Relevant bibliographies by topics / Six sigma implementation

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Six sigma implementation'

Author: Grafiati
Published: 4 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "Six sigma implementation"

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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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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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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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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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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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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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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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Dissertations / Theses on the topic "Six sigma implementation"

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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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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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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 "Six sigma implementation"

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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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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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Six Sigma For Business Leaders: A Guide To Implementation. Goal/QPC, 2004.

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Stamatis, D. H., and D. H. Stamatis. Six Sigma and Beyond: The Implementation Process, Volume VII. CRC, 2002.

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Book chapters on the topic "Six sigma implementation"

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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 "Six sigma implementation"

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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 "Six sigma implementation"

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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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