Six Sigma failures: An escalation model

Abstract

Despite the pervasiveness of Six Sigma programs, there is rising concern regarding the failure of many Six Sigma programs. One explanation for many Six Sigma failures could be escalation of commitment. Escalation of commitment refers to the propensity of decision-makers to continue investing in a failing course of action. Many researchers have applied escalation of commitment to explain the behavior of individuals, groups, companies, and nations. Using the escalation of commitment model (Staw and Ross 1987a; Ross and Staw Acad. Manag. J. 36:701-732 1993) as a basis, this research describes a Six Sigma failure in an electrical components company. In documenting this failure, this research contributes in two ways, both in the practice and in the theory of Six Sigma. First, while examining the Six Sigma failure, this research uncovers important factors for successful implementation, which should improve the practice of Six Sigma. Second, academic research (e.g., Schroeder et al. J. Oper. Manag, 26:536-554 2008; Zu et al. J. Oper. Manag, 26:630-650 2008) is engaged in uncovering the definition of Six Sigma, and its differences from other improvement programs. This research provides a new direction to academic research and has the potential to impact the theory of Six Sigma.

Lessons from Sweden’s first large-scale implementation of Six Sigma in healthcare

“…While these insights have been interwoven into the ongoing programme at SkaS, they may also be applicable more generally in healthcare. In concordance with reports from other industries (Chakravorty 2009;Cronemyr 2007;Hellström et al 2010;Stahl et al 2003), the following key lessons may be transferrable to a healthcare context: & A Six Sigma programme can create a large degree of organizational 'pull' regarding quality management and improvement efforts if co-workers and managers are involved in the improvement activities that evolve around Six Sigma projects. The Black Belt and Green Belt educations contribute to the spread of more profound knowledge about how to work with improvements, especially as the education is tied to a real-life improvement project.…”

“…Implementing Six Sigma, therefore, not only involves adding a new tool to an improvement toolbox; it also affects the organization. Consequently, it is important to ensure the alignment of Six Sigma to the organization's long-term improvement objectives and to apply sound project management practices (Chakravorty 2009). …”

Improving 'Improvement' by Refocusing Learning: Experiences from an -Initially- Unsuccessful Six Sigma Project in Healthcare

“…Unlike many change efforts in the healthcare sector that are neither successful nor sustainable (Chakravorty 2009;Øvretveit 2009, 1997Thor et al 2007;Zimmermann and Weiss 2005), the success rate of improvement projects in the programme in this period was 75%, in some respects due to lessons learned from this particular project. Still, the high success rate of the programme might be surprising, given the fact that the presumed success of planned or programmatic change has been seriously questioned in a number of articles and books (Alvesson and Svenningson 2007;Beer et al 2000;Beer et al 1990;Dawson 2003;Duck 1993;Kotter 1995;Schaffer et al 1992;Strebel 1996).…”

Lean Manufacturing Critical Success Factors for the Transportation Equipment Manufacturing Industry in Mexico

“…Next, a series of indicators were to be listed for each construct, and then at least one item was to be provided that would allow the indicator to be measured. [69]. CF2.…”