A framework for effective Six Sigma implementation

Jones, Erick C.; Parast, Mahour Mellat; Adams, Stephanie G.

doi:10.1080/14783361003606720

Cited by 85 publications

(54 citation statements)

References 26 publications

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“…Such contexts or organisational cultures can help to embed individual behaviours that drive CI (Poksinska, Swartling, & Drotz, 2013;Sousa & Aspinwall, 2010) and ensure that improvement initiatives are not affected by staff turnover (Furterer & Elshennawy, 2005). Culture oriented towards and supportive of CI has also been identified as key in promoting knowledge creation from improvement activities (Choo et al, 2007a;Jones et al, 2010). From broader management literature, knowledge creation has been stated as the primary means through which firms create a sustainable competitive advantage (Dierickx & Cool, 1989;Grant, 1996), important for solving more complex organisational problems (Nair, Malhotra, & Ahire, 2011) and found to contribute to improvement performance (Choo, Linderman, & Schroeder, 2007b).…”

Section: Continuous Improvementmentioning

confidence: 98%

“…These consist of a range of activities, including the systematic, statistical analysis of operational processes to improve consistency, leadership, training and employee relations, amongst others (Powell, 1995). From this perspective, QI could be conceptualised as improvements made at a higher level put in place to support operational improvement (Jones, Parast, & Adams, 2010). Such changes may reflect an organisation changing or learning about their environment in order to improve performance by better meeting the needs of their customers.…”

Section: Quality Improvementmentioning

confidence: 99%

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Continuous, quality and process improvement: disintegrating and reintegrating operational improvement?

Matthews

Marzec

2015

Total Quality Management & Business Excellence

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Recent interest in strategic initiatives, in particular Six Sigma, appear to relate to three forms of improvement: continuous improvement, quality improvements and process improvement. The similarities between these approaches have led to some confusion within the literature and raise the question whether these approaches are tautological. This paper argues against this by firstly exploring the nuances of these three areas. Based upon a systematic literature review of operations management journals, insight is developed by exploring the three terms individually and then in combination, resulting in the presentation of a number of research propositions to guide further research. To extend our understanding of operational improvement, organisational learning is identified as a common theoretical perspective employed within each of the three forms of improvements. Organisational learning is subsequently utilised to underpin the relationship between the three terms, highlighting the need for both operational and strategic improvement, drawing upon strategic management literature. These are presented in the form of a conceptual model, in addition to further research propositions. The paper concludes by presenting future research opportunities identified by the work in the form of construct development, exploratory case study research and survey work to test the presented model and propositions.

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Section: Continuous Improvementmentioning

confidence: 98%

Section: Quality Improvementmentioning

confidence: 99%

Continuous, quality and process improvement: disintegrating and reintegrating operational improvement?

Matthews

Marzec

2015

Total Quality Management & Business Excellence

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“…We focused on the PDCA cycle within the context of TQM practices because the latter is a well-established framework for improving processes and facilitating continuous learning, creativity and quality management (Deming 2000;Jones, Parast and Adams 2010).…”

Section: Pdca Practicesmentioning

confidence: 99%

The effects of the PDCA cycle and OJT on workplace learning

Matsuo

Nakahara

2013

The International Journal of Human Resource Management

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In the present article, we examined the effects of the plan-do-check-act (PDCA) cycle and on-the-job-training (OJT) on workplace learning. We defined workplace learning based on the concept of an organizational learning cycle. Using survey data from a Japanese fire and marine insurance company, we found that PDCA, OJT (empowerment), and reflective communication had positive effects on workplace learning. These results suggest that quality management, empowerment and reflective practice may help to significantly improve workplace learning. We also discuss theoretical and managerial implications of this study.

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“…There have been thorough descriptions of specific improvement initiatives, such as Lean manufacturing (Liker, 2004;Spear & Bowen, 1999) and Six Sigma (Jones, Parast, & Adams, 2010;Schroeder, Linderman, Liedtke, & Choo, 2008). A few of these descriptions address Small and Medium-Sized Enterprises (SME) in particular (e.g.…”

Section: Introductionmentioning

confidence: 99%

Adopting new ways of working in small and medium-sized enterprises: findings from interventions in 12 European companies

Assarlind

Eriksson

Gremyr

et al. 2013

Total Quality Management & Business Excellence

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This paper elaborates on factors to consider in order for interventions (activities aimed at introducing new ways of working through a series of focused activities in an organisation) to lead to long-term effects inside SMEs. The purpose of it is to describe how interventions can be carried out in order for small and medium-sized companies (SMEs) to adopt new ways of working by understanding the context, process and content of an intervention. The results of this study suggest that in designing interventions for the SMEs, the context aspects of an intervention must be carefully considered. Not only is the process or context of an intervention important, but so is the content. As a consequence, we suggest content that accomplishes the following: 1) supports the formulation of strategies; 2) encourages dialogue; and 3) uses company data. The paper is based on a multiple case study of twelve SMEs from six European countries undergoing similar interventions within the FutureSME project. These long-term relationships within a largescale project have provided access and a rare opportunity to conduct research on this often overlooked business sector. The empirical data has been collected through company presentations, structured reports, and narratives. The material has been subject to a cross-case analysis.

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A framework for effective Six Sigma implementation

Cited by 85 publications

References 26 publications

Continuous, quality and process improvement: disintegrating and reintegrating operational improvement?

Continuous, quality and process improvement: disintegrating and reintegrating operational improvement?

The effects of the PDCA cycle and OJT on workplace learning

Adopting new ways of working in small and medium-sized enterprises: findings from interventions in 12 European companies

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