Outcomes from a descriptive survey of Six Sigma management practices in Brazil

Abstract

Purpose -The utilisation of Six Sigma and its associated techniques has yielded results that deserve a more detailed evaluation, since there is relatively little information published on the application of Six Sigma in developing countries. The objective of this work is to present the results of an exploratory-descriptive field study, which was done to survey a series of practices related to Six Sigma programmes at companies that have adopted them. Design/methodology/approach -The paper presents a descriptive survey. More than 100 Six Sigma users were identified and contacted by telephone to respond a questionnaire. Two remembering letters were sent to companies that did not answer the survey resulting in a response rate of approximately 65 per cent, which can be considered suitable by the literature for a descriptive survey. Findings -The results obtained from the survey revealed that the application of Six Sigma in Brazil is a reality. However, it concluded that the programme was adopted by large-size companies that invest in infrastructure and training of their personnel, making it possible to obtain the financial benefits desired. Research limitations/implications -This is not a probabilistic study and, therefore, the external validity is limited. The paper also considers perspectives for future research on the use of techniques and tools associated to the application of the programme as well as factors of failure in its utilisation. Originality/value -This paper is one of the few published studies that report and discuss Six Sigma programmes in developing countries.

Impact of the strategic sourcing process on the supply chain response to the COVID-19 effects

“…Some researchers have used the descriptive survey method to study phenomena in the operations and supply chain management field (e.g. Bagchi et al , 2005; Miguel and Andrietta, 2010; Zheng et al , 2019). This study aims to provide initial insights around the phenomenon aforementioned serving as the basis for further probabilistic and explanatory surveys.…”

Benchmarking the use of tools and techniques in the Six Sigma programme based on a survey conducted in a developing country

“…Data were analysed by first use descriptive statistics and then by comparing the results with the literature in the sense of corroborating empirical data with Six Sigma publications. More detailed results from the survey with regard to other aspects are provided by Cauchick Miguel and Andrietta (2010). Data analysis concerning the use of tools and techniques is presented next.…”

“…The survey aimed at identifying practices associated with Six Sigma, including evidence of the use of tools and techniques. Detailed survey results can be found in Cauchick Miguel and Andrietta (2010) and best practices are highlighted by Cauchick Miguel and Andrietta (2009).…”

“…In this context, the present study presents more detailed results obtained from a survey conducted in a developing country (Cauchick Miguel and Andrietta, 2010). This paper focuses on the tools and techniques used in the stages of the DMAIC method as well as comparing them to the literature.…”

A lean six sigma framework for continuous and incremental improvement in the oil and gas sector

“…LSS is “a methodology that maximizes shareholder value by achieving the fastest rate or bringing improvements in customer satisfaction, cost, quality, process speed, and invested capital” (George, 2002; Muraliraj et al , 2018). Furthermore, it is a holistic methodology that is based on systems approach and considers the entire supply chain (Cauchick Miguel and Andrietta, 2010; Franchetti, 2015), which is used by organizations of international recognition to eliminate waste in processes and deliver products and services with extreme quality to their customers (Popa et al , 2005; Assarlind and Aaboen, 2014). LSS has expanded the seven original wastes from Ohno (1997) into nine: defects, overproduction, transport, waiting, inventory, movement, over processing, underutilized employees and behaviour (Voehl et al , 2010; Alkunsol et al , 2019).…”