The knowledge transfer process in Six Sigma subsidiary firms

Gutiérrez, Leopoldo; Barrales‐Molina, Vanesa; Torres, Javier Tamayo

doi:10.1080/14783363.2015.1032237

Cited by 16 publications

(10 citation statements)

References 73 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Emergence of technological-based management and effective, collaborative and interactive information management systems and performance measurement were recommended as the essential element to be more highly recognised and promoted by OL in the future (Lilja et al , 2017; Mosadeghrad, 2015). Creating the knowledge management pool and a continuous, cohesive and collaborative tacit and explicit knowledge and information sharing would promote effective QM practices (Gutirrez Gutierrez et al , 2016; Pascal et al , 2013) and broaden effective operations management experiential learning (Roth et al , 2016).…”

Section: Total Quality Management (Tqm) Model Approachesmentioning

confidence: 99%

Investigating the view of quality management success factors amongst future early career operations leaders

Shokri¹

2019

IJQSS

View full text Add to dashboard Cite

Purpose The study aims to investigate the gap between the current vision and knowledge of future early career operations leaders (OL) and common strategic total quality management (TQM) frameworks such as Malcolm Baldrige National Quality Awards and competing value framework. Design/methodology/approach A survey questionnaire was developed for different groups of participants as current higher education students to identify the gap and analyse the significance of these groups on the factors in TQM framework. The Kruskal–Wallis test as the non-parametric quantitative analysis technique was adopted for this study. Findings A new set of TQM factors with necessity of more knowledge and understanding of future generation was identified, followed by highlighting clear differences amongst different groups of this generation in terms of their demographic measures, perceived leadership style and organisational culture. Research limitations/implications This research study contributed significantly to the existing study about common QM models and their integration with theories relevant to organisational culture and leadership. The data collection can be extended further in the higher education sector or beyond that. Practical implications A sustainable operations leadership practice needs managers and leaders with a sustainable knowledge development of quality management; and as a result of this study, the current vision of future young OL would not echo this. Originality/value This study has a systematic, non-parametric approach towards currently fragmented QM analysis, and is integrated with human resource and visionary elements of future young OL and universal QM models and theories.

show abstract

Section: Total Quality Management (Tqm) Model Approachesmentioning

confidence: 99%

Investigating the view of quality management success factors amongst future early career operations leaders

Shokri¹

2019

IJQSS

View full text Add to dashboard Cite

show abstract

“…The majority of Master Black Belts and Black Belts have a full-time dedication, whereas Green Belts have a partial dedication. Indeed, the literature shows that within GE, Master Black Belts and Black Belts have been full-time resources, freed up from their "regular jobs" to focus on Six Sigma while Green Belts do Six Sigma projects as part of their "regular job" (Gutierrez Gutierrez et al, 2016;Hoerl, 2001;Laux et al, 2015). In fact, a lack of dedicated Six Sigma professionals is a barrier to Six Sigma implementation (Aboelmaged, 2011), and this has been observed in other companies in developing countries (Aboelmaged, 2011;Alsmadi et al, 2012).…”

Section: Training Of Six Sigma Professionalsmentioning

confidence: 99%

Deploying Six Sigma practices to General Electric subsidiaries in a developing economy

Schmidt¹,

Sousa-Zomer

Andrietta

et al. 2018

IJQRM

View full text Add to dashboard Cite

Purpose The purpose of this paper is to investigate Six Sigma implementation in the subsidiaries of General Electric (GE) located in Brazil and to explore the role of the quality culture of headquarters in overcoming common obstacles to Six Sigma implementation reported by other studies. Design/methodology/approach An exploratory survey was the basis for gathering data for this study. A structured questionnaire was developed covering issues related to Six Sigma implementation, such as experienced benefits, main outcomes, and metrics adopted by companies. Data from eight GE subsidiaries were qualitatively analyzed. The findings were discussed in the light of other studies conducted in Brazil as well as in other developing countries in the context of the role of existing quality culture in overcoming barriers to Six Sigma implementation. Findings The findings revealed that Six Sigma at GE subsidiaries achieved better results in comparison with the results obtained by other Brazilian companies reported in the literature. GE quality culture aspects such as top management commitment, high investment in training, recognition schemes, and development of a well-planned infrastructure were identified as valuable to overcome common barriers to Six Sigma implementation. Moreover, the findings showed a strong alignment with the goals and practices of GE headquarters, which is an evidence of the quality culture that exists in GE and that allows all GE businesses achieve benefits with Six Sigma. Originality/value Since limited empirical research has been conducted concerning Six Sigma implementation in developing countries, this paper aspires to contribute to Six Sigma body of knowledge by illustrating the practices of a world benchmark corporation.

show abstract

“…This information exchange, as well as learning and knowledge creation, enable the creation of common languages and a shared vision within organisations, leading to successful “embeddedness” of a quality strategy, in addition to identifying and removing implementation barriers. They also help to reduce the waiting time in processes and solve problems related to manufacturing processes, projects, products and services, resulting in speeding up procedures and processes (exploitation orientation) (Linderman et al , 2004; Van Barnevelds et al , 2012; Zeng et al , 2013; Gutierrez-Gutierrez et al , 2016b) (Figure 1). For example, Moosa and Sajid (2010) carried out a study using multiple case studies.…”

Section: Research Model: Relationship Between Six Sigma and Exploitation And Exploration Orientationmentioning

confidence: 99%

“…Six Sigma provides complex and comprehensive statistical metrics to collect information about customers’ needs and competitors, so organisations may foresee customer expectations and know what the competition is doing, which leads to knowledge creation (Antony, 2004; Aggogery et al , 2009; Hoerl and Gardner, 2010; Sin et al , 2010; Mehrjerdi, 2011; Zahng et al , 2014; He et al , 2015; Gutierrez-Gutierrez, 2016b). Some scholars claim that the main challenge of DMADV is to acquire accurate information about customer needs, so Six Sigma itself provides statistical metrics required to face this challenge, such as DPMO, RTY, CSAT score, CTQ, defects and 10x improvement measures and so forth.…”

Section: Research Model: Relationship Between Six Sigma and Exploitation And Exploration Orientationmentioning

confidence: 99%

“…To advance research about Six Sigma benefits, many authors have devoted their efforts to describing its effects on organisations in-depth. Their studies have analysed the relationship between Six Sigma and competencies such as flexibility, differentiation, fast delivery, zero defects, rapid design or redesign, cost reduction, innovation, knowledge creation and so forth (Foster, 2007; Pepper and Spedding, 2010; Easton and Rosenzweig, 2012; Sin et al , 2015; Arumugam et al , 2016; Gutierrez-Gutierrez et al , 2016a, 2016b).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Six Sigma and organisational ambidexterity: a systematic review and conceptual framework

Muñoz

Gutiérrez

2017

IJLSS

View full text Add to dashboard Cite

Purpose-The aim of this paper is to analyse the relationship between Six Sigma methodology and organisational ambidexterity (exploitation and exploration orientations). For this purpose, this study describes how Six Sigma practices may enhance both orientations simultaneously, contributing to organisational ambidexterity and performance improvements. Design/methodology/approach-A systematic literature review was adopted as the research methodology. The authors analysed 512 publications in Social Science Citation Index (SSCI) journals in fields such as management, business, operation research management science, planning development, behavioural sciences, interdisciplinary social sciences and applied psychology from 1987 to 2016, as the first development and adoption of Six Sigma was in 1987 by Motorola. Findings-This analysis describes how Six Sigma emphasises not only useful practices for exploitation orientation, such as customer input, design for manufacturability or improvement and control of processes, but also explorative practices, such as discovery, novelty or innovation. Consequently, an adequate combination of all these practices may enhance organisational ambidexterity and organisational success. Research limitations/implications-This study relies exclusively on previously published literature that fulfilled the selection criteria described in the search methodology. Further empirical research is necessary to test the propositions included in this paper. Originality/value-This study provides new insights into the non-existent literature about Six Sigma and organisational ambidexterity as well as to the scarce literature about quality management and ambidexterity. Propositions on how Six Sigma practices benefit organisational ambidexterity are also suggested.

show abstract

The knowledge transfer process in Six Sigma subsidiary firms

Cited by 16 publications

References 73 publications

Investigating the view of quality management success factors amongst future early career operations leaders

Investigating the view of quality management success factors amongst future early career operations leaders

Deploying Six Sigma practices to General Electric subsidiaries in a developing economy

Six Sigma and organisational ambidexterity: a systematic review and conceptual framework

Contact Info

Product

Resources

About