Purpose From two bodies of literature, the purpose of this paper is to generate theory for an updated conceptual model of drivers of Six Sigma project success by integrating extant psychology theory and empirical general team project results with a history of eight recent Six Sigma projects and extant Six Sigma literature. The new theory emphasizes the need for project leads to process information simultaneously, as well as develop prioritization abilities. Also, the new theory reverses the relations of three existing theories from general team composition theory. The new theory suggests that Six Sigma belt trainers should focus more on soft skill development. Design/methodology/approach A literature review of the two bodies of literature previously mentioned. Findings Eight new propositions related to the success of Six Sigma projects are developed. Further, two new constructs, “project leader simultaneity of thought” and “prioritization ability” are suggested for further investigation. Originality/value The authors suggest a few practical implications: first a greater emphasis on soft skill training would be beneficial in Six Sigma belt training. A second new point of emphasis in belt training is developing greater internal locus of control in belt candidates. Third, the authors suggest that during the team member selection process a diversity of backgrounds would be beneficial to Six Sigma project success.

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Many quality improvement techniques, including Six Sigma, total quality management, quality design teams, and quality circles, rely on teamwork. While there is a large body of research on personality and teams, little has been incorporated into operations quality management theory and practice. This paper provides a research model for the effects of personality on team projects and Six Sigma project success, as well as the methodology and interview guide for a case study to be conducted during the summer of 2013. Results from the case study will be provided at the November 2013 DSI Conference presentation.