Developing a Six Sigma framework: perspectives from financial service companies
International Journal of Quality & Reliability Management
ISSN: 0265-671X
Article publication date: 8 March 2013
Abstract
Purpose
Six Sigma is considered to be an important management philosophy to obtain satisfied customers, but financial service organisations have been slow to adopt Six Sigma issues so far. Despite the extensive effort that has been invested and benefits that can be obtained, the systematic implementation of Six Sigma in financial service organisations is limited. As a companywide implementation framework is missing so far, the purpose of this paper is to fill this gap.
Design/methodology/approach
This paper presents a conceptual framework derived from literature and evaluated by experts, with a focus on financial services.
Findings
The results show that it is very important to link Six Sigma with the strategic as well as the operations level. Furthermore, although Six Sigma is a very important method for improving quality of processes, others such as Lean Management are also used. This requires a superior project portfolio management to coordinate resources and projects of Six Sigma with the other methods used.
Research limitations/implications
The developed framework provides a new contribution to the theory of applying Six Sigma in financial service institutions.
Practical implications
Beside the theoretical contribution, the framework can be used by financial service companies to evaluate their Six Sigma activities. Thus, the framework grounded through literature and empirical data will be a useful guide for sustainable and successful implementation of a Six Sigma initiative in financial service organisations.
Originality/value
The paper contributes, by empirical research through expert interviews, to develop a Six Sigma implementation framework for financial institutions.
Keywords
Citation
Chakraborty, A. and Leyer, M. (2013), "Developing a Six Sigma framework: perspectives from financial service companies", International Journal of Quality & Reliability Management, Vol. 30 No. 3, pp. 256-279. https://doi.org/10.1108/02656711311299836
Publisher
:Emerald Group Publishing Limited
Copyright © 2013, Emerald Group Publishing Limited