Six Sigma implementation: a qualitative case study using grounded theory

Abstract

Many organisations have implemented Six Sigma, but successful Six Sigma implementation has not been fully investigated. The purpose of this study is to explore the process of implementing Six Sigma in a manufacturing plant using qualitative case study methodology. Data were collected through in-depth interviews and analysed using grounded theory to identify the main factors that emerged from the interview data and the relationships between them. Consistent with previous studies, the findings emphasise the role of executive commitment, Six Sigma Champions, and training in successful implementation of Six Sigma projects. Furthermore, the study underlines the role of effective project selection and the coexistence of other management initiatives (e.g. lean manufacturing and continuous improvement) on successful implementations of Six Sigma projects. Our findings also suggest that Six Sigma implementation leads to higher levels of customer focus. The study contributes to the existing body of knowledge in effective implementation of Six Sigma. The results include a coding paradigm for the implementation process and implications for managers and practitioners.

Keywords:

• Six Sigma
• process improvement
• grounded theory

View correction statement:

Production Planning & Control

Notes

This paper was originally published with an error in an author affiliation which has now been corrected. The error is explained in a Corrigendum relating to this paper which can be found at http://dx.doi.org/10.1080/09537287.2013.802077