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This study aims to identify the most frequently used tools and techniques within the measure phase of the define, measure, analyze, improve and control (DMAIC) methodology in the Six Sigma Green Belt body of knowledge (BOK) to standardize training curriculum and reduce barriers to Six Sigma adoption.

This study measures the most frequently used tools within the Measure Phase of the Green Belt body of knowledge by surveying Six Sigma professionals from all industries as to how often they use tools specific to the Measure Phase. Professionals rated ten categories of tools based on frequency use as it pertains to a Green Belt level Six Sigma project. Descriptive analysis, t-tests, and ANOVA were performed on the data using Minitab to identify the most frequently used tool categories.

The findings of this study indicate that the most frequently used measure phase tools and techniques within in the Six Sigma Green Belt BOK are process mapping, control charts, descriptive statistics, graphical analysis, collecting and summarizing data, process capability analysis and Six Sigma statistics (defects per unit, defects per million opportunities, etc.). The research findings indicate that several tools that require a higher level of statistical understanding are used less frequently.

The research study solely analyzed the measure phase tools within the Green Belt Six Sigma BOK. Other Six Sigma bodies of knowledge should be evaluated in their entirety.

Six Sigma training has been identified in previous research studies as a barrier to implementation. By identifying the most frequently used tools and determining that those tools are less statistically intensive, companies may be more inclined to adopt Six Sigma. Reducing the tools required to master to lead and carryout Six Sigma projects can also help to reduce the cost and time required for Six Sigma training.

Many studies have identified the lack of a standardized curriculum for Six Sigma and Lean Six Sigma. This research serves to function as a supportive analysis in identifying the most optimal and useful tools to lead successful Six Sigma and process improvement projects and contributes to the journey of establishing a standardized Six Sigma training curriculum.

The purpose of this study is to test two common assumptions underlying the success of total quality management (TQM): that change occurs as training imparts new knowledge needed by employees to effectively participate in the intervention, and that employees then receive the organizational support needed to translate this knowledge into new job behaviors and organizational practices that define the intervention.

A survey was completed by 216 employees of a large US company 15 months after the implementation of a Fsix sigma quality improvement program. Respondents were asked to indicate the extent to which they had the skills and resources needed for successful participation in six sigma (success expectancies).

Results showed that employees as a group had low expectancies for both skills and resources, but that expectancies were significantly higher for program participants than for non‐participants.

The primary implication of this finding for change agents is the need to examine and understand employee expectancies for success and how they are affected by training and ongoing participation. Monitoring employee expectancy beliefs regarding the confidence, knowledge, and resources needed for successful participation allows training, facilitation, and oversight to be targeted in terms of who needs what and when.

This study tests two common assumptions underlying the success of TQM.

The purpose of this paper is to contribute to the body of Lean Six Sigma (LSS) knowledge within the field of higher education institutions. The paper will review the initial phase of an implementation and highlight future challenges of applying the LSS method in a complex transactional environment.

The observations presented in this paper originate from rolling out a large LSS implementation at a recently established university. The paper is supported with secondary data from literature.

The implementation of LSS methodology at King Abdullah University of Science and Technology has resulted in improvements in business processes and efficiency. This has been achieved through project execution and training programs. Approximately 350 staff members have completed awareness training, 50 yellow belts and 150 green belts have been trained, and the first round of seven black belts have completed training of which two have completed certification.

This paper is based on an empirical study of a single instance and the authors’ experiences as practitioners.

This paper is the first description of what is believed to be one of the largest implementations of LSS in higher education.

It seems to be the consensus (Zhang et al., 2012; George et al., 2003; Arumugam et al., 2013) that Lean Six Sigma (LSS) has become a beneficial improvement initiative used in a variety of industries. There is a move towards integrating any high-level business improvement methods holistically throughout the whole organisation. Indeed, Hoerl (2014) explored the idea that when using LSS for business improvement, the programme should engage the whole organisation in much the same way as the financial function is present throughout each department. The purpose of this paper is to posit that using the lean and green agenda may be the driver to achieve integration.

The research adopted a subjective ontological perspective with the researcher using participant observation as the main research instrument. Denzin and Lincoln (2005) note that it is now common for scholars to argue that the only relevant data are those based upon the personal experience of the researcher; this served as an informing foundation for the approach for the exploration of the topic. Based on multiple case studies, chosen because they operate in different sectors, the paper adopted an extended case method (Burawoy, 1998) to analyse and gather the research. The organisations were chosen because they both were at a similar stage in their continuous improvement (CI) journey. The main reasoning behind the selection of the two different organisations is to reach “Thick Description” (Geertz, 1973, p. 3, 2001).

The findings suggest that there are still significant benefits of implementing a large-scale lean agenda in particular when using an LSS methodology. The paper finds that there are also significant gaps in achieving full integration within the organisation and argues that lean and CI are still the remit of the operations manager. The document goes on to argue that if the CI initiative is driven by the corporate social responsibility (CSR) plan, then any lean/lean green implementation will enable the company to drive CI integration with all stakeholders.

The research has implications for those responsible for the CSR function within the organisation and the operations manager who is charged with implementing any lean/lean and green CI.

The paper argues that the lean and green agenda can drive integration of any CI activity throughout the organisation and suggests that the way this can be achieved is any CI activity that is included in the wider CSR plan.

This paper contributes to the “lean and green” agenda and offers a solution for the problem of integrating LSS activities throughout the whole organisation by placing CI and LSS within the CSR remit.

There is little consensus how this holistic integrated approach should be implemented by the company. This research uses multiple case studies to critically examine the application of LSS as an improvement programme within two large UK-based organisations, each company operating in very different industry sectors to identify the benefits of LSS but also the missed “green/societal” opportunities and argues that if any lean and lean and green agenda is to be holistically adopted, then any CI activity should be driven by the CSR department.

The purpose of this study is to propose a Lean Six Sigma (LSS) roadmap to guide healthcare practitioners in the implementation of LSS along with a customized LSS tool kit for reducing medication errors.

The authors initially critically reviewed several frameworks/roadmaps of Lean, Six Sigma and LSS which have been proposed in healthcare sector from the existing literature. This review has led to an understanding of key characteristics, limitations and reasons behind the development of such frameworks/roadmaps. A conceptual roadmap was developed and then validated by a number of LSS experts and a healthcare practitioner. Based on the previous studies and taking LSS experts’ opinions into account, a revised roadmap for reducing medication is presented.

The roadmap for LSS in reducing medication errors is developed. This roadmap includes three phases: Phase 1 cultural readiness for LSS employment in reducing medication errors; Phase 2 preparation, initialization and implementation; and Phase 3 sustainability.

The roadmap has been tested with only a handful of practitioners of LSS. Moreover, only two case studies have been carried out in a Thai hospital setting which followed the roadmap. In order to improve the validity of research, more case studies need to be executed and more people should be used for testing the roadmap with varied cultures.

This is the first attempt in the development of a LSS roadmap that healthcare practitioners can follow to reduce medication errors using LSS methodology and sustaining LSS in their organizations.

The purpose of this paper is to examine the relationship between the successful deployment of Lean Six Sigma and a number of key explanatory variables that essentially comprise the competence of the organization, the competence of the deployment facilitator and the competence of the project leaders.

The preliminary fieldwork involved interviews with two senior Master Black Belts; then, combined with the results of a literature review, the authors develop a conceptual model. A number of hypotheses are developed and the procedures involved in empirically testing these hypotheses are briefly explained.

Technical and interpersonal attributes of Black Belts and Master Black Belts are identified as well as the factors for success in deploying Lean Six Sigma. These factors relate to: leadership, communication, behavior and awareness of Six Sigma; policies, culture and organizational support and strategy; education, training and competency of the Six Sigma experts; project improvement teams and project management; and performance evaluations based on quality criteria, information systems, data and measurement.

The paper produces a predictive model for the successful deployment of a continuous improvement program such as Lean Six Sigma.

This paper examined employee perceptions of the rewards associated with their participation in a six sigma program. Six sigma is an approach to organizational change that incorporates elements of total quality management, business process reengineering, and employee involvement.

A survey was completed by 215 employees (34 percent response rate). Respondents rated the extent to which they felt their participation in six sigma was “instrumental” for a range of outcomes, as well as valence (desirability) of each outcome (based on the VIE concept of instrumentality). The outcomes were classified into four categories: extrinsic, intrinsic, social, and organizational.

Valence ratings revealed that all 12 outcomes were perceived as desirable. Instrumentality ratings showed that extrinsic outcomes were rated significantly lower than intrinsic, social, and organizational outcomes. Additional analyses revealed significant differences on all four outcome categories between participants and non‐participants in the six sigma program.

The positive valence and instrumentality ratings for participants indicate they believe their participation will lead to valued outcomes for themselves and their organizations. However, employees who choose not to get involved in six sigma do not perceive that their participation would have led to desired outcomes. The results also show that while participants value extrinsic rewards, they do not see six sigma as instrumental in their receipt. These perceptions have important implications for attracting and retaining program participants.

While much has been written about the use of reward systems in supporting a successful six sigma effort, this study empirically examines how employees actually perceive the rewards associated with their participation. It also identifies which types of rewards are most instrumental for participants and non‐participants.

The paper reports case studies conducted in services organizations that apply Six Sigma in an emerging economy. Aspects of human resources and full-time specialist, infra-structure, top management leadership, customer requirements, focus on financial and non-financial results, structured method and strategic project selection are investigated. The paper aims to discuss these issues.

Case-based research is employed as methodological approach. Data were mostly gathered through semi-structured interviews with managers involved with Six Sigma implementation. When available, archival data were also used to achieve more evidence towards triangulation. Then, the aggregation of the results was done a posteriori.

It was verified that Six Sigma was successfully implemented in those companies, however with some drawbacks. The studied companies adopt Six Sigma in association with other quality management approaches, mainly ISO 9000: 2008 and lean production.

The study was limited to three service companies. Therefore, the study findings are not subject to generalisation for other similar firms.

The research shows the importance of Six Sigma implementation in service companies in addition to its contribution to practical application by identifying the relevant aspects of its introduction. It enables practitioners to use the findings on factors that should be taken into consideration when applying Six Sigma.

It is one of the few studies on Six Sigma analysis in emerging economies. In addition, the empirical results found support in existing theory to some extent.

The Six Sigma phenomenon has followed the TQM movement as the latest thrust for many companies seeking to improve their performance and effectiveness. The purpose of this paper is to review the basic concepts of Six Sigma, its benefits, and successful approaches for implementation. In particular, we benchmark the practices of the General Electric Company, one of the leaders and innovators in implementing the process. We conclude that keys for successful implementation include upper management support and involvement, organizational infrastructure, training, tools, and links to human resources‐based actions.

The purpose of this paper is to investigate Six Sigma implementation in the subsidiaries of General Electric (GE) located in Brazil and to explore the role of the quality culture of headquarters in overcoming common obstacles to Six Sigma implementation reported by other studies.

An exploratory survey was the basis for gathering data for this study. A structured questionnaire was developed covering issues related to Six Sigma implementation, such as experienced benefits, main outcomes, and metrics adopted by companies. Data from eight GE subsidiaries were qualitatively analyzed. The findings were discussed in the light of other studies conducted in Brazil as well as in other developing countries in the context of the role of existing quality culture in overcoming barriers to Six Sigma implementation.

The findings revealed that Six Sigma at GE subsidiaries achieved better results in comparison with the results obtained by other Brazilian companies reported in the literature. GE quality culture aspects such as top management commitment, high investment in training, recognition schemes, and development of a well-planned infrastructure were identified as valuable to overcome common barriers to Six Sigma implementation. Moreover, the findings showed a strong alignment with the goals and practices of GE headquarters, which is an evidence of the quality culture that exists in GE and that allows all GE businesses achieve benefits with Six Sigma.

Since limited empirical research has been conducted concerning Six Sigma implementation in developing countries, this paper aspires to contribute to Six Sigma body of knowledge by illustrating the practices of a world benchmark corporation.