Six Sigma principles in marketing: an application

Das, Nandini; Gauri, Susanta Kr.; Das, Prasun

doi:10.1504/ijssca.2006.011117

Cited by 10 publications

(4 citation statements)

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“…The most cited benefit of Six Sigma in the literature is customer satisfaction (e.g. Behara et al, 1995;Chen et al, 2005;Das et al, 2006;Desai, 2006;Douglas and Erwin, 2000;Ganesh, 2004;Kuei and Madu, 2003;Kumar et al, 2007;Rylander and Provost, 2006). Freiesleben (2006) suggested that successful application of Six Sigma quality is positively correlated with better financial performance and profit generation.…”

Section: Introductionmentioning

confidence: 99%

Reconstructing Six Sigma barriers in manufacturing and service organizations

Aboelmaged

2011

International Journal of Quality &Amp; Reliability Management

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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 empirically validate how the effectiveness of the most influential barriers to Six Sigma implementation may vary in relation to dimensions of organizational factors in a developing country. Design/methodology/approach -An empirical survey, using 500 self-administered questionnaires, was conducted. Data about 47 Six Sigma barriers and specific organizational parameters from 132 usable questionnaires, with a response rate of 26.4 per cent, were collected and analyzed by means of statistical data analysis package. Findings -The results highlight the key role of soft impediments, i.e. knowledge and support, and hard impediments, i.e. professionals and finance, as the most influential barriers to Six Sigma implementation. The analysis clearly shows that only specific barriers are significantly influencing Six Sigma implementation in relation to dimensions of organizational factors. Practical implications -Decision makers and quality managers should not waste their resources on overcoming all Six Sigma barriers. High attention should be given to the most obstructing barriers in relation to organizational context. Before implementing Six Sigma projects, managers are advised to activate and boost the level of Six Sigma knowledge and support by means of knowledge management functions such as Six Sigma knowledge acquisition, sharing, storing, revealing, etc. among organizational members. Originality/value -The paper is one of the first studies which examines a large number of Six Sigma barriers and their effectiveness in relation to dimensions of organizational factors in a developing country.

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Section: Introductionmentioning

confidence: 99%

Reconstructing Six Sigma barriers in manufacturing and service organizations

Aboelmaged

2011

International Journal of Quality &Amp; Reliability Management

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“…The benefits of Six Sigma as recognised by organisations and found in literature are: customer satisfaction (e.g. Behara et al, 1995;Chen et al, 2005;Das et al, 2006;Desai, 2006;Douglas and Erwin, 2000;Kuei and Madu, 2003;Kumar et al, 2007;Rylander and Provost, 2006); financial performance and profit generation (Freiesleben,2006); productivity and profitability in manufacturing sector (Antony et al, 2005;Kwak and Anbari, 2006); and improved service delivery in services sector (Antony, 2006;Kwak and Anbari, 2006).…”

Section: Introductionmentioning

confidence: 99%

Empirical analysis of Six Sigma project capability deficiency and its impact on project success

Hudnurkar

Ambekar

Bhattacharya

2019

TQM

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Purpose The purpose of this paper is to understand the deficiencies in Six Sigma project capability and empirically validating its impact on project success. Design/methodology/approach Deficiencies are identified from literature focusing on Six Sigma challenges or barriers. The study used a survey approach by circulating questionnaires to 400 Six Sigma professionals from 40 multinational organisations. The conceptual model is composed of 16 items measuring five constructs for hypothesis testing. Furthermore, structural equation modelling was used to identify the relationship between Six Sigma project capability deficiency and project success. Findings The findings of the study suggest that inadequate top management support, inadequate resources and change management and inadequate quality maturity form Six Sigma project capability deficiency and affect project success. Research limitations/implications The study uses resource-based view to understand the deficiencies in Six Sigma project capability and their impact on project success. The study confirms that organisational capabilities in implementing Six Sigma affect the success of the projects. Practical implications The results of this study reveal that inadequate top management support, inadequate quality maturity of the organisation and inadequate resources and change management result into a deficiency in Six Sigma project capability. Quality managers in manufacturing and service organisations should attempt to improve these capabilities to achieve competitive advantage. Originality/value The study contributes to the literature by exploring the capability outlook of Six Sigma. The study attempts to fill the gap in Six Sigma literature by providing a structural model for understanding Six Sigma project capability deficiency and its impact on Six Sigma project success.

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“…Successful implementation of LSS offers many benefits to the business units. Enhanced customer satisfaction is the most cited benefit in many studies (Chen et al , 2005; Das et al , 2006; Desai, 2006; Ganesh, 2004; Kuei and Madu, 2003; Kumar et al , 2007; Rylander and Provost, 2006; Sunder and Antony, 2015). Freiesleben (2006) stated that successful application of Six Sigma quality is positively correlated with better financial performance and profit generation.…”

Section: Introductionmentioning

confidence: 99%

Exploring Lean Six Sigma implementation barriers in Information Technology industry

Shamsi

Alam

2018

IJLSS

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Purpose The purpose of this paper is to present critical barriers and obstacles faced by Information Technology (IT) industry in the implementation of Lean Six Sigma (LSS) as the business improvement methodology. Design/methodology/approach A literature review of peer-reviewed journal articles, master and doctoral theses, paradigmatic books with managerial impact and survey reports was used to identify distinct barriers. An empirical survey, using 400 self-administered questionnaires, was then conducted. Data about 11 LSS barriers from 256 usable questionnaires, with a response rate of 64 per cent, were collected and analyzed by means of statistical data analysis software. Findings The challenges of “part-time involvement in Lean Six Sigma projects”, “time consuming”, “staff turnover in middle of project”, “difficulty in data collection” and “difficulty in identifying project scope” emerged as the most critical barriers in the context of IT industry. This research work advocates the development of a strategy for addressing the most critical barrier instead of focusing on all for successful implementation. Originality/value This paper will prove to be a fantastic resource for many researchers and practitioners who are engaged in research and applications of LSS in the IT industry. Moreover, the scarcity of literature specific to LSS in IT industry will be addressed to some extent.

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Six Sigma principles in marketing: an application

Cited by 10 publications

References 0 publications

Reconstructing Six Sigma barriers in manufacturing and service organizations

Reconstructing Six Sigma barriers in manufacturing and service organizations

Empirical analysis of Six Sigma project capability deficiency and its impact on project success

Exploring Lean Six Sigma implementation barriers in Information Technology industry

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