The evolving theory of quality management: The role of Six Sigma

Abstract

While Six Sigma is increasingly implemented in industry, little academic research has been done on Six Sigma and its influence on quality management theory and application. There is a criticism that Six Sigma simply puts traditional quality management practices in a new package. To investigate this issue and the role of Six Sigma in quality management, this study reviewed both the traditional quality management and Six Sigma literatures and identified three new practices that are critical for implementing Six Sigma's concept and method in an organization. These practices are referred to as: Six Sigma role structure, Six Sigma structured improvement procedure, and Six Sigma focus on metrics. A research model and survey instrument were developed to investigate how these Six Sigma practices integrate with seven traditional quality management practices to affect quality performance and business performance. Test results based on a sample of 226 US manufacturing plants revealed that the three Six Sigma practices are distinct practices from traditional quality management practices, and that they complement the traditional quality management practices in improving performance. The implications of the findings for researchers and practitioners are discussed and further research directions are offered. #

Six sigma, absorptive capacity and organisational learning orientation

“…These specialized positions constitute a structure of roles that is one of Six Sigma distinguishing aspects (Zu et al, 2008). Positions such as "Champions", "Master Black Belts", "Black Belts" and "Green Belts" are explicitly established (Sinha and Van de Ven, 2005).…”

“…On the other hand, Six Sigma is clearly oriented to strategic process improvement (Linderman et al, 2003;Schroeder et al, 2008;Zu et al, 2008). Six Sigma practitioners "identify and clarify the core processes whose improvement will yield the most dramatic changes and benefits for customers and the organization" (Lloréns et al, 2006, p.487).…”

“…Six Sigma practitioners "identify and clarify the core processes whose improvement will yield the most dramatic changes and benefits for customers and the organization" (Lloréns et al, 2006, p.487). Process management orientation to continuous improvement requires that Six Sigma members are trained intensely in abilities, group dynamics and statistical methods and tools (Gitlow, 2005;Lee et al, 2006;Ravichandran, 2006;Zu et al, 2008). For example, the DMAIC cycle (define, measure, analyze, improve and control) is also present in Six Sigma, as a tool for process improvement (Kanji, 2008;Kaushik and Khanduja, 2009;Schroeder et al, 2008).…”

“…Secondly, Six Sigma teamwork is distinguished by the creation of specialized positions (Lloréns et al, 2006;Zu et al, 2008). Those who hold positions such as "Champion", "Master Black Belt", and "Black Belt" play the role of leaders , creating recognition of the need and fostering the collective desire to learn (Senge 1999, p.38, in Choo et al, 2007, thus guiding the learning efforts Wiklund and Wiklund, 2002).…”

Relationship between 5S Implementation and Green Performance of Malaysian Manufacturing SMEs: A Conceptual Model

“…Ini kerana mereka adalah kumpulan pegawai eksekutif yang merancang strategi syarikat dan membuat keputusan kritikal dalam penambahbaikan kualiti (Zu et al 2008). Menurut Gapp et al (2008) dan Mohd Nizam et al (2010), program 5S perlu mendapat sokongan dan pengesahan daripada pengurusan tertinggi syarikat, terutamanya aktiviti-aktiviti yang melibatkan kelulusan bajet dan kewangan.…”