Six Sigma business strategy in Taiwan: an empirical study

Cheng, Jung Lang

doi:10.1504/ijssca.2007.013386

Cited by 17 publications

(9 citation statements)

References 9 publications

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“…Culture is perceived as a building block in organisations (Berg and Black, 2014); Lean leader must ensure that the culture is serving the organisation's objectives to achieve improvements (Aij and Teunissen, 2017). A suitable organisational culture is widely considered to be essential for Lean Six Sigma implementation (Antony and Banuelas, 2002;Cheng, 2007;Kwak and Anbari, 2006;Zu et al, 2010). Leaders should support continuous improvement by allocating time and resources, and be open to ideas that help in achieving improvements (Poksinska et al, 2013).…”

Section: Resultsmentioning

confidence: 99%

Critical success factors of Lean Six Sigma from leaders’ perspective

Alnadi

McLaughlin

2021

IJLSS

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Purpose This paper aims to provide a synthesis of the results of the previous literature on leadership behaviours that enable successful Lean Six Sigma implementation. Design/methodology/approach The published literature that relates to leadership and Lean Six Sigma has been included. A thematic analysis was conducted on the previous literature which helped in identifying the relevant aspects and associating the behaviours with specific aspects. Findings After analysing the literature, seven key aspects have emerged: communication, culture of continuous improvement, coaching and developing employees, creating vision and aligning goals, employee motivation, employee empowerment and leadership commitment and support. The main leadership behaviours that facilitate and support Lean Six Sigma implementation have been summarised. Originality/value Thematic analysis in this field is scarce, so identifying the leadership behaviours’ themes can help researchers in developing a framework of leadership behaviours. Organisations and practitioners of Lean Six Sigma can take into consideration these behaviours as a key to the successful implementation of Lean Six Sigma. They can adjust their behaviours and know the behaviours that need to be developed amongst leaders. This would facilitate the Lean Six Sigma journey by overcoming the challenges that face practitioners during Lean Six Sigma implementation.

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Section: Resultsmentioning

confidence: 99%

Critical success factors of Lean Six Sigma from leaders’ perspective

Alnadi

McLaughlin

2021

IJLSS

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“…Furthermore, Six Sigma as a quality improvement programme should be integrated into corporate strategy to successfully achieving all the potential outcomes of Six Sigma. This notion is supported by Cheng (2007) who argues that firms should implement Six Sigma initiatives via integrating them with their business strategy. 'Six Sigma cannot be treated as yet another stand-alone activity' (Antony and Banuelas, 2002, p.23).…”

Section: Corporate Strategymentioning

confidence: 99%

“…what types of firms can successfully adopt Six Sigma and what changes in culture and structure may be required. An appropriate organisational culture is widely regarded a necessity for successful implementation of TQM (Buch and Rivers, 2001;Lagrosen, 2003;Lewis, 1996;Prajogo and McDermott, 2005) and Six Sigma (Antony and Banuelas, 2002;Cheng, 2007;Kwak and Anbari, 2006). However, while the impact of organisational culture on TQM has been extensively studied in the literature, little research has been done to examine the implementation of Six Sigma relative to culture, despite the recognised importance of organisational culture for Six Sigma programmes adoption and deployment (Antony, 2004cited by Zu et al, 2010.…”

Section: Organisational Culturementioning

confidence: 99%

“…Many researches, studies and literature highlighted that top management leadership in TQM and Six Sigma programmes implementation, Six Sigma projects alignment with corporate strategy and strategic prioritisation of Six Sigma projects, fact-based decisionmaking (use of DMAIC), employee reward schemes and explicit and challenging goals are key factors for both TQM and Six Sigma successful implementation (Antony and Banuelas, 2002;Black and Porter, 1996;Brun, 2010;Carnell, 2003;Chakravorty, 2009;Cheng, 2007;Coronado and Antony, 2002;Dedhia, 2005;De Mast, 2006;Deming, 1986;Eisenhardt et al, 1997;Gijo and Rao, 2005;Gopal, 2008;Green, 2006;Harry and Linsenmann, 2007;Henderson and Evans, 2000;Japan cited in Clemmer, 1990cited by Zairi, 2005Juran, 1993;Kelly, 2002;Knowles et al, 2004 cited by Nonthaleerak andHendry, 2008;Lee and Choi, 2006;Lloréns-Montes and Molina, 2006;Morgan, 2005;Nonthaleerak and Hendry, 2008;Ramirez and Loney, 1993;Saraph et al, 1989;Schroeder et al, 2008;Zairi, 2005).…”

Section: Multiple Linear Regressionmentioning

confidence: 99%

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Developing a capability model of Six Sigma implementation: a comparative study of CSF of Six Sigma implementation between manufacturing and service sectors in Uzbekistan

Niyazmetov

Keoy

2011

IJBEAM

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This research is intended to carry out a comparative study between key successes factors of Six Sigma implementation in manufacturing and service companies in Uzbekistan and develop a capability model of Six Sigma implementation. In the intense competitive environment with customer demanding higher quality products and services, companies look for ways to improve their operational performance to respond to customer expectations. There has been a significant increase in the application of Six Sigma in industry over the past decade. Success stories of organisations that implemented Six Sigma and reaped huge benefits are generating a rising interest of many CEOs and organisations. Organisations need to have a Road Map (a capability model) for Six Sigma implementation before embarking on Six Sigma programmes. Data were collected from a sample of 107 companies in Uzbekistan selected at a random. The research findings showed that key success factors of Six Sigma implementation differ between manufacturing and service companies. Top management factor had been shown to have insignificant impact on success of Six Sigma implementation.

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“…Results showed that although achieving six sigma rating may not be always practically attainable at the system level, still significant relative improvement can be achieved. Cheng (2007) displayed the relationship between the factors in a preliminary exploratory framework and their associated equations in a quality performance model for Taiwanese companies. The results of the study are primarily based on statistical package for the social sciences (SPSS) analysis that showed that organizational culture is the most important factor to enhance business performance when integrating six sigma with their business strategies.…”

Section: Introductionmentioning

confidence: 99%

Managing industrial operations by lean thinking using value stream mapping and six sigma in manufacturing unit

Singh

et al. 2019

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Purpose The purpose of this paper is to cover the significance of lean thinking using value stream mapping and six sigma methodology in managing industrial operations. Design/methodology/approach Lean manufacturing is an efficient approach for identifying and eliminating waste through a continuous improvement via flow of the product/service at the pull of customer in chase of exactness. This study has been carried out in a manufacturing unit of Northern India that was suffering from high production lead time and work in progress (WIP) inventory. Findings The current state and future state maps for the critical product have been prepared. On comparison of both current and future state maps, it was observed that lead time has been reduced by 14.88 percent, processing time by 14.71 percent and wastage of material movement by 37.97 percent. As proposed in model, the WIP inventories have been reduced by 17.76 percent and workforce by 17.64 percent. Further it would lead to the profit of Rs161,800 per annum. Six sigma projects have been carried out to reduce rejections of the critical product P-19 under study. The total length of the product was undersize of the critical product. Root cause analysis technique has been used through strategic DMAIC implementation. Results of investigation demonstrated net savings of rupees 145,560 annually. Originality/value The paper demonstrates the practical application of lean thinking, showing how it can bring real breakthroughs in saving cost in the manufacturing industry.

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Six Sigma business strategy in Taiwan: an empirical study

Cited by 17 publications

References 9 publications

Critical success factors of Lean Six Sigma from leaders’ perspective

Critical success factors of Lean Six Sigma from leaders’ perspective

Developing a capability model of Six Sigma implementation: a comparative study of CSF of Six Sigma implementation between manufacturing and service sectors in Uzbekistan

Managing industrial operations by lean thinking using value stream mapping and six sigma in manufacturing unit

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