefore, the findings may not be generalizable to other organizations. Practical implications – The Lean Six Sigma general principles applied in this project to develop recommendations to improve medication management for dual care veterans are applicable to any process improvement or redesign project and has valuable lessons for other VAMCs seeking to improve care for their dual care veteran patients. Originality/value – The findings of this project will be of value to VA providers and policy makers and health care managers who plan to apply Lean Six Sigma techniques in their organizations to improve the quality of care for their patients.
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Chakraborty, Ayon, and Tan Kay Chuan. "An empirical analysis on Six Sigma implementation in service organisations." International Journal of Lean Six Sigma 4, no. 2 (May 31, 2013): 141–70. http://dx.doi.org/10.1108/20401461311319338.
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PurposeSince its introduction by Motorola in the 1980s, Six Sigma and its philosophy have found widespread application in many manufacturing and service industries. It is felt that there is a need to take stock of the spread of Six Sigma implementation in service organisations. The purpose of this paper is to investigate five main themes which have emerged from literature and to draw on those themes to reflect on wider applicability of Six Sigma in services.Design/methodology/approachThe study involves two exploratory questionnaire surveys. The small‐scale survey is conducted in service organizations in Singapore. The large‐scale survey was web‐based and involved service organisations throughout the world. The objective is to explore and understand the issues highlighted by the service organisations during Six Sigma implementation.FindingsThe findings confirm the inclusion of critical success factors, critical‐to‐quality characteristics, and set of tools and techniques as observed from the literature. In the case of key performance indicators (KPIs), there are different interpretations about them in the literature and also by industry practitioners. Some literature explains KPIs as performance metrics whereas some feel they are key process input or output variables, which is similar to interpretations by practitioners of Six Sigma. The responses of “not relevant” and “unknown to us” as reasons for not implementing Six Sigma show the need for understanding specific requirements of service organizations.Research limitations/implicationsThe limited responses from the authors' surveys restrict the possibility of generalising the findings. Therefore, more extensive survey is required. The three‐phase approach with mixed method used in the overall study has been shown to be useful.Originality/valueAlthough much theoretical description is available about Six Sigma, there has been limited rigorous academic research on it. This gap is far more pronounced about Six Sigma implementation in service organizations, where the theory is not yet mature. Identifying this need, the paper contributes, by empirical research through surveys, to understand the issues involving Six Sigma implementation in service organizations.
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Yuri M. Zagloel a, Teuku, Romadhani Ardi b, and Wahyu Poncotoyo. "Six sigma implementation model based on critical success factors (CSFs) for indonesian small and medium industries." MATEC Web of Conferences 218 (2018): 04017. http://dx.doi.org/10.1051/matecconf/201821804017.
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This study aims to build a model of critical success factors in the application of Six Sigma for Indonesian small and medium industries and their relation to the industry performance. The critical success factors, successful Six Sigma implementation and the impact on industry performance are validated and analyzed. The method used in this study is Structural Equation Modeling (SEM) based on Partial Least Square (PLS) by using SmartPLS software. This study uses 54 data from Indonesian small and medium industries that have implemented Six Sigma. The results of this study indicate that a critical success factors that has a positive impact on the successful Six Sigma implementation is the involvement and commitment top management, training and education, cultural change and industrial infrastructure. It is surprising that teamwork has a negative impact on the successful Six Sigma implementation. In addition, the successful Six Sigma implementation has a positive impact on the performance of Indonesian small and medium industries. Then, the model is valid to shows the relationship between critical success factors in the successful Six Sigma implementation on the performance of small and medium industries in Indonesia.
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Schmidt, Arine, Thayla T. Sousa-Zomer, João M. Andrietta, and Paulo A. Cauchick-Miguel. "Deploying Six Sigma practices to General Electric subsidiaries in a developing economy." International Journal of Quality & Reliability Management 35, no. 2 (February 5, 2018): 446–62. http://dx.doi.org/10.1108/ijqrm-09-2016-0155.
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Purpose The purpose of this paper is to investigate Six Sigma implementation in the subsidiaries of General Electric (GE) located in Brazil and to explore the role of the quality culture of headquarters in overcoming common obstacles to Six Sigma implementation reported by other studies. Design/methodology/approach An exploratory survey was the basis for gathering data for this study. A structured questionnaire was developed covering issues related to Six Sigma implementation, such as experienced benefits, main outcomes, and metrics adopted by companies. Data from eight GE subsidiaries were qualitatively analyzed. The findings were discussed in the light of other studies conducted in Brazil as well as in other developing countries in the context of the role of existing quality culture in overcoming barriers to Six Sigma implementation. Findings The findings revealed that Six Sigma at GE subsidiaries achieved better results in comparison with the results obtained by other Brazilian companies reported in the literature. GE quality culture aspects such as top management commitment, high investment in training, recognition schemes, and development of a well-planned infrastructure were identified as valuable to overcome common barriers to Six Sigma implementation. Moreover, the findings showed a strong alignment with the goals and practices of GE headquarters, which is an evidence of the quality culture that exists in GE and that allows all GE businesses achieve benefits with Six Sigma. Originality/value Since limited empirical research has been conducted concerning Six Sigma implementation in developing countries, this paper aspires to contribute to Six Sigma body of knowledge by illustrating the practices of a world benchmark corporation.
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Jesus, Abel Ribeiro de, Jiju Antony, Herman Augusto Lepikson, and Carlos Arthur M. Teixeira Cavalcante. "Key observations from a survey about Six Sigma implementation in Brazil." International Journal of Productivity and Performance Management 64, no. 1 (January 12, 2015): 94–111. http://dx.doi.org/10.1108/ijppm-06-2013-0109.
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Purpose – The purpose of this paper is to present a survey on Six Sigma and key observations on which variables/management practices are the most important for a successful Six Sigma implementation, as well as the strengths and weaknesses of the practices observed in companies in Brazil. Design/methodology/approach – Five research questions were proposed, and an exploratory field study was carried out. A sample of 103 questionnaires was obtained. In total, 26 independent variables were analyzed, with a factor analysis reducing this number to 14, for which three main constructs were observed. Findings – Large manufacturing industries are implementing the Six Sigma program in Brazil. Three main constructs were observed to be critical for the success of Six Sigma. The strengths and weaknesses of the 14 independent variables studied within each construct were found. Practical implications – This paper has practical implications in that companies can use the conclusions of this study to improve their implementation of the Six Sigma program. Social implications – This research may initiate cooperation between the companies within the study and academia, which may lead to a better understanding of Six Sigma within these organizations. Originality/value – The originality of this study is that the survey was conducted with companies in Brazil, a country that suffers from a lack of information on Six Sigma programs. A robust methodological strategy was used that determined the three most important constructs for successful implementation of Six Sigma.
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Trofimova, N. N. "Features and prospects of implementation of the integrated Lean Six Sigma methodology at the enterprise." Vestnik Universiteta, no. 4 (June 5, 2021): 123–29. http://dx.doi.org/10.26425/1816-4277-2021-4-123-129.
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The article considers the integrated Lean Six Sigma methodology. The author shows that today enterprises use the Lean Six Sigma methodology to improve production indicators, optimize the product portfolio, achieve strategic goals. The paper clarifies the essence of the American (Six Sigma) and Japanese (Lean) enterprise management methodology. The study highlights some features, system tools and methods of continuous improvement in the framework of the implementation of the integrated Lean Six Sigma methodology at the enterprise. The article highlights a number of key success factors for the implementation of this methodology. The paper proposes the criteria for assessing the readiness of the enterprise to its implementation. The scientific novelty of the study is that the author identified the advantages and problems of implementing the Lean Six Sigma methodology at enterprises. The author made a proposal on the need for mandatory assessment of the company's readiness to work on the Lean Six Sigma methodology using fuzzy logic tools, and also highlighted the stages of its implementation. The practical significance of the work done is that it can serve as a basis for further scientific research in the field of the Lean Six Sigma methodology.
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Paslawski, Jerzy. "HYBRID FLEXIBLE APPROACH FOR SIX SIGMA IMPLEMENTATION IN CONSTRUCTIONAL SME." Journal of Civil Engineering and Management 19, no. 5 (October 29, 2013): 718–27. http://dx.doi.org/10.3846/13923730.2013.804433.
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Possibility of Six Sigma implementation in small/medium enterprise (SME) in construction industry is the goal of this paper. Robust conception of Six Sigma is taken as one option of flexible approach used in construction industry for risk management. High level of risk on the operations management is very important feature in comparison between construction industry and other economy branches. This problem is connected with very restricted level of automation and robotics, influenced environment, etc. Hierarchical culture with fragmentation of activity and low cost preferences as typical approach in construction industry seems to be important reasons of problems in Six Sigma implementation process. Presented conception is based on hybrid approach for flexibility implementation: robustness (Six Sigma), adaptation, simplification (Japan flexibility school) and modification of organizational culture. All four elements were fitted together for achievement of synergy effect.
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Frings, Ginny W., and Laura Grant. "Who Moved My Sigma ? Effective Implementation of the Six Sigma Methodology to Hospitals." Quality and Reliability Engineering International 21, no. 3 (2005): 311–28. http://dx.doi.org/10.1002/qre.630.
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AlSagheer, Abdullah. "Six Sigma For Sustainability In Multinational Organizations." Journal of Business Case Studies (JBCS) 7, no. 3 (April 28, 2011): 7. http://dx.doi.org/10.19030/jbcs.v7i3.4259.
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The Six Sigma model provides various kinds of sustainability to companies in terms of quality enhancement, zero defect level, market share enhancement, optimal production level and financial returns. Multinational companies are more orientated toward implementation of Six Sigma than small scale locally held companies. Numerous larger companies have so far implemented Six Sigma including 3M, Caterpillar, Merrill Lynch, Bank of America, Amazon.com, DHL, SGL group, Dell, Ford Motor Company, DuPont, McGraw Hill Companies and HSBC group. Implementation of Six Sigma requires considerable cost and effort in terms of human resource training and reformulation of business processes. This study is an attempt to find what kind of sustainability motivates multinational companies to invest in Six Sigma. Sustainability identified includes social sustainability, environmental sustainability, and economic sustainability. With the aid of interviews, a constant comparison study is conducted in order to find the most prevalent type of sustainability offered by Six Sigma. A sample is drawn from multinational companies which have already implemented Six Sigma in their operations. The findings suggest that multinational companies implement Six Sigma in order to attain economic sustainability through various means such as market share, customer base, and social sustainability.
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Widjajanto, Sugiri, and Humiras Hardi Purba. "SIX SIGMA IMPLEMENTATION IN INDONESIA INDUSTRIES AND BUSINESSES: A SYSTEMATIC LITERATURE REVIEW." Journal of Engineering and Management in Industrial System 9, no. 1 (May 30, 2021): 23–34. http://dx.doi.org/10.21776/ub.jemis.2021.009.01.3.
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Understanding quality in manufacturing starts with defect identification and improvement finding. Reliability that influenced by equipment design or working methods or environment has led to concept of improvement with six sigma method and this has been absorbed in Indonesia industries as well. This article discusses about six sigma implementation in Indonesia from various business and industries. The method is to review research articles that are published within 2016-2020 with keyword DMAIC and six sigma. The results from 52 selected articles is obtained average 3.68 sigma value of Indonesia industries within year 2016-2020 with the least value 1.10 from crude palm oil refinery and the highest is 5.10 from bagging process of sugar refinery. However, six sigma application is not always satisfying concerning its suitability function, requirement of industries, culture, local regulation, and internal business concern, especially in terms of efficiency and cost. Future research is suggested utilizing industry 4.0 concept to enhance six sigma implementations.
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Thomas, Andrew, and Richard Barton. "Developing an SME based six sigma strategy." Journal of Manufacturing Technology Management 17, no. 4 (June 1, 2006): 417–34. http://dx.doi.org/10.1108/17410380610662852.
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PurposeThe effective implementation of the six sigma strategy within UK manufacturing industries, in particular SMEs, can be considered to be poor. SMEs cite high costs and complexity of implementation as being the major limiting factors as to its widespread use. This paper aims to describe the application of six sigma in an SME and to show how the company applied a cost‐effective six sigma methodology to eradicate a critical to quality (CTQ) issue. The paper seeks to conclude by developing a strategic framework for the widespread use of six sigma in SMEs.Design/methodology/approachThis paper applies the six sigma strategy in an SME in order to eradicate a major CTQ issue. It identifies the approach employed, the tools and techniques used and shows the savings that were made through the structured application of the DMAIC procedure, which is at the heart of the six sigma approach.FindingsThrough the correct application of experimental design approaches, this paper identifies the optimum parameter settings that enabled the company to eradicate the CTQ issue and achieve significant improvements in quality and cost from a modest financial outlay.Research limitations/implicationsThe design and implementation of an SME‐specific six sigma strategy and its application to a real engineering problem will enable companies to apply the techniques and to attain improvements in terms of cost and quality.Originality/valueThe application of the six sigma strategy and the resulting conclusions as to its effectiveness for industry are the real value of this paper. This paper will be valuable for quality professionals, design engineers and manufacturing specialists in a wide range of industries.
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S. Reosekar, Ravi, and Sanjay D. Pohekar. "Six Sigma methodology: a structured review." International Journal of Lean Six Sigma 5, no. 4 (October 28, 2014): 392–422. http://dx.doi.org/10.1108/ijlss-12-2013-0059.
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Purpose – The main aim of the present study is to explore field of Six Sigma and discover the limitation of the present research work. The study also tries to find emerging aspects, trends and future directions and explore unfocused areas of Six Sigma. The present study involves an analysis of 179 research articles published from 1995 to 2011 in 52 selected reputable journals. Design/methodology/approach – The methodology of critical assessment involves selection and classification of 179 research articles on Six Sigma. The selected articles are classified by: time distribution of articles, research methodology, research stream, authorship patterns, sector-wise focus of articles, integration with other manufacturing philosophies, implementation status and performance measurement of the models or framework. Then, the suggestions for the future scope of research possibilities and development are identified. Findings – The study provides a taxonomical and integrated review of articles. Further, this study provides perspectives on conceptualization and various critical parameters for research. Through this literature review, many issues are addressed which have not previously been adequately covered. The findings include: increase in empirical nature of research articles, need for spreading research in the field of Six Sigma implementation, need for more interregional research collaborations, need for integration of Six Sigma philosophy with other philosophies and lack of implementation, i.e. testing and validation of the proposed models or frameworks by researchers. Practical implications – The present study has explored an unfocused area of Six Sigma which will help future researchers to concentrate on the grey areas of Six Sigma. The study will help professionals to get a comprehensive database of Six Sigma articles and their use in practical situation. The results obtained from the study are expected to help researchers, academics and professionals to focus on the growth, pertinence and research developments to implement Six Sigma principles. Originality/value – This paper will be of great help for those carrying out research in Six Sigma field including academics and practitioners in terms of Six Sigma growth describing the trends, sources and findings. The unique feature of this research is the large sample size and a time span of 16 years (1995-2011). The unique feature of this research is the large sample size and a time span of 16 years (1995-2011).
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Michael, S., and V. Mariappan. "The Success Roadmap for Six Sigma Implementation in Organization." Review of Professional Management- A Journal of New Delhi Institute of Management 8, no. 1 (June 1, 2010): 64. http://dx.doi.org/10.20968/rpm/2010/v8/i1/92853.
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Al-Akel, Karam, and Liviu-Onoriu Marian. "The Lean Six Sigma Algorithm—A Roadmap for Implementation." Proceedings 63, no. 1 (December 15, 2020): 24. http://dx.doi.org/10.3390/proceedings2020063024.
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In competitive environments, such as batch manufacturing, Lean and Six Sigma offer the proper tools as a paramount advantage to the companies who choose to adopt their principles. With the main purpose of decreasing the failure rate of continuous improvement projects due to high abandon levels across the globe, a Lean Six Sigma algorithm has been generated, tested and validated in the pharmaceutical industry. The present paper will reveal the core implementation steps regarding the suggested algorithm, the critical tools used and results obtained through implementing the proposed roadmap.