Ensuring optimal success with Six Sigma implementations

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the relationship between the successful deployment of Lean Six Sigma and a number of key explanatory variables that essentially comprise the competence of the organization, the competence of the deployment facilitator and the competence of the project leaders. Design/methodology/approach -The preliminary fieldwork involved interviews with two senior Master Black Belts; then, combined with the results of a literature review, the authors develop a conceptual model. A number of hypotheses are developed and the procedures involved in empirically testing these hypotheses are briefly explained. Findings -Technical and interpersonal attributes of Black Belts and Master Black Belts are identified as well as the factors for success in deploying Lean Six Sigma. These factors relate to: leadership, communication, behavior and awareness of Six Sigma; policies, culture and organizational support and strategy; education, training and competency of the Six Sigma experts; project improvement teams and project management; and performance evaluations based on quality criteria, information systems, data and measurement. Originality/value -The paper produces a predictive model for the successful deployment of a continuous improvement program such as Lean Six Sigma.

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“…Other competencies posed by other authors (Byrne, 2003;Defeo, 2000;Hoerl, 2001) comprise the following:…”

Section: Black Belt Competencementioning

confidence: 99%

A conceptual model for the successful deployment of Lean Six Sigma

Hilton

Sohal

2012

International Journal of Quality &Amp; Reliability Management

191

170

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“…However those manufacturing and transaction Six Sigma programs have proven to be one of the most successful process improvement systems in recent years (Snee & Hoerl, 2003). Six Sigma systems consist of technical design and human resource management dimensions for optimal competitive advantage (Byrne, 2003).…”

Section: Six Sigma Systems and Process Improvementmentioning

confidence: 99%

Effect of technological intensity on the relationships among Six Sigma design, electronic-business, and competitive advantage: A dynamic capabilities model study

Gowen

Tallon

2005

The Journal of High Technology Management Research

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“…The binder manufacturing process was improved from 90 to 3 defects in a shift. The key factors in these implementations were; team work, multidisciplinary of the team, management commitment, team training and knowledge, communication and project management (Antony & Banuelas, 2002;Byrne, 2003;Henderson & Evans, 2000). Also, the maintenance preventive program was modified to achieve the goal stated at the beginning of the project 2.…”

Section: Discussionmentioning

confidence: 99%