PurposeThe literature suggests that a key ingredient for the successful six sigma implementation is project prioritisation and selection. The purpose of this paper is to identify what criteria are considered for selecting six sigma projects and how six sigma projects are selected in organisations in the UK.Design/methodology/approachUsing a survey as a method of investigation, respondents were asked what criteria are considered to select projects and how potential projects are identified, prioritised, selected and evaluated.FindingsThe results of the survey indicate that UK organisations tend to select projects based on criteria such as customer satisfaction, financial benefits, top management commitment and those projects integrated with the company's strategy. Several tools and techniques such as cost benefit analysis, cause and effect matrix, brainstorming, Pareto analysis are employed to identify and prioritise projects.Research limitations/implicationsThis paper is limited to the selection of six sigma in the UK. Further, empirical studies using larger sample sizes and greater geographical diversity may be helpful in validating the results of this study.Practical implicationsThe identification of the most commonly used criteria to select six sigma projects can aid practitioners to select projects based on multiple criteria and using tools and techniques identified in this survey.Originality/valueThe provision of empirical data on the criteria used to select six sigma projects and how six sigma projects are selected.
Methodologies for strategic management encompassing various techniques and models tend to set trends and become paradigms, as they are published and presented to the business community. This paper compares management by objectives (MbO) and business process reengineering (BPR) with the technique of Hoshin Kanri, which has been described as one ofthe core aspects of Japan's management system. Planning and deployment are critical elements of Hoshin Kanri, which imply that the process of developing targets, the assessment of the means to achieve the targets and the deployment of both are fundamental to successful implementation. The authors have adapted the Hoshin Kanri technique, for application at a major UK engineering company as a tool for strategic policy deployment. The benefits werefound to include; integration of strategic objectives with tactical daily management, theapplication of the plan–do–check–act circle to business process management, parallel planning and execution methodology, companywide approach and improvements in communication. Copyright © 2001 John Wiley & Sons, Ltd.
Outlines the key areas which manufacturing organisations should consider in order to improve the effectiveness of training programmes for production operators. The authors carried out a study of UK‐based manufacturing companies to identify current evaluation methods, and identify the predominant barriers to the implementation of effective training programmes. The research concluded that most of the companies believed that their training programmes did not realise the full potential in terms of higher productivity, better on‐the‐job performance, and improved quality. Causal factors were found to be inadequate training objectives and evaluation mechanisms, which stem from a number of barriers. Proposes a training programme measurement model, which has been adapted from existing concepts, and could be applied by manufacturing organisations as a framework for carrying out appropriate evaluation activities. Concludes with some recommendations for future policy, and areas of further research in the implementation of training programmes in manufacturing organisations.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.