Journal articles: '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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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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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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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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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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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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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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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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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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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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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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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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Rodrigues Nogueira, Rayra, Syntia Lemos Cotrim, and Gislaine Camila Lapasini Leal. "Lean six sigma implementation on a yarn textile industry." Revista Gestão da Produção Operações e Sistemas 12, no. 2 (June 1, 2017): 67–94. http://dx.doi.org/10.15675/gepros.v12i2.1634.

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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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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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Svensson, Carsten, Jiju Antony, Mohamed Ba-Essa, Majed Bakhsh, and Saja Albliwi. "A Lean Six Sigma program in higher education." International Journal of Quality & Reliability Management 32, no. 9 (October 5, 2015): 951–69. http://dx.doi.org/10.1108/ijqrm-09-2014-0141.

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Purpose – The purpose of this paper is to contribute to the body of Lean Six Sigma (LSS) knowledge within the field of higher education institutions. The paper will review the initial phase of an implementation and highlight future challenges of applying the LSS method in a complex transactional environment. Design/methodology/approach – The observations presented in this paper originate from rolling out a large LSS implementation at a recently established university. The paper is supported with secondary data from literature. Findings – The implementation of LSS methodology at King Abdullah University of Science and Technology has resulted in improvements in business processes and efficiency. This has been achieved through project execution and training programs. Approximately 350 staff members have completed awareness training, 50 yellow belts and 150 green belts have been trained, and the first round of seven black belts have completed training of which two have completed certification. Research limitations/implications – This paper is based on an empirical study of a single instance and the authors’ experiences as practitioners. Originality/value – This paper is the first description of what is believed to be one of the largest implementations of LSS in higher education.

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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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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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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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Cheng, Lang Jung. "Implementing Six Sigma within Kaizen events, the experience of AIDC in Taiwan." TQM Journal 30, no. 1 (January 8, 2018): 43–53. http://dx.doi.org/10.1108/tqm-02-2017-0017.

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Purpose The purpose of this paper is to explore a Six Sigma implementation within a Kaizen mechanism, how the Kaizen events and methodology evolved, as well as the critical success factors as the methodology developed. Design/methodology/approach This paper begins with a review of the literature on Six Sigma and its Kaizen factors, followed by an empirical study a Kaizen event framework that was developed for a Taiwanese firm. Findings The results of the Six Sigma system proposed in this paper show that each organization used a unique Kaizen mechanism when initiating a Six Sigma project. A Kaizen event within a Kaizen mechanism can be used to obtain valuable insights about Six Sigma implementations. Firms should be able to achieve better management decisions after conducting self-assessments using the model. Originality/value This paper provides documented evidence of Six Sigma implementations with Kaizen events flow units, representative of aerospace industry. This study should prove to be of a great value to academics, consultants, researchers, and practitioners of Six Sigma.

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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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Uluskan, Meryem, and Ezgi Pınar Oda. "A thorough Six Sigma DMAIC application for household appliance manufacturing systems." TQM Journal 32, no. 6 (March 13, 2020): 1683–714. http://dx.doi.org/10.1108/tqm-06-2019-0171.

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PurposeThe purpose of this study is to analyze door-panel alignment defects seen in built-in ovens manufactured in one household appliances company's plant. Alignment defects in oven door panel substantially affect aesthetics of the product which is an important aspect in driving customer preference and satisfaction. Therefore, this study aimed to increase the initial 3.1 sigma level of oven-manufacturing process to at least 4 sigma level by decreasing a particular door-panel alignment defect, which constituted 67.7 percent of the overall alignment defects.Design/methodology/approachThe goals were achieved through a structured Six Sigma implementation with lean element by utilizing various Six Sigma tools such as workflow, Pareto-analysis, measurement system analyses, control-charts, process capability analysis, cause-and effect-diagram and hypotheses tests. A non–value-added step was also eliminated through the lean approach.FindingsThrough Six Sigma implementation, the initial 3.1 sigma process performance level has been increased to 4.4 sigma level leading to substantial decrease in alignment defects.Originality/valueIn the quality management literature, not many papers directly deal with aesthetics and appearance problems of the products especially in the household appliances industry. Moreover, hypothesis testing is not frequently used in Six Sigma implementations in the literature. In addition to limited usage of hypothesis testing, very few studies conducted a thorough measurement system analysis. Considering these gaps in the Six Sigma literature, this study fills an important gap in research by implementing a detailed Six Sigma study, enhanced with hypothesis testing and a thorough measurement system analysis, on the aesthetics and appearance of the product.

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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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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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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.

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Augusto Cauchick Miguel, Paulo, and Marly Monteiro de Carvalho. "Benchmarking Six Sigma implementation in services companies operating in an emerging economy." Benchmarking: An International Journal 21, no. 1 (February 25, 2014): 62–76. http://dx.doi.org/10.1108/bij-03-2012-0014.

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Purpose – The paper reports case studies conducted in services organizations that apply Six Sigma in an emerging economy. Aspects of human resources and full-time specialist, infra-structure, top management leadership, customer requirements, focus on financial and non-financial results, structured method and strategic project selection are investigated. The paper aims to discuss these issues. Design/methodology/approach – Case-based research is employed as methodological approach. Data were mostly gathered through semi-structured interviews with managers involved with Six Sigma implementation. When available, archival data were also used to achieve more evidence towards triangulation. Then, the aggregation of the results was done a posteriori. Findings – It was verified that Six Sigma was successfully implemented in those companies, however with some drawbacks. The studied companies adopt Six Sigma in association with other quality management approaches, mainly ISO 9000: 2008 and lean production. Research limitations/implications – The study was limited to three service companies. Therefore, the study findings are not subject to generalisation for other similar firms. Practical implications – The research shows the importance of Six Sigma implementation in service companies in addition to its contribution to practical application by identifying the relevant aspects of its introduction. It enables practitioners to use the findings on factors that should be taken into consideration when applying Six Sigma. Originality/value – It is one of the few studies on Six Sigma analysis in emerging economies. In addition, the empirical results found support in existing theory to some extent.

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Kapoor, Anuj, Rahul Bhaskar, and Au Vo. "Pioneering the Health Care Quality Improvement in India Using Six Sigma." Journal of Cases on Information Technology 14, no. 4 (October 2012): 41–55. http://dx.doi.org/10.4018/jcit.2012100104.

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In India, the notion of Health Care Quality has become a relevant topic. Even though Quality Management processes such as Six Sigma have been proven in the health care industry in the United States, there is little record of Six Sigma implementation in India. Despite the lack of proven success in the country, Simplified Health Care, a prominent health care provider in North India, launched successful Six Sigma implementation, which was supplemented with other IT initiatives including Electronic Health Care Records. Simplified Health Care success is a testament for Six Sigma, despite challenges ahead.

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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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Narula, Virender, and Sandeep Grover. "Improving Quality of Education using Six Sigma DMAIC Methodology." International Journal of Quality Assurance in Engineering and Technology Education 4, no. 2 (April 2015): 49–61. http://dx.doi.org/10.4018/ijqaete.2015040105.

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There have been many successful applications of Six sigma in manufacturing over the last two decades. In the last decade, there has been quantum increase in applications of Six sigma in service organizations. However, academic organizations have legged other organizations in applying Six sigma. Education is emerging as major commercial activity in the service sector, and institutions are realizing the significance of quality improvement in education. Quality in education is no more a desirable strategy; it has become essential for the survival of an institution. The paper illustrates how Six sigma may be used to improve performance parameters of a technical institution. The authors have identified critical to quality characteristics and proposed a team structure for successful implementation of a Six sigma project. The authors have further recommended findings along with an implementation control plan based on a Six sigma case study of technical institution located in National Capital Region (NCR) in India.

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Psomas, Evangelos. "The underlying factorial structure and significance of the Six Sigma difficulties and critical success factors." TQM Journal 28, no. 4 (June 13, 2016): 530–46. http://dx.doi.org/10.1108/tqm-04-2015-0049.

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Purpose – The purpose of this paper is to determine the underlying structure (latent constructs) of the difficulties and critical success factors (CSFs) of Six Sigma implementation in manufacturing companies. Determining the significance Greek manufacturing companies give to the Six Sigma difficulties and CSFs is also an aim of the present study. Design/methodology/approach – A research study was carried out in 91 ISO 9001 certified Greek manufacturing companies through a structured questionnaire. Exploratory factor analyses are applied to determine the underlying structure (latent constructs) of the Six Sigma difficulties and CSFs, while their significance is determined through descriptive statistics. Findings – Three latent constructs of Six Sigma difficulties are extracted, namely, “implementation patterns of Six Sigma methodology”, “absence of human interest and support”, and “low quality management level”. These difficulties are not considered very significant by the sample companies. Three latent constructs of Six Sigma CSFs are also extracted, namely, “understanding the implementation patterns of Six Sigma and its interface with the company”, “company culture and organisation”, and “prioritising Six Sigma projects based on stakeholders and company performance”. The role of these critical factors for the success of Six Sigma is very significant, according to the sample companies. Research limitations/implications – The small sample of the responding manufacturing companies, the diversity of the business sectors represented in the sample, and the subjective business evidence obtained from the company quality managers are the main limitations of the present study. Based on these limitations, future research studies are suggested. Practical implications – By eliminating the negative influence of the difficulties and simultaneously by enhancing the positive influence of the CSFs, a robust internal business environment can be created for the successful implementation of Six Sigma. Originality/value – This study fills the literature gap and contributes to the literature by determining the underlying structure and the significance of the Six Sigma difficulties and CSFs. This is the first research study in the field of Six Sigma that has been carried out in ISO 9001 certified manufacturing companies operating in the Greek business environment.

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Ambekar, Suhas, and Manoj Hudnurkar. "Factorial structure for Six Sigma project barriers in Indian manufacturing and service industries." TQM Journal 29, no. 5 (October 9, 2017): 744–59. http://dx.doi.org/10.1108/tqm-02-2017-0021.

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Purpose The purpose of this paper is to identify the latent constructs of various barriers affecting Six Sigma implementation in Indian industries. Design/methodology/approach Literature review resulted in 15 frequently reported barriers in Six Sigma implementation. An empirical survey of 168 Six Sigma practitioners including green belts, black belts (BB), and master BB from 40 Indian companies was conducted with the help of a structured questionnaire. The responses were analyzed using exploratory factor analysis which resulted into five constructs. Findings The study proposes five constructs, namely “role of top management,” “cultural change,” “expected attitude,” “availability of resources,” and “level of quality maturity.” The focused approach by organizations to overcome barriers in Six Sigma can be oriented using these constructs. Practical implications Six Sigma implementation needs elimination of barriers in projects. Top management support in planning and resource allocation supplemented by favorable employee attitude in bringing cultural change can develop quality maturity to implement Six Sigma successfully. Originality/value This study fills the gap in the literature by studying critical success factors, critical failure factors, and barriers together. This study is one of its kinds in the Indian context which captures the views of Six Sigma certified professionals from the organizations which are implementing Six Sigma.

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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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Dabhole, Santosh. "Review on Implementation of Six Sigma for Controlling Defects." International Journal for Research in Applied Science and Engineering Technology V, no. XI (November 23, 2017): 1874–79. http://dx.doi.org/10.22214/ijraset.2017.11271.

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Henderson, Kim M., and James R. Evans. "Successful implementation of Six Sigma: benchmarking General Electric Company." Benchmarking: An International Journal 7, no. 4 (October 2000): 260–82. http://dx.doi.org/10.1108/14635770010378909.

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Journal articles on the topic 'Six sigma implementation'

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