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In this paper, we survey Six Sigma in Korea company real fields. Six Sigma itself are developed depend on each company culture and strategy. Our country has been more than 10 years since introduced Six Sigma in our country. Each company which work six Sigma are developed differ way depending on his company situation. Our country Six Sigma in our country is necessary to survey and analysis. Firstly, we survey how to use Six Sigma. Next, we survey to find success factor and failure factor by reports published by company and papers by published in journals.

Face the process yield rate improvements of motherboard, although general enterprises finish deployment goal of each functions by overall quality managements, through quality improvement methods, industry engineering methods, plan‐do‐check‐act (PDCA) methods and other improvement solutions, but it is only can be improved partially and unable to enhance the yield rate of product to the target. It only can takes one step ahead to enhance the process yield rate of motherboard with six sigma (6 σ) overall DMAIC process and tactics. This research aimed to use six sigma quality improvement tactics by DMAIC systematic procedure and tactics, and find the key factors that effect to the process yield rate of surface mount technology. It also identified the keys input and process and output index to satisfy customer requirements and internal process index. The results showed that the major effective factors by fishbone and process failure modes and effects analysis (PFMEA). If the index of input and output that can be quantified, the optimum parameter can be found through design of experiment to ensure that the process is stable. If the factor of input and output that cannot be quantified, we found out the effective countermeasure by Mind_Mapping, make sure whole processes can be controlled stably, to reach the high product quality and enhance the customer satisfaction.

This paper seeks to present a way of estimating DisPMO, DePMO, left‐side and right‐side Sigma levels (as the “mutations” of DPMO and Sigma level when applied on customer satisfaction measurements), where all critical attributes (CTQs) contain data sets that are non‐normally distributed.

The calculation of DisPMO, DePMO, left‐side and right‐side Sigma levels is based on dynamic‐multiple CTQs without the need for assuming 1.5 Sigma shift from the mean. Using step‐wise multiple regression, CTQs are then the attributes that significantly influence overall customer satisfaction. This further developed method no longer takes normality assumption for granted, which means that, prior to calculating DisPMO, DePMO, left‐side and right‐side Sigma levels, the data should be proven as being normally distributed. To fulfil the assumption of normality, the primary data are being “replicated” by first generating random numbers that follow normal standard distribution and then adjusting (re‐calculating) these random numbers with the mean, standard deviation, and the skewness of the primary data. Simulation technique is then applied to generate a larger amount of secondary data as the basis for estimating DisPMO, DePMO, left‐side and right‐side Sigma levels.

The application of the method in a Swedish house‐building construction project suggests that: the use of multiple CTQs may reduce the risk for under‐/overestimation of Sigma levels, and DisPMO and DePMO are each other's “mirror” and both of them should be considered when calculating Sigma levels. The calculated Sigma levels suggest that the developer's performance is still quite far below Six Sigma level of performance.

Using the replica of the primary data as a way of approaching normality may be regarded as the main contribution of the paper in addressing one of the challenges in Six Sigma theory.

Continued quest for business improvement in terms of enhanced productivity and cost cuts is the most valued strategic function in an organization. Towards this endeavor, there have been evolutions of many problem-solving techniques like Lean, quality control (QC) tools, Six Sigma, total productive maintenance (TPM), etc. This paper introduces a different problem-solving methodology for quality improvement – prepare, measure, define, establish, control and stabilize (PMDECS) approach of Red Bin Analysis (RBA) – and presents empirical evidence of its effectiveness in eliminating the defectives at source (parts per million [PPM]) and improving the process capability (Cp).

An attempt has been made to compare RBA with the Six Sigma methodology in terms of number of defects, defectives, process capabilities, project duration, etc. Data validation with more than 2000 data points was conducted based on empirical data collected over multiple problem-solving projects conducted in six manufacturing industries of India to compare the effectiveness of both the methods. Finally, fuzzy AHP (analytical hierarchy process) model was proposed to identify the Quality Improvement Index for both the methods to address the manager’s dilemma in selecting an appropriate problem-solving method.

The paper provides empirical insights in establishing that the PMDECS approach of RBA is at par and sometimes better for problem-solving if the problem is not chronic and is at the initial stages, it requires less duration than Six Sigma projects and except casting process and it can yield better results in case of PPM rejection or Cp/Cpk improvement in other processes.

Because of the chosen research approach, the research results may lack generalizability. This research has been specifically conducted in automotive manufacturing industries. Therefore, researchers are encouraged to test the proposed propositions further.

The paper includes implications for the usage of alternative problem-solving methods, like PMDECS approach of RBA.

This paper intends to compare how the results of six sigma projects in manufacturing industries are effective against a different methodology, PMDECS approach of RBA.

The purpose of this paper is to propose a new approach in which cost‐based process weights are used to determine a unique weighted‐defects per million opportunity (DPMO) and its corresponding overall sigma level in order to classify an organization as either “world‐class,” “industry average” or “non‐competitive.”

In order to achieve this objective, the proposed approach uses both internal and external performances of the products and processes in terms of costs involved to determine cost‐based process weights. These weights are then incorporated into the respective DPMOs for computing weighted‐DPMOs. Finally, a unique weighted‐DPMO and its corresponding sigma level are found.

The proposed method is a new one and it involves various costs for determining process weights. The findings reveal that the weight‐based overall sigma level is more realistic than the one that is calculated without weights. Further, the results of this study could provide interesting feedback to six‐sigma practitioners, as they are particular about DPMOs and return on investments in project implementations.

The results of this paper are based on the weights of respective processes and their products that are calculated using various cost aspects. Determining such weights by means of any other process and product factors incorporating the effects of various marketing activities, if any, could extend its generality and fulfil the gap.

The proposed method is simple to implement and the required data can be collected without any additional commitments. Also, it is more generic so that it can be adapted by organizations of any nature. This paper recommends change in the practice from simply using the DPMOs with equal importance to using the weight‐based DPMOs for evaluating overall sigma level (performance) of an organization.

The proposed approach would have a high value among six‐sigma quality practitioners and researchers as it provides a new and more realistic measure for overall performance of an organization during the evaluation process.

A comprehensive approach to quality goal setting is presented that is consistent with Motorola's six‐sigma metric development. In particular, process mean shifts are determined and incorporated into the goal setting process. Methodology includes basic probability theory, statistical control charts, and capability indices. Data for an aircraft part consisting of hundreds of laser‐drilled holes are used to illustrate the procedures. As a result of applying the methods, quality goals are customized based on the number of opportunities for defect, the target end‐product quality level, and the mean shift shown to exist for the processes involved in the product's manufacture. The methods described overcome the mistakes implicit in blindly conforming to the standard six‐sigma goal of 3.4 defects per million.

The aim of the research is to use an integrated approach – simulation and Six Sigma to improve the ambient air quality.

Integration of simulation and Six Sigma DMAIC methodology in a foundry had been used to improve the ambient air quality. Various elements of the Six Sigma toolkit such as Cause and Effect diagrams and Failure Mode and Effect Analysis have been used to discover the root causes underlying the problem and prioritize action and incorporate cost‐effective solutions. Simulation has been used to improve and control the environmental efficiency by monitoring the performance of the Venturi Scrubber – the pollution control equipment, by running the model under varying conditions.

The integrated application of Six Sigma and simulation has been successful in reducing particulate emissions from 200 milligrams per cubic meter to less than 20 milligrams per cubic meter and sulphur dioxide emissions from 45 milligrams per cubic meter to less than 4.5 milligrams per cubic meter, thus reducing air pollution.

Air pollution is a burning problem in the present scenario and foundry industries are one of the contributors to air quality degradation. The approach described in this paper is a step towards reducing air pollution due to foundry operations.

Integration of Six Sigma DMAIC methodology and simulation provides a novel cost‐effective strategy for monitoring and reducing air pollution resulting from foundry operations. This paper is useful for environmental division of foundry and other manufacturing industries.

This paper aims to introduce some of the most important and fundamental points about Six‐Sigma and the main points that researchers, implementers and users should keep in mind in addressing Six‐Sigma to large and small companies as well as system development and/or planning for such applications. In addition to that this author proposes an algorithm for calculating the overall sigma level of a multistage system. Example problems are provided and the weighting technique is discussed.

The paper provides a general review of the Six‐Sigma and some of its extensions. The topic is followed by the introduction of a new algorithm that can be used for calculating the overall sigma level of a multistage system.

In a journey to business excellence, an organization is successful if specific goals for critical processes of the organization are identified. The quality management programs implemented can modernize and simplify activities towards the ultimate goal of the business. Regarding that, the author discusses key issues as such as leadership commitment, what Six‐Sigma would bring to the organization, how it works, Six‐Sigma business strategies, Six‐Sigma methodologies, mathematical formulation of Six‐Sigma, the use of simulation with Six‐Sigma, new Six‐Sigma, benefits of Six‐Sigma, costs of Six‐Sigma, critical success factors and the future of Six‐Sigma.

Six‐Sigma has the potential to change the quality program of an organization. When the selected quality program is Six‐Sigma, the organizational goal is to reach a sigma level of 6, or the objective of 3.4 defects per million opportunities.

In this paper, the author reviews the fundamental concept of Six‐Sigma and elaborates why it is important for small and large organizations to employ Six‐Sigma concepts into their working methodology for quality improvement. The DMAIC steps to be taken, tools to be used and the deliverables are completely discussed. The author also discusses a Six‐Sigma weighted average methodology for calculating the overall Six‐Sigma level for an organization with many working stages or processes.

The purpose of this paper is to present a systematic literature review and its analysis concerning a possible framework, compatibility, drivers and barriers for integrating three manufacturing strategies – Lean, Green and Six Sigma. In particular, analyzing current proposals and identifying the literature gaps in the existing literature from which future research directions and challenges have been suggested for developing a specific integrated framework for the Indian manufacturing industry.

This study explores manufacturing strategic area in depth through literature review, which will point out to the better understanding of the compatibility and impact of these initiatives through the conceptual framework, on the performance of the manufacturing organization.

The review of shortlisted articles indicates that Lean, Green and Six Sigma (LGSS) strategies help the manufacturing organizations to compete in global markets through the impact of a sustainability strategy for their business. Various researchers provide evidence of challenges like cost reduction, quality improvement, on-time delivery, changing needs of the customers and scarce resources that can be overcome through these strategies to achieve overall business objectives.

In this research, only works of literature related to LGSS and sustainability have been studied so information related to linking between these strategies in manufacturing industries is limited.

Help the manufacturing practitioners to deploy three strategies simultaneously in an environment when the linking among LGSS methods in manufacturing industries has not been established. Hence simultaneous deployment of these three strategies helps the organization to boost its operational and environmental performance.

The strategies, LGSS, will be adopted in the operational management to reduce both waste and pollution which will definitely help to society. It will highlight the need for cost effective and easy to implement solutions as well as brand building, which is one of the top incentives for LGSS, highlighting the importance of public perception of how companies operate.

An integrated framework of the LGSS will help the Indian manufacturing industries to improve performance and competitiveness in the global market.

This paper aims to investigate Lean Six Sigma (LSS) in the Brazilian context, seeking to identify its main characteristics and opportunities for future research.

This study focuses on a literature review in the area of production engineering and operations management, where 104 relevant scientific publications were identified.

The results show that the most important critical success factor for integrating LSS in Brazil is top management support and commitment. LSS integration occurs predominantly in large industrial companies, being incipient in small and medium-sized enterprises. In general, there is no structured way of applying LSS. A standard framework for LSS is still lacking.

This study is limited to a sample that only comprises Brazilian scientific studies.

Professionals and practitioners can understand the evolution of LSS through practical applications and the main LSS tools used in both the industrial and services sectors. It also points out the critical success factor for the implementation of LSS. The study highlights several roadmaps for LSS implementation adopted by large and modern Brazilian automotive industries based on a robust technological base. This study also contributes to expanding the evidence base of LSS application, both in Brazil and in other countries.

Some suggestions are proposed to clarify the structure and complexity of integrated implementation of LP and SS as well as expand the LSS application in small and medium-sized enterprises. This study is the first to discuss the current situation of LSS in Brazil and provide suggestions to expand LSS in the country. Comparisons of Brazilian LSS literature review with researches of others countries are also presented.