Integrating Six Sigma with ISO 9001

Abstract

PurposeBy exploiting the relationships between Six Sigma and quality management systems (QMS) based on the ISO 9001 standard, this paper proposes a set of guidelines to combine and integrate both approaches in a systematic way. The guidelines are organised into integration topics, and each one is linked to the clauses of the ISO 9001 standard they refer to.Design/methodology/approachBased on the literature review, Six Sigma and QMS based on the ISO 9001 standard are thoroughly discussed and compared and beneficial synergies between them are identified. Based on this study, and to take advantage of the compatibilities and logical linkages between both approaches, guidelines for the integration of Six Sigma with the ISO 9001 requirements are developed.FindingsBenefits resulting from the integration of Six Sigma with a QMS based on the ISO 9001 standard are mutual. The integration guidelines proposed in this paper provide a framework to unify process management practices, enhance the effectiveness of continual improvement efforts, facilitate the identification, evaluation and selection of Six Sigma projects, align the quality objectives defined for the QMS with Six Sigma project goals, establish relationships between the roles of a Six Sigma program and those inherent to an ISO 9001 QMS, and demonstrate how internal quality audits and management review benefit from a Six Sigma program.Research limitations/implicationsThe integration models and guidelines herein proposed can be further expanded to include other relevant normative references, particularly environmental management systems (ISO 14001) and safety and health management systems (OHSAS 18001).Originality/valueThe set of guidelines proposed in this paper is original and will be of practical value to the increasing number of organisations adopting a process‐model for the ISO 9001 standard, that seek to incorporate Six Sigma principles, practices, methods and tools within their QMS. The guidelines cover a wide spectrum of relevant activities that usually take place in the context of both initiatives. In addition, because each guideline is accompanied by the identification of the applicable clauses of ISO 9001, they provide a useful framework to develop, implement, maintain, and improve a QMS in parallel with a Six Sigma program.

Picking low hanging fruit? Synergies between strategic quality management and corporate social responsibility

“…While the driver for this was economic, arguably, the consequences are akin to some elements of what we now see as CSR, in that, though the success measurements tended to be financial, many of the savings contributing to them were resource based; for example, reductions in wasted raw materials and production items (power, equipment usage, staff time), plus less scrap that needed to be disposed of. This is one of the principles on which Lean Six Sigma (LSS) is based, though the scope of LSS is much broader than Shewhart's in that it covers complete value chains, rather than only manufacturing processes (Karthi, Devadasan, & Murugesh, 2011;Marques, Requeijo, Saraiva & Frazão-Guerreiro, 2013). While many of the Quality Gurus concentrated mostly on the management issues (for example, Deming, Juran, Feigenbaum and Crosby), Taguchi (1990) can be considered to be the next major contributor to the CSR dimension of quality.…”

Metodología de integración: ISO 9001, ISO 31000 y SIX SIGMA

“…En relación con lo anterior, cabe hacer especial hincapié a dos estudios (Marques, Requeijo, Saraiva, y Frazao-Guerreiro, 2013;Muzaimi, et al, 2017), ya que en ambos casos se siguen los mismos 6 pasos, que coinciden con los de la guía ISO 72:2001. Además, del primer estudio se obtienen las sinergias de ISO 9001 y Six Sigma, mientras que, del segundo estudio, los aspectos comunes de ISO 9001 e ISO 31000.…”

Seis Sigma en Instituciones de Educación Superior en México

“…Por lo anterior SS se muestra claramente como una estrategia que puede ayudar a las IES a mejorar las actividades relacionadas con su quehacer lo que directa o indirectamente tendría un impacto sustantivo en la mejora de la calidad de los servicios que ofrece. La implementación de SS no significa que se deba dejar de trabajar bajo la estrategia que han decidido adoptar (la norma ISO 9001 en la mayoría de ellas), si no que este enfoque nuevo daría un soporte y complemento para que el impacto sea mayor en los beneficios que se obtengan para todas las personas involucradas en los procesos administrativos y educativos, como los estudiantes, docentes, personal administrativo y de servicios, padres de familias, empleadores y la sociedad en general, como lo propone Marques et al (2013).…”