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Purpose -The aim of this paper is to examine the impact of implementing Six Sigma system on job satisfaction and employee morale, and how job satisfaction, employee morale and Six Sigma implementation are to support each other. Design/methodology/approach -The paper builds a research framework which includes the variables of Six Sigma, job satisfaction, and employee morale. The research methodology is the use of a field survey questionnaire of a Taiwanese company. Findings -The paper finds that the method of Six Sigma implementation in Taiwanese company was by a top-down approach, where is the managers received the training and then were expected to pass on the relevant knowledge to their subordinates. It also reveals that one key issue in Six Sigma implementation is which organizational departments should first receive the Six Sigma training. the field study found that the first departments related to logistics management, and then onto production line departments. Implementing Six Sigma training has impact on organizational job satisfaction and employee morale. The performance of Six Sigma training was able to achieve job satisfaction and employee morale, but the employees who participated in Six Sigma training were more positive with regard to job satisfaction and employee morale. Originality/value -Every organization has their special characteristics in relation to the Six Sigma system, job satisfaction and employee morale. The organization should aim to better understand the relationship and content of job satisfaction and employee morale with regard to successful Six Sigma implementation.

Organizational culture and perceptions regarding systems such as Six Sigma differ among the managers in local enterprises. These differences need to be surveyed based on the concepts underlying the managers' recognition and original meaning of the Six Sigma system, with the goal of creating unique Six Sigma characteristics suitable for local enterprises.Some managers are part-time students pursuing an MBA or EMBA program, and are likely to have an in-depth understanding of Six Sigma. This study applies a questionnaire survey to managers in regard to their perceptions of Six Sigma in Taiwan, conducts an analysis and then offers suggestions based on the results.The study samples are 300 managers from EMBA or MBA programs in Taiwanese universities. Using SPSS statistical tools, this paper finds that significant difference in Six Sigma implementations among the managers, but some significant differences in organizational characteristics such as industrial characteristics, capital in business scale and the pressure from customers and competitors.