Six Sigma and leadership: some observations and agenda for future research

Abstract

PurposeLeadership has for a long time been a topic that attracts the attention of both academics and practitioners. In spite of the extensive literature on leadership and very little literature on leadership in Six Sigma, there is almost a complete absence to explain how and what leadership characteristics are needed for successful implementation of Six Sigma initiatives. This paper aims to address this issue.Design/methodology/approachThis research adopts a triangulation method, however for the purpose of this paper; the focus is on a thorough review of literature.FindingsFrom an exhaustive literature review, this research has made some observations and developed an agenda for research. This is presented in the form of an integrated leader, leadership and Six Sigma framework in addressing organisation sustainability issues.Originality/valueThe developed integrated framework for the successful deployment of Six Sigma contributes to knowledge which is underpinned by robust literature review.

Evaluating Six Sigma methodology to improve logistical measures of food distribution SMEs

“…The Six Sigma methodology can also reduce the complexity of other supply chain performance measurement systems such as Supply Chain Operation Reference Model, which was recommended by the literature (Barber, 2008). As a top-down approach (Klefsjo et al, 2001) and its acquisition and transformation perspectives (McAdam and Hazlett, 2010), business transformation may be required to promote Six Sigma (Al-Mishari and Sulimans, 2008) and the approach is also heavily dependent on the collation and availability of factual and disciplined benchmarking and performance measurement information, training and education, top management commitment and leadership (Suresh et al, 2012;Kumar et al, 2011;Hilton and Sohal, 2012) but the rewards are as developed learning capabilities within managers and employees (Manville et al, 2012), increased customer satisfaction, reduced operation cost, increased revenue and improved processes (Kumar et al, 2006Andersson et al, 2006;Miguel and Anderietta, 2009;Antony and Desai, 2009;Thomas, 2006) although it is recognised as being potentially time consuming and complex (Chakrabarty and Chuan, 2009;Bendell, 2006) and the cost of training and infrastructure can create limitations (Antony, 2006). It was indicated that effective application of Six Sigma can help firms choose their competitive positioning such as focusing on internal efficiencies or differentiation strategies (Malik and Blumenfeld, 2012).…”

Algorithm of Maximizing the Set of Common Solutions for Several MCDM Problems and it’s Application for Security Personnel Scheduling

“…Dessler [10] states that only 15% of the total sample of individuals can be evaluated in the maximum. Recent research reveals the elite diagnostic possibilities according to six sigma principle [11]. Private security personnel selection process should point competency assessment in two directions: external (evaluation of subordinate by his immediate superior) and internal (personal competence) [12].…”

LSS, a problem solving skill for graduates and SMEs

“…Organisational learning capabilities, leadership (Antony, 2014;Suresh et al, 2012;and Malik and Blumenfeld, 2012), personal and corporate competence of the project leaders, project team and facilitators (Hilton and Sohal, 2012) and also appropriate technical capabilities (Malik and Blumenfeld, 2012) have been highlighted by the literature as critical subjects to succeed in any LSS project. These subjects can be discovered immensely as academic subjects in the Undergraduate (UG) and Post Graduate (PG) academic curriculums of business schools to develop insightful managers and leaders to deal with business problems.…”

“…Organisational learning capabilities, leadership (Suresh et al, 2012;and Malik and Blumenfeld, 2012), personal and corporate competence of the project leaders, project team and facilitators (Hilton and Sohal, 2012) and also appropriate technical capabilities (Malik and Blumenfeld, 2012) could fit in the analysed modules for both UG and PG levels.…”