Six sigma in service organisations

Abstract

Purpose -Six sigma has received considerable attention over the last four years in the UK service sector. The purpose of this paper is to present a review of the literature on six sigma as applied to the service industry, followed by a presentation of the key findings obtained from a pilot survey carried out in UK service organisations. Design/methodology/approach -This paper presents some of the most common challenges, difficulties, common myths, and implementation issues in the application of six sigma in service industry settings. It also discusses the benefits of six sigma in service organisations, tools and techniques of six sigma for service performance improvement, key criteria for the selection of winning projects, followed by the results of a six sigma pilot survey in UK service organisations. Findings -The results of the study show that the majority of service organisations in the UK have been engaged in a six sigma initiative for just over three years. The average sigma quality level of the companies was around 2.8 (approximately 98,000 DPMO). Management commitment and involvement, customer focus, linking six sigma to business strategy, organisational infrastructure, project management skills, and understanding of the six sigma methodology are the most critical factors for the successful introduction, development and deployment of six sigma. Originality/value -This paper reports the first study on the status of six sigma implementation in UK service organisations. The findings and key observations of this paper will be of immense value to the six sigma academic and research community.

Análise da utilização de técnicas e ferramentas no programa Seis Sigma a partir de um levantamento tipo survey

“…Para se alcançar este sucesso, a implantação do Programa Seis Sigma requer a aplicação sistêmica e disciplinada de técnicas e ferramentas (AnTOny et al, 2007), que auxiliam a definir os problemas e as situações que necessitam de melhoria, estabelecer procedimentos de medições com o propósito de obter dados e informações, criticar e analisar as informações coletadas, implementar as melhorias nos processos e, finalmente, controlar ou quando necessário redesenhar os processos ou produtos existentes, com o propósito de otimizá-los, proporcionando um ciclo de melhoria contínua (LUCAS, 2002). embora as técnicas e ferramentas não sejam nem novidade no Programa Seis Sigma ou exclusividade deste (AnTOny et al, 2007), a abordagem dada pode acrescentar considerável valor a elas, pois dissemina um vocabulário de métricas e ferramentas uniformizado em toda a organização e ainda formaliza o uso de ferramentas estatísticas, evitando-se empregá-las isolada e individualmente em aplicações distintas (HUnTer;SCHmiTT, 1999).…”

“…O Programa Seis Sigma, que surgiu em 1987 na motorola após a realização de uma série de estudos sobre a variação dos processos de produção com ênfase no conceito de melhoria contínua (HenderSOn;eVAnS, 2000); visa, por meio da aplicação sistêmica e disciplinada de técnicas e ferramentas (AnTOny et al, 2007), melhorar a lucratividade de empresas de qualquer setor de atividade, aumentar a participação de mercado, reduzir custos e otimizar as operações, aprimorando a qualidade e promovendo a eliminação de defeitos, erros e falhas (FOLArOn, 2003).…”

LSS, a problem solving skill for graduates and SMEs

“…Leadership, project management, process improvement, operation management, statistical problem solving and performance measurement tools and skills are common LSS themes, which have been highlighted by the literature (Antony, 2014;Prashar, 2014;Antony et al, 2007;Kumar et al, 2011;and Hilton and Sohal, 2012). This would potentially develop LSS integration with both HE and research to enhance skill and employability of graduates and the theoretical approach of the LSS.…”

The consequences of Six Sigma on job satisfaction: a study at three companies in Sweden

“…This high response rate was encouraging compared with other studies related to Six Sigma. For example, Buch and Tolentino (2006) reported 34 percent response rate, and Antony et al (2006) reported 12.5 percent response rate.…”