Successful implementation of Six Sigma: benchmarking General Electric Company

Henderson, Kim; Evans, James R.

doi:10.1108/14635770010378909

Cited by 315 publications

(329 citation statements)

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“…Methodologies and tools. Henderson and Evans (2000) claim that the major components for a successful six sigma implementation are management involvement, organisation, infrastructure, training and statistical tools. Eckes (2001) also points out the importance of having an infrastructure before starting an improvement programme, like six sigma, and further claims that "successful organisations use a model for improvement" rather than working ad hoc without a model.…”

Section: Six Sigmamentioning

confidence: 99%

Similarities and differences between TQM, six sigma and lean

2006

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Purpose -During the last decades, different quality management concepts, including total quality management (TQM), six sigma and lean, have been applied by many different organisations. Although much important work has been documented regarding TQM, six sigma and lean, a number of questions remain concerning the applicability of these concepts in various organisations and contexts. Hence, the purpose of this paper is to describe the similarities and differences between the concepts, including an evaluation and criticism of each concept. Design/methodology/approach -Within a case study, a literature review and face-to-face interviews in typical TQM, six sigma and lean organisations have been carried out. Findings -While TQM, six sigma and lean have many similarities, especially concerning origin, methodologies, tools and effects, they differ in some areas, in particular concerning the main theory, approach and the main criticism. The lean concept is slightly different from TQM and six sigma. However, there is a lot to gain if organisations are able to combine these three concepts, as they are complementary. Six sigma and lean are excellent road-maps, which could be used one by one or combined, together with the values in TQM. Originality/value -The paper provides guidance to organisations regarding the applicability and properties of quality concepts. Organisations need to work continuously with customer-orientated activities in order to survive; irrespective of how these activities are labelled. The paper will also serve as a basis for further research in this area, focusing on practical experience of these concepts.

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Section: Six Sigmamentioning

confidence: 99%

Similarities and differences between TQM, six sigma and lean

2006

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“…Thus, strong management of lean implementation results in a correct and effective lean implementation process. Also other authors show that management support and commit ment to problem solving are the main factors for successful lean implementation ( [5], [11], [16], [23]). …”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…To conclude that point it is important to notice that so far studies in academic literature mostly focus either on very general lean imp lementation process ( [12], [25], [52]) or on general organisation's characteristics which should facilitate the process of lean imp lementation ( [4][5], [11], [16], [23], [40 ]). Additionally, co mpanies are taking lean as a popular thing and do not properly study the issue.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Lean Problem: Why Conpanies Fail with Lean Implementation?

Miina¹

2012

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Lean thinking approach was reported in many papers to be very efficient and straightforward way towards process improvements in terms of p roductivity and value adding act ivities ratio. On other hand, it was also discovered that the system which is working very well in Toyota might not give similar effective results in other companies. Many manufacturers have failed in achiev ing success of lean th inking imp lementation. Cu rrent study is seeking the reasons of failures in lean thin king imp lementation. One of the proposals is that companies have to interpret their lean knowledge into own vision in form of lean house. Such proposal is derived from examp le of Scania, wh ich is one of the best examp les of lean thinking imp lementation outside the Toyota corporation. Study results indicate that success or failure of lean init iatives strongly depends on companies approach to it and on whether co mpany has created they own philosophy towards leanlean house.

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“…Main focus of define phase is on the customers and their priorities. The main aim of this phase is to find out critical to quality characteristics (CTQS), that which one have the most impact on quality or process (Henderson & Evans, 2000). SIPOC diagram, Trend analysis, Pareto analysis, Project charter and Process capability analysis have been used as defining tools in define phase to carry out Six Sigma project.…”

Section: Case Studymentioning

confidence: 99%

“…An important clarification about Six Sigma is that, it measures defect opportunities and not defectives. The extra complicated a product or process, the more opportunities of defect it has 111 (Henderson & Evans, 2000). It aims for processes to be enhanced, so that problems don't arise, in its place of just finding short term solutions to the problems.…”

Section: Introductionmentioning

confidence: 99%