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Using Multivariate Statistics

THE DESIGN AND ANALYSIS OF EXPERIMENTS. By Oscar Kempthorne. New York, John Wiley and Sons, Inc., 1952. 631 pp. $8.50. This book by a teacher of statistics (as well as a consultant for \"experimenters\") is a comprehensive study of the philosophical background for the statistical design of experiment. It is necessary to have some facility with algebraic notation and manipulation to be able to use the volume intelligently. The problems are presented from the theoretical point of view, without such practical examples as would be helpful for those not acquainted with mathematics. The mathematical justification for the techniques is given. As a somewhat advanced treatment of the design and analysis of experiments, this volume will be interesting and helpful for many who approach statistics theoretically as well as practically. With emphasis on the \"why,\" and with description given broadly, the author relates the subject matter to the general theory of statistics and to the general problem of experimental inference. MARGARET J. ROBERTSON

The Design and Analysis of Experiments

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

Data Mining Practical Machine Learning Tools and Techniques

The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray. Part of the problem is due to Smith’s "veil of ignorance": individuals unknowingly pursue society’s interest and, as a result, have no clue as to the macroeconomic effects of their actions: witness the Keynes and Leontief multipliers, the concept of value added, fiat money, Engel’s law and technical progress, to name but a few of the macrofoundations of microeconomics. A good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan’s economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker’s Rule. Very simply, the banks, whose lending determined deposits after Roosevelt, and were a public service became private enterprises whose deposits determine lending. These underlay the great moderation preceding 2006, and the subsequent crash.

The Economic Institutions of Capitalism

This study analyzes the application of lean manufacturing, its impact on operational performance and critical success factors in the food processing SMEs. The review of current literature was complemented with a survey of food processing companies in three European countries in order to gain a deeper understanding of lean manufacturing in the backdrop of other similar quality initiatives. The findings show that the application of lean manufacturing practices in food SMEs is still at its infancy. Food processing SMEs place more emphasis on food safety than on process improvement methods. The respondents indicated improvement in operational performance, especially with overall productivity from the application of lean manufacturing. Skill of workforce, in-house expertise and organizational culture are critical factors for successful implementation of lean manufacturing practices.

Operational performance and critical success factors of lean manufacturing in European food processing SMEs

Purpose – The last two decades have witnessed an explosion of research into the area of quality initiatives (QI) such as ISO, total quality management, lean, Kaizen and its application within small and medium-sized enterprises (SMEs) However, very few empirical studies have reported the application of Six Sigma in SMEs; the reasons may be attributed to several myths associated with Six Sigma The purpose of this paper is to assess the current status of QI in the UK manufacturing SMEs and report the differences in the quality management practices of Six Sigma SMEs against the ISO certified firms

Design/methodology/approach – A survey-based approach was adopted to understand the established quality management practices in the UK SMEs A short survey instrument was designed by reviewing the literature on quality improvement initiatives in SMEs A sample of 500 manufacturing SMEs across UK was selected through stratified random sampling technique

Findings – A response rate of 127 per cent was achieved and included respondents at senior management and middle management level across the manufacturing industry in the UK Data analysis on the history of quality initiatives (QI) in SMEs indicated towards the trend that ISO may be the foundation or building block before embarking on lean or Six Sigma Differences in quality management practices such as customer focused measures and method of knowledge transfer to employees, were observed in Six Sigma and ISO certified SMEs The main reasons cited for not implementing Six Sigma in SMEs were lack of knowledge or understanding of the system and limited resources A significant difference in the performance of Six Sigma/lean firms against ISO certified companies were observed with respect to the strategic and operational measures of organizational performance

Research limitations/implications – The limited response rate from the survey in the UK manufacturing SMEs will affect the generalizability of study to entire SME population To negate the limitations of this study, a multiple multi-level case studies will be conducted in SMEs in the next phase of doctoral research Future study should focus on performing a global survey on quality management practices in SMEs

Originality/value – The novelty of the paper lies in conducting a comparative study on the quality management practices in Six Sigma and non-Six Sigma UK SMEs and measuring its impact on the performance of the firm This study will facilitate in demystifying the myth that Six Sigma is only applicable in large organizations

Comparing the quality management practices in UK SMEs

Purpose – Six Sigma has been part of our business lexicon for more than a decade. Debates on its emergence as a strategic initiative have created critics who consider it as an old wine in a new bottle. Is Six Sigma a management fad? This article presents some common myths and realities of Six Sigma business strategy. The paper provides an excellent resource for those people who would like to know whether Six Sigma is just a management fad or fact.

Design/methodology/approach – The paper discusses some common myths and realities of Six Sigma by critically reviewing the existing literature on Six Sigma and also provides a greater insight into the viewpoints of leading academics and practitioners.

Findings – Six Sigma is neither a fad nor just another quality initiative. It relies on factual data coupled with hard work and is a disciplined and structured problem-solving methodology. The authors strongly argue its integration with other continuous/breakthrough improvement initiatives for sustaining the merits of Six Sigma in the twenty-first century. The paper also elucidates the role of academia in further developing and establishing the best practices of Six Sigma management strategy. Six Sigma will evolve over time like many other initiatives – however, the key concepts, the principles of statistical thinking, tools and techniques of Six Sigma, will stay for many years, irrespective of whatever the “next big thing” will be.

Practical implications – In the authors' opinion, Six Sigma will continue to grow as a powerful management initiative for achieving and sustaining operational and service excellence. However, what will eventually determine whether Six Sigma is viewed by businesses as just a passing management fad or not, largely depends on the leadership and success of its execution. The authors believe that organisations developing and implementing Six Sigma should not view it as an advertising banner for promotional purposes.

Originality/value – The paper yields a great value to both researchers and practitioners of Six Sigma in dispelling the myths of Six Sigma, which have been quite prevalent in the business fraternity.

/pdf/common-myths-of-six-sigma-demystified-4br3opo3gl.pdf

Common myths of six sigma demystified

Approaches to business improvement have evolved and grown since the early 1900s and today the process focused, statistically driven Six Sigma methodology has been widely used by companies such as GE, Motorola, Honeywell, Bombardier, ABB, Sony, DuPont, American Express, Ford and many other companies in improving the business performance and optimizing the bottom-line benefits. Although Six Sigma business management strategy has been exploited by many world class organizations as mentioned above, there is still less documented evidence of its implementation in small and medium-sized enterprises (SMEs). This paper reports the key findings of a Six Sigma pilot survey in UK manufacturing SMEs. The results of the study are based primarily on descriptive statistics. The results of the study show that many of the SMEs are not aware of Six Sigma and do not have the resources to implement Six Sigma projects. It was also found that Lean Sigma was not generally popular among SMEs. Management involvement and participation, linking Six Sigma to customers and to business strategy are the most critical factors for the successful deployment of Six Sigma in SMEs.

https://link.springer.com/content/pdf/10.1057%2Fpalgrave.jors.2602437.pdf

Gearing Six Sigma into UK manufacturing SMEs: results from a pilot study

Although Six Sigma has been in business lexicon for more than 20 years, research has shown the need of practical implementation framework for successful deployment of Six Sigma, especially in the context of small and medium-sized enterprises (SMEs). This article proposes a Six Sigma implementation framework customised to the needs of SMEs by performing a critique of quality management frameworks/models for SMEs and drawing conclusion from the empirical research conducted over 3 years. If Six Sigma is poorly launched, it will be very difficult to reorganise and regain momentum. Though the framework was tested in three SMEs and revised, still its robustness needs to be checked and refined based on suggestions and comments from industry, practitioners and academics.

Maneesh Kumar

Papers

Operational performance and critical success factors of lean manufacturing in European food processing SMEs

Comparing the quality management practices in UK SMEs

Common myths of six sigma demystified

Gearing Six Sigma into UK manufacturing SMEs: results from a pilot study

Six Sigma implementation framework for SMEs – a roadmap to manage and sustain the change