Title: Designing robust model of Six Sigma implementation based on critical successful factors and MACBETH
Authors: Amir Karbassi Yazdi; Ghanbar Abbaspour Esfeden
Addresses: Department of Industrial Management, South Tehran Branch, Islamic Azad University, Shariati Street, P.O. Box 1947943513, Tehran, Iran ' Department of Industrial Management, South Tehran Branch, Islamic Azad University, Shariati Street, P.O. Box 1947943513, Tehran, Iran
Abstract: The present study aims to investigate prioritising of critical successful factors (CSFs) of Six Sigma implementation in small and medium-sized enterprises (SMEs) in Iran. Nowadays, many companies face various problems in implementing Six Sigma projects. These problems occur in all organisations whether big companies or SMEs. Hence, finding and prioritising these CSFs, which are related to implementation of Six Sigma projects, help organisations to solve their problems and implement Six Sigma projects efficiently. Measuring attractiveness by a categorical-based evaluation technique (MACBETH) was used to determine CSFs, which have high priority for implementing Six Sigma projects in SMEs. For increasing the effectiveness of Six Sigma projects and avoiding wastage of time, budget and human resources of an organisation, this ranking directs managers of companies how they can eliminate the problems of Six Sigma projects implementation and allocate their limited resources to solve the problems. In this study, these CSFs are categorised into four criteria and 15 sub criteria. The most important CSFs is perception of mangers from manager criterion and the least important CSFs is participation of staff in the staff criterion.
Keywords: six sigma implementation; MACBETH; critical successful factors; CSFs; modelling; small and medium-sized enterprises; SMEs; Iran.
International Journal of Process Management and Benchmarking, 2017 Vol.7 No.2, pp.158 - 171
Available online: 15 Jan 2017 *Full-text access for editors Access for subscribers Purchase this article Comment on this article