A multilevel case study critique of six sigma: statistical control or strategic change?

Abstract

2002),"Critical success factors for the successful implementation of six sigma projects in organisations", The TQM Magazine, Vol. 14 Iss 2 pp. 92-99 http:// dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Abstract Increasing competitive pressure in all business sectors (e.g. private, public SME) is reflected in the continuing quest for business improvement philosophies and methodologies to address this challenge. Recent developments have included increased organisational and academic interest in the six sigma approach to business improvement. There are many organisational examples (mainly USA and UK based) of large scale improvements in defect and process measures attributed to this approach. However, there is a paucity of critical studies on six sigma beyond that of "how to" and that of descriptive accounts, with a focus on measures and results rather than employee involvement and motivation. The aim of this paper is to explore the development of six sigma in a multilevel case analysis, from both a process perspective and a people perspective. The findings show that the case organisation had to widen its conception and application of six sigma to include people and organisational criteria to enable the approach to become embedded in the organisation.

Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects

“…Cross-functionality of communication and collaboration have been identified as a key factor for a successful LSS project (Choi et al, 2012). People recognition through empowerment, inspiration and involvement in decision making processes have always been an important and challenging cultural construct of successful implementation of LSS (Kanpp, 2015;Antony, 2014;Hilton and Sohal, 2012;Daily et al, 2012;Baird et al, 2011;Zu and Fredendall, 2009;McAdam and Lafferty, 2004). Some empirical research has found support for this argument; for example, Kanpp (2015) and Jimenez-Jimenez and Martinez-Costa (2009) have recommended employees' involvement in decision making and giving flexibility and responsibility to employees as significant constructs to initiate any quality improvement practice.…”

“…Lean Six Sigma (LSS) is a business improvement strategy that has flourished over the last decade because of its promise of enhanced business performance and market capability. LSS has evolved through the combination of Lean and Six Sigma, both recognised as leading total quality management (TQM) tools for performance improvement in organisations with a proper infrastructure built on leadership and change culture (Dora and Gellynck, 2015;Assarlind et al, 2013;Wang and Chen, 2012;Choi et al, 2012;Hilton and Sohal, 2012;Atmaca and Girenes, 2013;Lee et al, 2011;Delgado et al, 2010;Dahlgaard and Dahlgaard-Park, 2006;McAdam and Lafferty, 2004). LSS is now regarded as one of the most effective and disciplined business transformation initiatives available in strategic operations management as well as an effective top-down methodology for improving quality in both the manufacturing and service small-and medium-sized enterprise (SMEs) and their larger counterparts (Kanpp, 2015;Isa and Usmen, 2015, Bhat et al, 2014, Algassem et al, 2014Biranvand and Khasseh, 2013).…”

“…To date LSS research in SMEs has mainly focused on the mechanistic aspects of the approach such as the application of the DMAIC methodology within the manufacturing sector, rather than the more strategic perspectives and softer elements and these need to be addressed. (Prashar, 2014;Atmaca and Girenes, 2013;Sharma and Sharma, 2013;Kaushik et al, 2012;Antony et al, 2005Wang and Chen, 2012;Thomas et al, 2009;McAdam and Lafferty, 2004).…”

Six Sigma and the Malaysian Hotel Industry

“…Six`Sigma offers a solid statistical methodology for experimentation and research [46]. In fact, the definition given by Linderman et al [20] indicate that the initiatives for improvement were grounded in powerful statistical methods.…”

Qualitative and Quantitative Analysis of Six Sigma in Service Organizations

“…Given that, the research is based in a single case study setting, there are limits on the degree to which the conclusions can be generalized (Nonthaleerak and Hendry, 2008). McAdam and Lafferty (2004) conducted a survey in a single company on Six Sigma implementation issue from process and people perspective. They found low success of Six Sigma in nonmanufacturing areas.…”