Sustainable Process Performance by Application of Six Sigma Concepts: The Research Study of Two Industrial Cases

Abstract

Abstract:The current approach to business management focuses on increasing the performance of business processes. To achieve the required processes performance means to ensure the required quality and capability of processes. The partial aim of this paper is to confirm the positive effects of the Six Sigma methodology (SSM) on the corporate performance in the Slovak Republic and an investigation of the dependency of SSM implementation on the certified quality management system (QMS) as a set-forward condition via a questionnaire survey carried out in Slovak industrial enterprises. The survey results confirmed the above-mentioned assumptions. The SSM using DMAIC (Define-Measure-Analyze-Improve-Control) was applied in real conditions of two manufacturing enterprises with a different level of quality management system. The results of the research study proved a possibility to implement SSM and to use the same methods in enterprises aside from a level of QMS. However, more remarkable results were achieved by the enterprise which introduced QMS. The first application of SSM in enterprises within specific conditions of furniture production processes can be considered to be a contribution of the research study, as well. The result of the work is the model including the methodology and the appropriate combination of methods and tools for assuring the sustainable performance of the business processes.

Influence of Quality Management Practices on the Business Performance of Slovak Manufacturing Enterprises

“…A common feature of a successful application of quality management principles is the constant effort to increase quality. Sujová et al [58] stated that the use of TQM, Kaizen, and mainly Six Sigma can reduce unwanted process variability, which is a natural process component, nevertheless, its absolute uniformity cannot be achieved. The effect of the variability is that the efficiency of these processes is very low and not identical products are produced.…”

“…According to Töpfer [60] Six Sigma is project management with reliable statistical foundations and effective practices for quality management, it contains systematic methodology DMAIC (Define-Measure-Analyse-Improve-Control) and DMADV (Define-Measure-Analyse-Design-Verify), process management, and a set of processes analysis practices to solve problems, statistics, philosophy, and quality culture at a zero-defect standard. Sujová et al [58] stated that SSM is used as the process quality assurance and improvement method, as its implementation has achieved significant cost reduction, mainly in the machine, automotive, and electricity industry. Research studies [52] [14] [67] indicate that Six Sigma should be integrated in TQM to achieve synergistic effects for quality improvement.…”

Influence of Modern Process Performance Indicators on Corporate Performance — the Empirical Study

“…It is not enough to control product quality at the end of the manufacturing process, and the performance measurement of the entire manufacturing process alone does not consider the hidden factory. In this sense, the hidden factory means many opportunities for non-conformities to occur before a product is delivered to the customer (Sujová et al, 2016). Six Sigma method measures the ability of an organisation to do things right for the first attempt.…”

Management of changes in business processes: an empirical study in Slovak enterprises

“…Finding the optimal solution while maintaining the desired product quality level means to reduce important factors in the business process, including material and energy consumption, product development costs and time. Changing variables in process modelling results in a reduction in material inputs, production costs, shape, material properties of a product and a minimised optimisation task value at the end of the process (Sujová, Marcineková & Simanová, 2016). Sujová and Marcineková (2015a) define the best-known concepts and methods for process optimisation as follow: Balanced Scorecard (BSC), Six Sigma, Activ-ity Based Costing (ABC), European Foundation for Quality Management (EFQM), Total Quality Management (TQM), Total Productive Maintenance (TPM), Kaizen, Method 5S, ISO Norms, Benchmarking, and Process controlling.…”