Implementing Six Sigma in Saudi Arabia: An empirical study on the fortune 100 firms

Alsmadi, Majed; Lehaney, Brian; Khan, Zulfiqar Ahmad

doi:10.1080/14783363.2011.637814

Cited by 37 publications

(56 citation statements)

References 19 publications

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“…He found that companies inclined towards ISO 9000 are mostly from the manufacturing sector and those in the service, trading and small industries sectors are less concerned about ISO certification. Another study on 100 top-listed manufacturing and service firms in Saudi Arabia revealed that the rate of Six Sigma implementation is less than 32%, and there was no significant difference between service and manufacturing firms in maintaining Six Sigma (Alsmadi, Lehany, & Khan, 2012). Magd (2006) reports that Total Quality Management 341 most Saudi firms considered the auditing charges of international registration agencies to be exorbitantly high.…”

Section: International Certification In Saudi Arabiamentioning

confidence: 96%

Status of implementation of safety, quality and environmental management systems in Saudi Arabian industries

Al-Darrab

Gulzar

Ali

2013

Total Quality Management & Business Excellence

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ISO achieved global acceptance through continued experiential outcomes in support of its benefits. The ISO standard focuses on quality and the stance of the ISO was that occupational safety, health and hygienic well-being are derived benefits of quality standards implementation. Nevertheless, incidents like the Columbia Shuttle accident and the nuclear disasters in Three Mile Island and Chernobyl prompted experts to think otherwise. Increasing occurrences of occupational hazards in petrochemical, manufacturing, chemical and nuclear plants compelled the 'quality gurus' to seek more explicit standards to handle them. Consequently, safety and environmental standards were developed. Soon the need to integrate these standards arose due to the complexity of maintaining such systems separately. Though integrated management systems have not been as popular as individual systems, industries are keen to know more about them. In this context, the authors studied and analysed the status of management systems in Saudi Arabian industries. A nationwide survey covering 314 companies in five industrial regions was conducted. Results revealed that though individual systems are plentiful, their implementation is generally unproductive and the concept of integration has not gained much acceptance. The authors suggest state-driven awareness campaigns organised on a massive scale to popularise the concept of management systems and their integration.

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Section: International Certification In Saudi Arabiamentioning

confidence: 96%

Status of implementation of safety, quality and environmental management systems in Saudi Arabian industries

Al-Darrab

Gulzar

Ali

2013

Total Quality Management & Business Excellence

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“…To cope with this situation, they are focusing on cost effectiveness of products and services by maximising the ratio of value added to their operations without compromising on quality from the customer perspective. In order to improve their operations and enhance their competitive advantage, firms across the world have embraced different tools and techniques that they hope will help them to remain profitable and keep them competitive within the turbulent market place (Alsmadi, Lehaney, & Khan, 2012). The emergence of the Lean concept has been one of the major developments in management practice in the last two decades.…”

Section: Introductionmentioning

confidence: 99%

A comparative analysis of Lean practices and performance in the UK manufacturing and service sector firms

Alsmadi¹,

Almani²,

Jerisat³

2012

Total Quality Management & Business Excellence

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115

109

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For the last two decades, Lean has been primarily used to improve manufacturing processes. However, Lean is now increasingly applied to a wide range of service operations as well. This realisation of Lean among service firms is an important progress, as there are potentially more benefits to be accomplished in this sector rather than in traditional manufacturing, where decades of good work have already paid off. To look beyond the manufacturing sector, this paper empirically analyses the difference in Lean practices as well as their relationship to firm performance between manufacturing and service sectors in the UK. Though this study supports the proposition concerning the applicability of Lean practices in the service sector, these practices need to be further adapted to suit service operations. Specifically, the empirical results affirm that service firms are interested in the soft practices of Lean such as people and customer involvement while they are found underperforming in manufacturing-related practices such as total productive maintenance, set-up time and supplier feedback. Moreover, the results show a positive relationship between Lean practices and firm performance in both sectors, also the degree of effect on performance was found to be identical between the two sectors.

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“…For such approaches, much research has investigated the readiness of people and organisations to implement and take advantage of these 98 QM approaches in different countries [6]- [9]. Although QM and its modern practices are increasingly adopted by large numbers of industrial companies worldwide [3], in many regions -such as the Middle East -they are only slowly being adopted [10], [11]. As an indicator to measure the extent of QM practices being used in the Middle East, Figure 1 shows the level and trend of QM in Saudi Arabia along with some peer countries, based on the number of ISO 9001 certificates obtained up to 2015.…”

Section: Opsommingmentioning

confidence: 99%

Impact of Implementation of Total Quality Management: An Assessment of the Saudi Industry

Abd-Elwahed

Elbaz

2018

SAJIE

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The main objective of this research is to measure the level of knowledge, understanding, and implementation of quality management tools in a sample of the industrial sector in Saudi Arabia, and to monitor the different policies to implement the quality strategies and the extent of their integration into the industrial management systems in general. A questionnaire to cover key elements, including knowledge and understanding of the various quality management (QM) approaches and the accompanying tools, is implemented. The impact of using each QM approach on the level of actual growth of the industrial organisations is verified, along with the impact of the executive method of management and its compatibility with the proper implementation of quality tools. The results of the study indicate that different visions of QM strategies and policies are still adopted by industrial companies participating in the survey. In addition, there is a difference in the levels of understanding and implementation of QM tools and techniques.

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Implementing Six Sigma in Saudi Arabia: An empirical study on the fortune 100 firms

Cited by 37 publications

References 19 publications

Status of implementation of safety, quality and environmental management systems in Saudi Arabian industries

Status of implementation of safety, quality and environmental management systems in Saudi Arabian industries

A comparative analysis of Lean practices and performance in the UK manufacturing and service sector firms

Impact of Implementation of Total Quality Management: An Assessment of the Saudi Industry

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