The purpose of this paper is to present a survey on Six Sigma and key observations on which variables/management practices are the most important for a successful Six Sigma implementation, as well as the strengths and weaknesses of the practices observed in companies in Brazil.
Five research questions were proposed, and an exploratory field study was carried out. A sample of 103 questionnaires was obtained. In total, 26 independent variables were analyzed, with a factor analysis reducing this number to 14, for which three main constructs were observed.
Large manufacturing industries are implementing the Six Sigma program in Brazil. Three main constructs were observed to be critical for the success of Six Sigma. The strengths and weaknesses of the 14 independent variables studied within each construct were found.
This paper has practical implications in that companies can use the conclusions of this study to improve their implementation of the Six Sigma program.
This research may initiate cooperation between the companies within the study and academia, which may lead to a better understanding of Six Sigma within these organizations.
The originality of this study is that the survey was conducted with companies in Brazil, a country that suffers from a lack of information on Six Sigma programs. A robust methodological strategy was used that determined the three most important constructs for successful implementation of Six Sigma.
Funding from the Foundation to Support Research in the State of Bahia (FAPESB) supported the submission of a paper abroad. This submission led to additional funding from the Brazilian Commission for Improvement of Higher Education Teachers (CAPES), which provided a scholarship for the University of Strathclyde, Glasgow, Scotland, where part of this research and part of the work on this paper were performed.
Jesus, A.R.d., Antony, J., Lepikson, H.A. and Cavalcante, C.A.M.T. (2015), "Key observations from a survey about Six Sigma implementation in Brazil", International Journal of Productivity and Performance Management, Vol. 64 No. 1, pp. 94-111. https://doi.org/10.1108/IJPPM-06-2013-0109
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