Main quality programs characteristics in large size Brazilian companies

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

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.

Why do organizations discontinue Lean Six Sigma initiatives?

Purpose

Lean Six Sigma (LSS) has been one of the most widely used quality improvement initiatives over the last decade. However, the success rate of LSS is dismally poor, and most organizations discontinue LSS initiatives prematurely. The purpose of this paper is to answer the question why do organizations discontinue LSS initiatives?

Design/methodology/approach

To understand the discontinuance mechanism of LSS initiatives, the authors selected two companies. One from the manufacturing and one from service sector in India. The companies were selected as they had initially implemented LSS, and later within six years had discontinued the initiatives. Four projects from each company were studied using case study methodology.

Findings

This study finds 11 factors due to which the organizations discontinue LSS initiatives. The factors are poor success rate, unrealistic expectations from LSS, unsustainable results, misuse of statistics, large tool set, unsupportive and uncommitted top management, lack of training and development, lack of synergy of LSS and business strategy, lack of link between LSS and customer needs, wrong projects selection and premature discontinuation of LSS experts. The study further discusses the discontinuance mechanisms of LSS using propositions.

Practical implications

LSS is one of the most widely used initiatives in the organizations. Such initiatives involve costs. Earlier studies have reported that many organizations discontinue the LSS initiatives resulting in a loss or not meeting the intended goals. This paper will help the practitioners as well as organizations to understand why organizations discontinue LSS and take prompt actions for its success.

Originality/value

Earlier studies on LSS address the critical success factors, and this paper addresses those about failures by studying organizations that have discontinued LSS. The present study finds 11 factors that are responsible for discontinuing LSS in organizations. In addition, propositions are developed for future research and empirical testing. This study also offers further insights into the discontinuance mechanisms involved in LSS.

Factorial structure for Six Sigma project barriers in Indian manufacturing and service industries

Purpose

The purpose of this paper is to identify the latent constructs of various barriers affecting Six Sigma implementation in Indian industries.

Design/methodology/approach

Literature review resulted in 15 frequently reported barriers in Six Sigma implementation. An empirical survey of 168 Six Sigma practitioners including green belts, black belts (BB), and master BB from 40 Indian companies was conducted with the help of a structured questionnaire. The responses were analyzed using exploratory factor analysis which resulted into five constructs.

Findings

The study proposes five constructs, namely “role of top management,” “cultural change,” “expected attitude,” “availability of resources,” and “level of quality maturity.” The focused approach by organizations to overcome barriers in Six Sigma can be oriented using these constructs.

Practical implications

Six Sigma implementation needs elimination of barriers in projects. Top management support in planning and resource allocation supplemented by favorable employee attitude in bringing cultural change can develop quality maturity to implement Six Sigma successfully.

Originality/value

This study fills the gap in the literature by studying critical success factors, critical failure factors, and barriers together. This study is one of its kinds in the Indian context which captures the views of Six Sigma certified professionals from the organizations which are implementing Six Sigma.

An ISO 9001 based approach for the implementation of process FMEA in the Brazilian automotive industry

Purpose

– The purpose of this paper is to present a structured way for the definitions of the Process Failure Mode and Effect Analysis (FMEA) attributes, such as potential failure mode, potential cause and potential effect, in order to make it simpler to define the controls and scores.

Design/methodology/approach

– This study performs, through a case study in incoming inspection of raw material, the comparison of a conventional application of the Process FMEA with a proposal based on the concepts of process approach defined by ISO 9001.

Findings

– Even written in a form similar to a script, the application of Process FMEA is a very complex activity and, like most quality tools, before being applied, FMEA should be clearly understood by the team. One way to facilitate this understanding is considering the sequence of events in the failures analysis to understand their causes and effects, just as are the sequences of inputs and outputs in the definition of the process approach addressed in ISO 9001.

Originality/value

– This paper shows a simple way to better structure Process FMEA, facilitating meetings with multidisciplinary teams.

Critical failure factors of Lean Six Sigma: a systematic literature review

Purpose

– Lean Six Sigma (LSS) is a continuous improvement methodology that aims to reduce the costs of poor quality, improve the bottom-line results and create value for both customers and shareholders. The purpose of this paper is to explore the critical failure factors for LSS in different sectors, such as manufacturing, services, higher education, etc.

Design/methodology/approach

– The following research is based on a systematic literature review of 56 papers that were published on Lean, Six Sigma and LSS in well-known academic databases from 1995 to 2013.

Findings

– There are 34 common failure factors of LSS cited in this paper. There are some common factors for failure, such as a lack of top management commitment and involvement, lack of communication, lack of training and education, limited resources and others. Many gaps and limitations are discussed in this paper and need to be explored in future research.

Originality/value

– The paper is one of the first systematic literature reviews to explore the critical failure factors of LSS and discuss the top failure factors from different angles, i.e. countries’ evolution, organisations’ size (small- and medium-sized enterprises and large organisations) and industry nature.

Benchmarking Six Sigma implementation in services companies operating in an emerging economy

Purpose

– The paper reports case studies conducted in services organizations that apply Six Sigma in an emerging economy. Aspects of human resources and full-time specialist, infra-structure, top management leadership, customer requirements, focus on financial and non-financial results, structured method and strategic project selection are investigated. The paper aims to discuss these issues.

Design/methodology/approach

– Case-based research is employed as methodological approach. Data were mostly gathered through semi-structured interviews with managers involved with Six Sigma implementation. When available, archival data were also used to achieve more evidence towards triangulation. Then, the aggregation of the results was done a posteriori.

Findings

– It was verified that Six Sigma was successfully implemented in those companies, however with some drawbacks. The studied companies adopt Six Sigma in association with other quality management approaches, mainly ISO 9000: 2008 and lean production.

Research limitations/implications

– The study was limited to three service companies. Therefore, the study findings are not subject to generalisation for other similar firms.

Practical implications

– The research shows the importance of Six Sigma implementation in service companies in addition to its contribution to practical application by identifying the relevant aspects of its introduction. It enables practitioners to use the findings on factors that should be taken into consideration when applying Six Sigma.

Originality/value

– It is one of the few studies on Six Sigma analysis in emerging economies. In addition, the empirical results found support in existing theory to some extent.