Selection of six sigma projects in the UK

Abstract

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.

Prioritisation of operations improvement projects in the European manufacturing industry

“…Antony (2006) states that the correct selection and prioritisation of projects is a key critical success factor in a Six Sigma programme, which suggests that organisations adopting this improvement approach are likely to use objective project prioritisation methods. This is supported by the results of a survey carried out by Banuelas et al (2006), which targeted large UK organisations implementing Six Sigma. The study found that almost all Six Sigma organisations in the study use at least one objective method for project prioritisation, with the most common being CBA and Pareto analysis, both of which are tools of Six Sigma (Sharma and Chetiya, 2010).…”

“…In this sense, Banuelas et al (2006) carried out a study to identify the criteria followed by UK organisations to prioritise Six Sigma improvement projects. The study found the most widely used tools by UK companies and the most common criteria they follow to prioritise improvement projects.…”

Evaluation of the Success of Six Sigma Projects by Data Envelopment Analysis

“…According to the research, about 60 percent of the companies identify potential projects from their customers. The critical factors in the selection of six sigma projects were determined as customer satisfaction, financial gains, linking with organization strategy and top management commitment (Banuelas et al,2006). Selection of six sigma projects is a very important stage.…”

A fuzzy MADM approach for project selection: a six sigma case study

“…Business entities should select Six Sigma projects in such a manner that they are directly attached to the targets and plans, since various productive areas of enhancement struggle for limited resources. Six Sigma project selection is one of the most commonly argued issue in the literature these days because most of the Six Sigma projects get failed due to improper selection of improvement projects (Banuelas et al, 2006). Project selection is the process of estimating individual projects, and then choosing most essential project to implement Six Sigma, so that the targets of the company will be accomplished.…”