On the evaluation of Six Sigma projects

Tkáč, Michal; Lyócsa, Štefan

doi:10.1002/qre.1062

Cited by 22 publications

(6 citation statements)

References 28 publications

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“…Most process improvement initiatives, conducted through projects have common characteristics (Anand et al , 2010; Tkáč and Lyócsa, 2010). Lean projects require an understanding of systems-wide processes and utilize interdisciplinary teams (DeSanctis et al , 2018; Stelson et al , 2017; Wackerbarth et al , 2015).…”

Section: Introductionmentioning

confidence: 99%

“…Lean projects require an understanding of systems-wide processes and utilize interdisciplinary teams (DeSanctis et al , 2018; Stelson et al , 2017; Wackerbarth et al , 2015). Six Sigma is a project-driven management approach (Bilgen and Şen, 2012; Arumugam et al , 2014, 2016) which employs structured methods and tools to improve products, services and processes (Arumugam et al , 2014; Laux et al , 2015; Tkáč and Lyócsa, 2010). Each Six Sigma project uses a structured and organized approach, led by a project methodology expert and involving a team brought together for the purpose of the project (Anand et al , 2009; Marzagão and Carvalho, 2016).…”

Section: Introductionmentioning

confidence: 99%

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A study into the reasons for process improvement project failures: results from a pilot survey

Antony

Lizarelli

Fernandes

et al. 2019

IJQRM

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Purpose Process improvement initiatives, such as Lean, Six Sigma and Lean Six Sigma, typically have common characteristics that are carried through projects. Whilst a project’s performance is an important determinant of the successful implementation of continuous improvement (CI) initiatives, its failure can undermine the impact of any CI initiative on business performance. As a result, an understanding of the reasons of process improvement project failures is crucial. The purpose of this paper is to present the results of a pilot survey highlighting the most common reasons for process improvement project failures. Design/methodology/approach This paper presents a pilot survey of 42 Brazilian manufacturing specialists who have been involved in process improvement projects. The participants of this survey were Six Sigma Master Black Belts, Black Belts, Green Belts and Six Sigma champions from manufacturing companies in Brazil. The survey questionnaire was piloted with five experts in the field in order to ensure that the questions were valid and technically sound. Findings The execution of Six Sigma projects in organizations results in a moderate rate of project failures. These failures can cost organizations several millions of dollars especially within the context of larger organizations. The main reasons for project failure, as cited by the specialists include: resistance to change, lack of commitment and support from top management and incompetent teams. Research limitations/implications The authors report the findings from a pilot survey having a limited sample size. Moreover, the data have been collected from one country and primarily from large manufacturing companies. Originality/value To the best of the authors’ knowledge, this is the first empirical study looking into the reasons for process improvement project failures. The authors argue that if the top reasons for such failures are understood, a framework can be developed in the future that can mitigate the chance of project failures during project execution. This could potentially lead to significant savings to the bottom-line of many organizations.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

A study into the reasons for process improvement project failures: results from a pilot survey

Antony

Lizarelli

Fernandes

et al. 2019

IJQRM

View full text Add to dashboard Cite

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“…However, if a manufacturer decides to innovate its production process with new technological solutions, the aim of which is to bring more efficient implementation of the whole process combined with profit maximization, reduction of environmental impact, support research and development in the field, it is possible to talk about an idea or initiative so that it can be gradually transformed into a project [17,18]. Such types of projects are now a common part of production facilities, and in practice, they can be encountered as part of Six Sigma or "lean production" concepts [3,19,20].…”

Section: Introductionmentioning

confidence: 99%

“…In Europe, SMEs are considered to meet the classification criteria set by the Recommendation of the European Commission no. 2003/361/EC of 1 January 2005, as follows: a small enterprise is one that employs less than 50 people and has an annual turnover of less than 10 million EUR, and a medium one employs less than 250 people and has a turnover of up to 50 million EUR [17,19,26]. According to Turner et al [1,27], in small enterprises, simple planning, as well as informal evaluation, is preferred, while implementation does not use standard procedures but rather an operation based on rapid decision-making.…”

Section: Introductionmentioning

confidence: 99%

Design of a Model for Risk Reduction in Project Management in Small and Medium-Sized Enterprises

et al. 2021

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In general, it can be said that a project is a means of change so that the organization or individual obtain something they do not currently have, and which, in some respects, can ensure its functioning within the system in society, in the market, etc. Organizations often use different tools and techniques in project implementation to help manage projects. The selection of the optimal method requires a thorough systematic analysis. The chosen method must cover the requirements of project management with regard to its size and nature. One such tool is the ISO 21500 Guidance on project management standard, which defines the basic processes and documents needed for project management. The aim of this article is to propose a model through which it would be possible to effectively manage projects in small and medium enterprises (SMEs), i.e., where generally available international methodologies for project management are not introduced. The proposed model (referred to as Model B) was verified on projects in different SMEs in Slovakia. Mathematical evaluation presented in the paper as well as the knowledge and experience from this verification were summarized and the proposed Model B was modified (referred to as SMEPM: small and medium enterprises project management) so that it can be used in the implementation of other projects in the conditions of SMEs.

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“…The purpose is to improve the product development design, manufacturing ability, and quality production in the fastener industry. The techniques applied to the process include discriminant analysis, descriptive statistics, the cause and effects (C&E) matrix, and two-way analysis of variance (ANOVA) to analyse the variations in the process [13][14][15]. The process capability values obtained in the experiential study were all over 1.88 (C pk ¼ 2.32), and the overall production abilities were P pk ¼ 2.02 and C pm ¼ 1.67, where the SOP (standard of procedure) was completed [16][17][18][19].…”

Section: Introductionmentioning

confidence: 99%

Steps for the advanced product quality planning approach to improve product quality: a case of fastener manufacturing

Chang

Chen

et al. 2011

Proceedings of the Institution of Mechanical Engineers, Part B:

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Advanced product quality planning (APQP) is a robust production strategy and a realtime improvement method with a comprehensive quality processing procedure that uses statistical tools and technologies to improve product quality. APQP product development processes thus allow accurate and efficient production. The present paper proposes a procedure for APQP for the fastener industry. Realistic processes are used to explain the procedures used, including the activities involved in the five stages of the APQP approach: the planning and definition stage, the product design stage, process design stage, the manufacturing certification stage, and the improvement and feedback stage. The empirical study results show that the proposed APQP procedure can ensure product quality and capability of manufacturing equipment with improved P pk , C pk , and C pm values.

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On the evaluation of Six Sigma projects

Cited by 22 publications

References 28 publications

A study into the reasons for process improvement project failures: results from a pilot survey

A study into the reasons for process improvement project failures: results from a pilot survey

Design of a Model for Risk Reduction in Project Management in Small and Medium-Sized Enterprises

Steps for the advanced product quality planning approach to improve product quality: a case of fastener manufacturing

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