Title: Three Six Sigma transitions and organisational preparedness exercise – today's imperatives for tomorrow's success
Authors: P. Sadagopan, S.R. Devadasan, S.K. Goyal
Addresses: Automobile Engineering Department, PSG College of Technology, Coimbatore, Tamil Nadu, India. ' Production Engineering Department, PSG College of Technology, Coimbatore, Tamil Nadu, India. ' Department of Decision Sciences and M.I.S., John Molson School of Business, Concordia University, 1455 de Maisonneuve Blvd. W., Montreal, Quebec, H3G 1M8, Canada
Abstract: Ever since General Electric, Motorola, and other top companies reported a substantial financial gain as a result of implementing the Six Sigma programme, the momentum towards infusing it in an organisational arena started. Thereafter, researchers working on Six Sigma programmes have been reporting its prowess. Meanwhile, in recent literature, some authors have reported its failure in organisations. In this background, this paper is being brought out with the objective of guiding today|s organisations to prepare for successfully implementing the Six Sigma programme. This paper presents the three Six Sigma transitions which the organisations shall effect to successfully implement the Six Sigma programme. An organisational preparedness exercise is proposed to determine and carry out the nature and level of activities to effect these three Six Sigma transitions. The practicality of the organisational preparedness exercise was examined in a ||Total Quality Management|| cultured Indian company. The paper concludes by claiming that the three Six Sigma transitions and organisational preparedness exercise, contributed in this paper, are today|s imperatives for ensuring tomorrow|s success of the Six Sigma programme.
Keywords: six sigma project; black belt; organisational preparedness; six sigma transitions; six sigma quality; quality improvement; six sigma implementation; TQM; total quality management; India; success factors.
International Journal of Six Sigma and Competitive Advantage, 2005 Vol.1 No.2, pp.134 - 150
Published online: 07 Mar 2005 *Full-text access for editors Access for subscribers Purchase this article Comment on this article