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The six sigma methodology has been successfully implemented in many organizations leading to tremendous quality improvements in products manufactured and services delivered. However, academic institutions have lagged other organizations in implementing six sigma. The purpose of this paper is to examine the challenges of implementing the methodology in academia and proposes a framework that serves as a guide for implementing six sigma in academic institutions.

Several unique aspects that differentiate an academic environment from a manufacturing setting for six sigma are identified. A three‐tiered framework to organize the six sigma improvement methodology and related academic performance indicators into a hierarchy fitting academic institution governance levels is proposed. Examples of strategic objectives and performance indicators by levels of implementation for the DMAIC process are also provided.

The findings suggest that the unique structure of an academic institution make it an interesting candidate for implementing six sigma. The three‐tiered framework for six sigma can be used by administrators, faculty, staff and students as an implementation guide.

The paper shows that significant differences between the environments make implementation in many areas within an academic institution challenging. However, there are limitations to the application of six sigma in an academic organization. The six sigma methodology has been more thoroughly developed and refined in manufacturing environments than in service systems such as in a university.

This paper helps to stimulate thinking about the application of a proven quality management methodology to academic settings where structured formal improvement programs such as six sigma are not commonly found.

The value of this paper is to provide a three‐tiered hierarchical structure for applying six sigma in academic organizations.

This paper seeks to introduce a six‐sigma based methodology for the SCM domain which was developed and has been used in Samsung.

The paper provides a detailed description of how and why a six‐sigma‐based methodology for the SCM domain was developed in Samsung and presents a real industry case to illustrate the usage of the methodology.

In Samsung, the effort and investment in synthesizing SCM and six sigma, and developing a unique six‐sigma‐based methodology to improve its SCM operation, have turned out to be fruitful. The Black Belt program has produced highly qualified and talented SCM specialists, who are currently training the methodology to members in their organizations and leading SCM projects. SCM projects are being prepared and conducted in a more disciplined way and their outcomes are continuously monitored and shared through the company's repository.

To generalize its usefulness, the methodology needs to be applied to the SCM projects of those companies whose organizational and cultural contexts are different from those of Samsung. In addition, the overview of an illustrative SCM project presented in the paper is brief due to space limitations.

Today, SCM is increasingly recognized as a strategic way to innovate a company's business operation. This paper shows that a methodology such as Samsung's SCM six sigma can be the key to conducting SCM projects in a more disciplined way and for fruitful outcomes.

The paper introduces a unique six‐sigma‐based methodology for the SCM domain which has been developed and applied in a leading global manufacturing, financial, and services conglomerate. This methodology could be adapted by other companies for their SCM projects to increase the likelihood of project success.

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 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.

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.

In recent times, the idea of taking advantage of the benefits of simulation techniques and Six Sigma discipline altogether has led various organizations towards implementation of simulation tools within Six Sigma methodology. The purpose of this study is to provide a more comprehensive literature review on the topic exploring how this amalgamation could work both in theory and practice. This precisely entailed finding dependable studies that shows how Six Sigma (DMAIC) Methodology can be enhanced by the three prevalent simulation techniques; Agent-Based (AB), Discrete-Events (DE), System Dynamics (SD).

A systematic literature review was considered more fitting in research because it involves rigorous and well-defined approach compared to other forms of literature review. In this case, the literature was comprehensive, well-encompassing and involved finding Six Sigma and Simulations literatures from reputable scholarly databases. The outcome of these reviews was the identification of a set of key finding compiled and classified by topics. The study follows an inductive approach and utilises a meta-synthesis review technique.

As numerous studies assert, simulation techniques including AB, DE and SD are applicable tools in almost every stage of DMAIC, especially the Analyse, Improve and Control phases, because of their capability to test and identify potential bottlenecks and improvement areas. Findings show that the simulation tools such as CLDs, Group Model Building, Dynamic Balance Scorecards and Cost of poor quality all have the potential to add value to a Six Sigma methodology.

The findings of this study highlight the importance of further inquiry in this area of study. The finding of this study suggests that although the study on the integration of Six Sigma and simulations is increasing, empirical evidence on its effectiveness is still limited. Therefore, this study suggests more roadmaps and investigations aimed at merging Six Sigma methodology and various simulation technique. Moreover, studies that centre on hybrid or multi-method simulations within Six Sigma are also urgently necessitated.

The purpose of this paper is to present and discuss results from the first empirical study on the status and the success factors of Six Sigma in the financial services sector.

An empirical study using a comprehensive and tested survey instrument has been conducted in banks, insurance companies, and related service providers in Germany, Switzerland, Austria, and Great Britain.

One quarter of financial services providers has identified the Six Sigma methodology as being suited for their continuous process improvement efforts. Pressures to reduce costs, the desire to exploit market opportunities, and dissatisfied customers are the main drivers. However, the uptake of Six Sigma is still in the early stages. Most companies apply the methodology in pilot projects only. Nevertheless, respondents estimate a cost‐benefit ratio of 1‐4.3. Dissatisfaction with Six Sigma projects is often caused by insufficient data quality and data quantity, lack of resources, and missing support from top management.

Although Six Sigma has been successfully implemented in many industries, its application in the service sector is still in question. This paper presents for the first time results of a survey within the financial services industry with the aim to analyze the acceptance level of the Six Sigma methodology, the achieved results, and the factors that determine its successful implementation.

This paper aims to deploy the Six Sigma methodology to facilitate defect reduction and enhance the bottom-line results of an automotive industry.

Six Sigma is a business process improvement strategy widely used in manufacturing field for enhancing organizational performance. Six Sigma enables the attainment of defects reduction. In this study, the Six Sigma methodology has been developed with the integration of change management tools.

Six Sigma has been successfully implemented in the grinding process in automotive engine manufacturing organization. The proposed Six Sigma methodology has been applied to facilitate defect reduction. The developed methodology with linkage of DMAIC (define, measure, analyze, improve and control) and change management techniques reduces defects.

The developed methodology has been implemented in an automotive industrial complex. In future, more number of studies could be conducted, i.e. for mistake proofing. Furthermore, advanced tools and techniques could be included in the methodology for increasing the effectiveness of change management.

The proposed Six Sigma methodology has been successfully implemented in a grinding process of automotive manufacturing organization; in future, the approach could be applied in different industrial sectors with addition of new tools and techniques for improving its effectiveness.

The Six Sigma methodology has been designed and implemented in the grinding process. Researchers have not treated Six Sigma in much detail in the automotive industry. Moreover, previous studies on Six Sigma have not dealt with the grinding process. Besides, most studies in the field of Six Sigma have focused only on DMAIC, but this study adds change management approach to DMAIC.

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.

This paper, a case study, aims to illustrate the application of Six Sigma in a small-scale ceramic manufacturing industry. The purpose of this paper is to demonstrate the empirical application of DMAIC methodology to reduce failure rate at high voltage (HV) testing of one of the most critical products, insulator.

The case study is based on primary data collected from a real-life situation prevailing in the industry. The case study methodology adopted here is at one small-scale unit wherein the authors have applied DMAIC methodology and observed and recorded the improvement results, especially, reduction in failure rate at HV testing of insulator and, thus, increase in Sigma level.

The results found after implementation of the solutions are very significant. The rejection percentage has been reduced from 0.5 to 0.1 percent and consequently the Sigma level has been improved from 4.4 to 5.0.

This success story can be a guiding roadmap for other such industries to successfully implement Six Sigma to improve quality, productivity and profitability.

This case study will serve as one of the resource bases for the industries which have till not implemented Six Sigma and benefited from the same.

Improved quality and productivity leads to better economy. This case will help industries to serve the society with better economy with improved quality and productivity.

Though ceramic industries in India are having enormous potential for growth, majority of them, especially, small and medium industries are either not aware of or not implementing Six Sigma to reap its multidimensional benefits of improving quality, productivity and profitability. This study highlights the benefits reaped by small-scale ceramic manufacturing industry opening up the avenues for its application at other such organizations.