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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.

Six Sigma within small and medium‐sized enterprises (SMEs) is rapidly emerging as the new wave of change in Six Sigma. The purpose of this paper is to review the implications of applying Six Sigma methodology over the SMEs, taking a specific case of a bicycle chain manufacturing unit. The study could be a paradigm initiative towards high quality products and services at low cost for every SME.

Based on the literature, this paper proposes a process flow chart to present a one‐shot picture of the Six Sigma application in a bicycle chain manufacturing unit which falls in an SME environment. The methodology adopted is DMAIC methodology of Six Sigma, which had been mostly successful so far in large‐scale industries. The methodology has been applied to reduce the bush rejection rate (bush is an important component of a cycle chain) by reducing defects inherent in the processes. The statistical techniques such as two sample t‐test and process capability analysis have been used to establish the process capability before and after the Six Sigma application.

This paper is an attempt to justify the highly useful role of quality management techniques like Six Sigma for SMEs which are normally presumed to be in the domain of large industries. In this paper, Six Sigma methodology has been applied to a small unit manufacturing bicycles chains with dwindling productivity levels. After applying Six Sigma it was found that the chain manufacturing firm can increase its profit by controlling high rejection rate of cycle chain bush. Application of Six Sigma project recommendation brought up the process sigma level to 5.46 from 1.40 by reduction in bush diameter variation in the process of bicycle chain bush manufacturing. This increase in sigma level is equivalent to monetary saving of Rs 0.288 million per annum, which is a noteworthy figure for an industry of such level. The success of this study paves the way to further extend the Six Sigma application to more such industries working in the SME environment.

This paper provides documented evidence of Six Sigma implementation in a bicycle chain manufacturing unit which has been taken as representative of a small and medium‐size industry. The study will yield a great value to academics, consultants, researchers and practitioners of Six Sigma.

The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components – management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure.

The study involved surveying 446 human resource and quality managers from 223 hospitals located in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument.

In total, 104 completed responses were received and analyzed using multivariate analysis of variance. Follow-up analysis of variances showed management support was significant, F(3, 100)=4.89, p < 0.01, η2=1.28; infrastructure was not significant, F(3, 100)=1.55, p=0.21, η2=0.05; and using Lean Six Sigma methods was also not significant, F(3, 100)=1.34, p=0.26, η2=0.04. Post hoc analysis identified group and development cultures having significant interactions with management support.

The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean Six Sigma initiative key components. This information assists hospital staff who are considering implementing quality initiatives by providing an understanding of what cultural values correspond to effective Lean Six Sigma implementation.

Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm’s influence can utilize strategies to better implement Lean Six Sigma.

The purpose of this study was to examine patterns in the research contributions from individuals in the field to detect whether they reflect the evolution of academic discussion concerning integration of Lean and Six Sigma methodology over a fixed time period.

Data was gathered from a keyword search of articles in the SCOBUS data base to determine the most frequent contributors in the areas of Lean, Six Sigma and Lean Six Sigma research. Searches were carried out over five-yearly intervals from 2000 to 2015 and the twenty-one top contributors in each time period were identified.

The findings show that research contributions have moved away from looking at the single methodologies of Lean and Six Sigma and towards research based on the integrated Lean Six Sigma approach. The analysis also suggested that researchers may be publishing papers using different methodologies in response to different challenges in selecting the most appropriate tools to meet the needs of the specific issues they are addressing rather than advocating a particular approach.

For organizations to optimize performance a flexible approach would be beneficial with consideration being given to the specific issue and the correct tools and methodology selected from an integrated system or from Lean or Six Sigma systems alone.

This paper has originality in its’ consideration of the patterns of research contributions over a fixed time period as a reflection of the shift in debate from exclusive Lean or Six Sigma approaches to a more integrated Lean Six Sigma system.

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.

The purpose of this paper is to present the corporate views of the commonalities and differences between two of the most powerful methodologies for process improvement in organisations.

The approach taken was to collate the viewpoints from various corporate professionals. Participants were chosen from different countries across the globe, with a median experience of 10 years as a quality professional with expertise in the field of both Lean and Six Sigma.

Thirty-one key points have been highlighted as findings, as a summary of viewpoints provided by the participants. Fourteen commonalities and 17 differences between Six Sigma and Lean were identified. Key findings were grouped under four categories – Approach, Customer, Focus and Organisation.

The corporate opinions expressed in the paper are those of a few professionals selected for the study. It is important to capture the viewpoints of more such practitioners to arrive at sound and valid conclusions.

The paper provides an excellent platform for both academicians and working professionals to understand the corporate views of commonalities and differences between the two powerful process improvement methodologies. The paper lays a platform for researchers to understand the applications of Six Sigma and Lean for process excellence.

Six sigma is a popular approach to drive out variability from processes using powerful statistical tools and techniques. Although originally introduced by Motorola in 1986 as a quality performance measurement, six sigma has evolved into a statistically oriented approach to process and product quality improvement. Many organisations have reported significant benefits as a result of six sigma project implementation, though not all are yet success stories. This paper reviews the literature related to the critical success factors for the effective implementation of six sigma projects in organisations.

Six sigma programs are raging through corporations worldwide, with some corporations citing savings in the $US billions resulting from six sigma implementation. Six sigma has both proponents and detractors with some arguing that nothing new is involved and others identifying it as revolutionary. The view espoused herein argues for six sigma as a methodology within the larger framework of total quality management – a blend of old and new in the sense that the tools of six sigma are often familiar ones, but are applied with an eye that is more strategically focused than historic use of those tools ordinarily indicates.

If readers have picked up any of a number of business periodicals within the past five years, they have probably heard of Six Sigma. They have read about it or heard someone talking about the great successes that resulted from applying Six Sigma. The intent of this paper is not to teach the reader all there is to know about Six Sigma. Instead, it aims to provide a brief overview of Six Sigma (for anyone not familiar with it), explain how Ford Motor Company has approached its implementation and how it has been applied in facility management and maintenance activities.

The purpose of this paper is to examine the relationship between Six Sigma and business strategy. The Six Sigma approach requires managers to examine processes from the customers' perspective, thus ensuring long‐term success.

This study reviews the literature on the relationship between Six Sigma and business strategy, and examines how integrating business strategy with Six Sigma improvement action planning can produce competitive advantages. Moreover, a preliminary exploratory framework for linking Six Sigma to business strategy is presented, based on an empirical study of a Taiwan firm.

Six Sigma implementations must be integrated with a company's business strategy. Six Sigma is a structured and disciplined way of solving critical business problems that cannot be addressed using other methods.

The linking of Six Sigma and business strategy framework is an advanced and coherent form of strategic thinking, which extends a strategic vision throughout all units of an organization and to meet core customer requirements.

The paper shows that, as a strategic‐oriented initiative, the context of Six Sigma activities must be adapted and modified to fit a firm's organizational strategy, Consequently, Six Sigma is central to the strategic drive of a company.