Six Sigma Concept in Relation Term Paper

Download this Term Paper in word format (.doc)

Note: Sample below may appear distorted but all corresponding word document files contain proper formatting

Excerpt from Term Paper:

It was thought that the Six Sigma concept was simply "too powerful to fail," a misconception on which the whole misfortune of the Six Sigma programs is based. The human factor is often not taken into consideration. Elements such as empowerment, communication and recognition play an important role in determining the success of the Six Sigma methodology, according to the result of the study.

Implementation in sectors like finance and sales were unsuccessful, due to the very nature of the concept, which was developed and is still mainly applied in manufacturing organizations (especially mass-manufacturing). The very basis of Six Sigma, the defect measure approach was simply ineffective in other areas of the economy. The opinion which rises from the literature review above coincides with the result of the study conducted by McAdam and Lafferty: outside a mass manufacturing environment, the Six Sigma methodology is unsuccessful.

The data gathered from this research reveals that empowerment of the employees in a sense that they are allowed to chose how and which tools to use in the performance of their jobs is essential to an increase in the general profitability of the organization. People are logical beings that need to establish a connection between cause and effect. Six Sigma bases itself on the belief in the all-mighty technology and methodology, which ultimately leads to failure.

The current preoccupations regarding the Six Sigma phenomenon appeared as an effect of the development of Total Quality Management, which evolved from a simple mechanistic approach to a more complex mechanistic and organic model. This model is based on the needs of business and employees and is not intended to be a replacement for TQM, but instead a "means of refocusing the need for business deliverables on the mechanized side of TQM." The conclusion to which the study arrives is that each and every organization that intends on implementing a Six Sigma methodology needs to carefully evaluate the existing culture within the business. A special attention must be paid to this issue by managers of companies which have previously implemented a TQM program. One advantage of Six Sigma, according to the authors of the study is a renewed focus in regard to process output.

Concerning research methodology, McAdam and Lafferty emphasize the need for additional exploration, using both the inductive and the deductive methods in order for the amount of literature available to be increased. Their study is intended to be the corner stone of a new approach toward the relation between mechanistic and people variables in the Six Sigma concept.


Antony, J. And Banuelas, R. (2001) 'A strategy for survival', Manufacturing Engineer, Vol. 80, No.3, pp.119-121.

Antony, J. And Banuelas, R. (2002) 'Critical success factors for the successful implementation of Six-Sigma projects in organizations', the TQM Magazine, Vol. 14, No. 2, pp.92-99.

Bischeno, J. (2000) Cause and Effect; Lean Operations, Six-Sigma and Supply Chain Essentials, Blackwell, London.

Breyfogle J. And Forrest, T. (1999a) 'Implementing Six-Sigma: Part 1', the Quality ManagementForum, Annual Quality Congress.

Breyfogle, J., Forrest, T. And Meadows, B. (2001) 'Bottom-line success with Six-Sigma', QualityProgress, Milwaukee, ASQ, pp.101-104.

Clifford, L. (2001) 'Why you can safely ignore Six-Sigma', Fortune Magazine, Vol. 143, No 2,pp.140-144.The organisational contextual factors affecting the implementation 43

Coronado, R., Banuelas, R. And Jiju, a. (2002) 'Critical success factors for the successful implementation of Six-Sigma projects in organisations', the TQM Magazine, Vol. 14, No. 2, pp.92-99.

Douglas, P. And Erwin, J. (2000) 'Six-Sigma's focus on total customer satisfaction', the Journal for Quality and Participation, pp.45-49.

Harry, M. And Schroeder, R. (2000) Six-Sigma: The Breakthrough Management Strategy

Revolutionizing the World's Top Corporations, Doubleday, NY.

Klefsjo, B. Wiklund, H. And Edgemann, R. (2001) 'Six-Sigma seen as a methodology for total quality management', Measuring Business Excellence, Vol. 5, No 1, pp.31-35.

McAdam, R. And Evans, a. (2004) 'The organisational contextual factors affecting the implementation of Six-Sigma in a high technology mass-manufacturing environment', Int. J.

Six Sigma and Competitive Advantage, Vol. 1, No. 1, pp.29-43.

Ouellette, S. And Petrovich, M. (2002) 'Daily management and Six-Sigma: maximizing your returns', Annual Quality Congress Proceedings, Milwaukee, pp.33-45.

Pande, P., Neuman, R. And Cavanagh, R. (2000) the Six-Sigma Way: How GE, Motorola, and Other Top Companies Are Honing Their Performance, McGraw-Hill, NY.

Reichfield, F. And Sasser, W. (1990) 'Zero defections: quality comes to customer service', Harvard Business Review, Sept-October, pp.105-111.

Sanders, D. And Hild, C. (2000) 'A discussion of strategies for Six-Sigma implementation', Quality Engineering, Vol. 12, No. 3, pp.303-309.

Tennant, G. (2001) 'Six-Sigma: SPC and TQM in manufacturing and services', the TQM

Magazine, Vol. 13, No. 3, pp.201-202.

Tennant, G. (2002) 'Design for Six-Sigma:…[continue]

Cite This Term Paper:

"Six Sigma Concept In Relation" (2004, October 03) Retrieved October 23, 2016, from

"Six Sigma Concept In Relation" 03 October 2004. Web.23 October. 2016. <>

"Six Sigma Concept In Relation", 03 October 2004, Accessed.23 October. 2016,

Other Documents Pertaining To This Topic

  • Sigma and Quality Managemnet Six

    The results retrieved by Victor, Boynton and Stephens-Jang point out to a necessity to find a balance between standardized work and continuous learning process. They also indicate that employees who have managed to find this balance reveal higher levels of on-the-job satisfaction, as well as lower levels of stress. A crucial approach to total quality management is taken by Mohamed Zairi (2002), who looks at quality management in the context

  • Management Comparison a Comparison of Six Sigma

    Management Comparison A Comparison of Six Sigma to Lean Manufacturing, Strategic Quality Management, and Total Quality Management There are a plethora of management strategies and perspectives that are being employed in operations and supply chain management in the modern business environment. Among the various theories being implemented, Six Sigma, Lean Manufacturing, Strategic Quality Management, and Total Quality Management are among the most popular. This paper will compare and contrast some of the

  • Managing Quality With Six Sigma

    The Improve Phase of the DMAIC process is also essential for managing the piloting and testing of the Six Sigma solutions discovered. It is also essential during the new product development process for measuring and quantifying the unique value proposition of the product or service being produced as well. The final phase, Control, is essential in both a Six Sigma and new product introduction process as well (Pestorius, 2007). Conclusion The

  • Quality Management Approaches Six Sigma

    It is a comprehensive approach that certainly includes the optimization of operational processes emphasized in the Six Sigma framework, but operational processes represent only one small component part of the much broader focus of TQM. If there is a disadvantage to TQM, it would be in connection with the types of businesses or industries in which the standardization and optimization of operational processes is extremely important. In principle, those

  • Sigma This Best Selling Book by Mikel Harry

    Sigma This best-selling book by Mikel Harry and Richard Schroeder has been held in high esteem for more than twenty years. Indeed the reputation earned by Six Sigma: The Breakthrough Management Strategy Revolutionizing the World's Top Corporations has for the most part been excellent, especially in the corporate industry. The authors are highly qualified to write a book about Six Sigma since they basically founded the organization. Mikel Harry is

  • Sigma Case Hey Is Anybody

    3. The Six Sigma tools are basically concepts and tools used to improve the outcomes of the business operations. Their subjectivity derives from two sources: the person applying the tools and the subjectivity of the tools. First of all, the individual is implementing the tool; therefore he is likely to be subjective in judging the tool, implementing it and analyzing the results. Secondly, the tool itself is subjective as it

  • Supply Chain Management What Does

    Second, greater education about the values and benefit of this approach to managing projects needs to be completed (Brady, Maylor, 2010). Third, the inertia and lack of motivation to change needs to be quantified and shown to managers to see how their lack of commitment and urgency are hurting their businesses. All of these factors center on the value of time and its precious nature as a resource (Brady,

Read Full Term Paper
Copyright 2016 . All Rights Reserved