The Impact of Six Sigma Improvement—A Glimpse into the Future of Statistics

Hahn, Gerald J.; Hill, William J.; Hoerl, Roger W.; Zinkgraf, Stephen A.

doi:10.1080/00031305.1999.10474462

Cited by 123 publications

(124 citation statements)

References 3 publications

Supporting

Mentioning

124

Contrasting

Order By: Relevance

“…Motorola and General Electric provide the best-known examples of Six Sigma success. The former obtained savings of over 940 million dollars in three years (Hann et al, 1999), and the latter increased its operating margin from 14.4% to 18.4% during the first five years of program implementation (Lucier et al, 2001). Shamji (2005) studied several firm experiences, including those of Samsung Electronics, American Express and DuPont and observed that the savings related to each Six Sigma improvement project ranged from 100,000 to 200,000 dollars.…”

Section: Introductionmentioning

confidence: 99%

Six sigma, absorptive capacity and organisational learning orientation

Gutiérrez

Bustinza

Barrales‐Molina

2012

International Journal of Production Research

View full text Add to dashboard Cite

The importance of the Six Sigma methodology in industry is growing constantly. However, there are few empirical studies that analyze the advantages of this methodology and its positive effects on organizational performance. The purpose of this paper is to extend understanding of the success of Six Sigma quality management initiatives by investigating the effects of Six Sigma teamwork and process management on absorptive capacity. It also seeks to understand the relation between absorptive capacity and organizational learning as two sources of sustainable competitive advantage. The information used comes from a larger study, the data for which were collected from a random sample of 237 European firms. Of these 237 organizations, 58 are Six Sigma organizations. Structural Equation Modelling (SEM) was used to test the hypotheses. The main findings show that Six Sigma teamwork and process management positively affect the development of absorptive capacity. A positive and significant relationship is also observed between absorptive capacity and organizational learning orientation. The findings of this study justify Six Sigma implementation in firms. This study provides us with an in-depth understanding of some structural elements that characterize the Six Sigma methodology, enabling us to provide an explanation for its success.

show abstract

Section: Introductionmentioning

confidence: 99%

Six sigma, absorptive capacity and organisational learning orientation

Gutiérrez

Bustinza

Barrales‐Molina

2012

International Journal of Production Research

View full text Add to dashboard Cite

show abstract

“…The literature imposes certain rigor in using these steps, defending the rigidity of the method and its application (Hahn et al, 1999;Banuelas et al, 2005;Patterson et al, 2005;Kwak & Anbari, 2006;Siakas et al, 2006). However, Chakravorty (2009) argues that the rigidity in the implementation of the method in cases where the problem to be solved is not clear must be decreased, and the "Define" phase should be finished along with the "Measure" phase or even the "Analyze" phase, being these three phases completed simultaneously.…”

Section: Six Sigma Methodologymentioning

confidence: 99%

Programa Seis Sigma Auto-organizado: modelo da situação atual e necessidades de mudanças

2017

View full text Add to dashboard Cite

Resumo: A formação de redes colaborativas é uma importante forma das organizações estimularem a inovação, reduzirem custos e transferir conhecimentos. Uma forma particular de rede colaborativa, as redes auto-organizadas Palavras-chave: Rede auto-organizada; Seis Sigma; EKD; Modelagem organizacional.Abstract: The formation of collaborative networks is an important way for organizations to stimulate innovation, reduce costs and transfer knowledge. A particular form of collaborative network -the self-organizing network -has shown great capability to promote the learning of those involved, systematize knowledge and lead to innovation. The Six Sigma programs, adopted by several organizations, have as their main objective the reduction in process variability, thus resulting in lower costs and quality improvement. The literature on self-organizing networks has little on the formation of these types of networks and the literature on Six Sigma is focused on statistical methods. Therefor, the aim of this article is to verify the needs for change in a Six Sigma program that enables the development of a self-organizing network. The case studied was carried out with a large organization, manufacturer of capital goods, where the Six Sigma program modeling was performed. From the generated models, as a result, it was have identified a set of changes needed so that the Six Sigma program can create a self-organizing network.

show abstract

“…Mostly the literature discuss about it as performance metrics, i.e., it is a measure of performance in terms of cost, quality, yield, and capacity (Basu and Wright, 2003;Hahn et al, 1999). A few of the suggested definitions of KPI is provided below (refer Table 6).…”

Section: Key Performance Indicators (Kpis)mentioning

confidence: 99%

“…Author(s) KPI Definitions Hahn et al (1999) Performance metrics are established that directly measure the improvement in cost, quality, yield, and capacity. Basu and Wright (2003) KPIs are measurements of a performance such as asset utilization, customer satisfaction, cycle time from order to delivery, inventory turnover, operations costs, productivity, and financial results.…”

Section: Key Performance Indicators (Kpis)mentioning

confidence: 99%