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AJQ 13,3
An analysis of critical success factors for Six Sigma implementation
Sunil Sharma
Faculty of Management Studies, University of Delhi, Delhi, India, and
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Anuradha R. Chetiya
Department of Mathematics and Statistics, Ramjas College, University of Delhi, Delhi, India
Abstract
Purpose – The success of Six Sigma implementation is known to depend on a number of critical factors. The purpose of this paper is to explore and analyse Six Sigma critical success factors (CSFs) in the context of Indian manufacturing organizations. Design/methodology/approach – Although Six Sigma success factors have been amply
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And finally, based on the CSFs extracted, a Six Sigma adoption model in the Asian context is proposed. 2. Six Sigma CSFs: a literature review CSFs are those factors which are critical to the success of any organization, in the sense that, if objectives associated with the factors are not achieved, the organization will fail, perhaps catastrophically so (Rockart, 1979). Every organization’s creation of a Six Sigma infrastructure is unique, however, there are factors common to every success story (Breyfogle et al., 2001). Yang et al. (2008) in an empirical study in Taiwan concluded that Six Sigma is a fashionable method of management, but if organizations want to obtain dramatic benefits from the implementation, they must enhance the implementation of the CSFs and utilize more advanced tools. Hence, it is necessary that an attempt be made to assimilate the CSFs through a literature study. Six Sigma is implemented in organizations through the structured define measure analyze improve control (DMAIC) project approach. As Six Sigma is a project-driven methodology, it is essential to prioritize projects, which provide maximum financial benefits to the organization (Anthony and Banuelas, 2002). Importance of the project selection process as a CSF has been researched by many authors like Kelly (2002), Anthony and Banuelas (2002), Snee and Rodenbaugh (2002), Park (2003), Ponce and Zahaf (2004), Anbari and Kwak (2004), Heuvel et al.
1. Six Sigma is a management philosophy that sets objectives, collects data and analyzes results as a way to remove wasted expenses from its processes and help reduce the number of defective products produced. Six Sigma uses quality measures to strive for near perfection by eliminating errors and variables.
The driving factors for a success or failure of implementing Six Sigma is largely dependent on the inputs set forth at the conception and duration of the integration. This whitepaper will compare and contrast these critical inputs for a successful deployment. In order to accomplish this five various companies: GE Electric, W.R. Grace, Royal Chemicals, Diversified Paper and Lemforder. Some of these organizations had very successful results while others failed to reach their full potential. What is clear is the similarities of those that succeed and those that failed.
In this paper we will examine the management style of Google Inc. We will also evaluate two key changes in the selected company's management style from the company's inception to the current day. Indicate whether or not you believe the company is properly managed. As well as explain senior management's role in preparing the organization for its most recent change. Provide evidence of whether the transition was seamless or problematic from a management perspective. Also we will evaluate management's decision on its use of vendors and spokespersons. Indicate the organizational impact of these decisions. And we will look
1. Discuss the market system and the need for ethics in business and distinguish it from the law and concepts of virtue and morality.
It seemed that the infrared photons were moving upwards without any movement. When you added the gas planes, the were a bit more scattered.
A quantitative study conducted by Lifvergren, Gremyr, Hellstrom, Chakhunashvili, and Bergman (2010) analyzed the experiences and from a hospital group during a three-year period after the introduction of Six Sigma. It reports on 22 large Six Sigma improvement projects, their results and influence on other improvement activities. The study shows that 75% of the completed projects reached their goals within 18 months. The average net cost savings per completed project/year was $55,300. Overall, the results showed that Six Sigma is a useful concept when trying to improve healthcare processes. They recommend that Six Sigma should be an addition to the improvement practices used in healthcare development initiatives. It was also observed that the Six Sigma program can create much organizational pull regarding quality management and improvement efforts if teamwork is applied.
The concept of Six Sigma is completely consistent with the aims and objective of many healthcare organizations. At times it is very challenging to attain an excellent Six Sigma accomplishment level in real life. A good example is, a health organization that has 100,000 surgeries annually, apparently it would be allowed only one undesirable occurrence for every three years, which is not very sensible. Nevertheless, the concept behind it is still beneficial and significant, and in
Introduction: This case study investigates Maple Leaf Foods' (MLF), a highly successful diversified corporation, proactive approach to the implementation of the rigorous, culture penetrating and comprehensive measurement-based philosophy, Six Sigma. In fact, MLFs' change champions and "dynamic duo", Michael McCain, president and chief executive officer (CEO), and Bruce Miyashita, vice-president (VP) Six Sigma, unequivocal support, confidence, vision, and expertise in this process improvement and variation reduction strategy ignited the essential motivation and stakeholder loyalty that was paramount to the receptivity/achievement of their "well-thought out" conversion and
The author juxtaposes the two management philosophies Six Sigma and Total Quality Management and, therefore, perceives that they have chief components indistinguishable. Gibson & Tesone (2001) demarcated five stages in the fad’s life cycle and on comparing with Six Sigma & Total Quality Management cycle found the analogous pattern being trailed by them. On the
Critical review of the above mentioned IT case using Thomas Bertels and Arne Buthman 's 10 Criteria for Evaluating Six Sigma Project, using Low, Medium and High are enumerated
• Six Sigma affords the avoidance of a “hit and miss” approach by breaking into measurable bites an entire chain of events leading to a problem, and then coming up with a corrective action (Roff, 2005, p. 1). According to Bateman and Snell (2009, p. 582), the acceptable failure rate is “99.99966 percent level of accuracy.” Although Six Sigma is a powerful control mechanism, it takes about 2-3 years from the time of implementation until its development is fully realized. It is a method that is most useful to a company when it is tailored specifically to a company’s processes.
Lean Six Sigma approach is recognized widely and has been implemented predominately in manufacturing rather than other industries. To illustrate the point, this paper draws attention to the adoption of Lean Six Sigma in various industries with a case study. The combination of Lean tools and Six Sigma methodology is used to improve the process and quality by eliminating the variations and creating workflow in a process. The hypothesis of this study was that the Six Sigma technique can be used along with lean tools in order to improve process and quality in any area of industries. The review of case study discovered the use of
Six Sigma is a business management strategy originally developed by Motorola, USA in 1981. As of 2010, it enjoys widespread application in many sectors of industry, although its application is not without controversy.
Looking at the success of Motorola, many companies like Texas Instruments, Allied Signal etc started using Six Sigma methodology to bring organization-wide improvements.
The above four were the main reasons for the company to put together a set of processes which would formally combine SCM and six sigma, by training and developing supply chain people become capable of leading innovations. Over the last years of implementation, SCM six sigma became a unique and useful component of Samsung’s strategy for systematic and continuous improvement of its SCM