Six Sigma: A goal-theoretic perspective
TL;DR: In this paper, the authors developed an understanding of the Six Sigma phenomena from a goal theoretic perspective, and applied these concepts to Six Sigma, and suggested some propositions for future research, which can help serve as a foundation for developing scientific knowledge about Six Sigma.
About: This article is published in Journal of Operations Management.The article was published on 2003-03-01. It has received 716 citations till now. The article focuses on the topics: Design for Six Sigma & Six Sigma.
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TL;DR: In this paper, the authors use the grounded theory approach and the scant literature available to propose an initial definition and theory of Six Sigma, and argue that although the tools and techniques in Six Sigma are strikingly similar to prior approaches to quality management, it provides an organizational structure not previously seen.
662 citations
TL;DR: This paper provides an overview of continuous improvement, its inception, how it evolved into sophisticated methodologies used in organizations today, and existing research in this field in the literature.
Abstract: – To provide an overview of the history, evolution, and existing research on continuous improvement., – Extensive review of the literature., – This paper provides an overview of continuous improvement, its inception, how it evolved into sophisticated methodologies used in organizations today, and existing research in this field in the literature., – It does not provide an exhaustive review of the existing literature, or an exhaustive list of all continuous improvement programs, only the most well known., – This paper traces how organizations have used various tools and techniques to address the need for improvement on various levels. The paper also presents research conducted in this field. It should be of value to practitioners of continuous improvement programs and to academics who are interested in how continuous improvement has evolved, and where it is today. To the authors’ knowledge, no recent papers have provided an historical perspective of continuous improvement. Furthermore, our paper also discusses the existing research in this field.
583 citations
TL;DR: Three new practices that are critical for implementing Six Sigma's concept and method in an organization are identified and are referred to as: Six Sigma role structure, Six Sigma structured improvement procedure, and Six Sigma focus on metrics.
513 citations
TL;DR: A framework of infrastructure based on the idea that continuous improvement can serve as a dynamic capability when it includes a comprehensive organizational context is presented, which adds to the conceptual understanding of continuous improvement.
438 citations
TL;DR: In this article, the authors proposed a Lean-Sigma framework to reduce the defect occurring in the final product (automobile accessories) manufactured by a die-casting process, which integrates Lean tools (current state map, 5S system, and total productive maintenance) within Six Sigma DMAIC methodology to enhance the bottom-line results and win customer loyalty.
Abstract: Lean and Six Sigma are two widely acknowledged business process improvement strategies available to organisations today for achieving dramatic results in cost, quality and time by focusing on process performance. Lately, Lean and Six Sigma practitioners are integrating the two strategies into a more powerful and effective hybrid, addressing many of the weaknesses and retaining most of the strengths of each strategy. Lean Sigma combines the variability reduction tools and techniques from Six Sigma with the waste and non-value added elimination tools and techniques from Lean Manufacturing, to generate savings to the bottom-line of an organisation. This paper proposes a Lean Sigma framework to reduce the defect occurring in the final product (automobile accessories) manufactured by a die-casting process. The proposed framework integrates Lean tools (current state map, 5S System, and Total Productive Maintenance (TPM)) within Six Sigma DMAIC methodology to enhance the bottom-line results and win customer loyalty. Implementation of the proposed framework shows dramatic improvement in the key metrics (defect per unit (DPU), process capability index, mean and standard deviation of casting density, yield, and overall equipment effectiveness (OEE)) and a substantial financial savings is generated by the organisation.
411 citations
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TL;DR: The centrality of the self-efficacy mechanism in human agency is discussed in this paper, where the influential role of perceived collective effi- cacy in social change is analyzed, as are the social con- ditions conducive to development of collective inefficacy.
Abstract: This article addresses the centrality of the self-efficacy mechanism in human agency. Self-per- cepts of efficacy influence thought patterns, actions, and emotional arousal. In causal tests the higher the level of induced self-efficacy, the higher the perfor- mance accomplishments and the lower the emotional arousal. Different lines of research are reviewed, show- ing that the self-efficacy mechanism may have wide explanatory power. Perceived self-efficacy helps to ac- count for such diverse phenomena as changes in coping behavior produced by different modes of influence, level of physiological stress reactions, self-regulation of refractory behavior, resignation and despondency to failure experiences, self-debilitating effects of proxy control and illusory inefficaciousness, achievement strivings, growth of intrinsic interest, and career pur- suits. The influential role of perceived collective effi- cacy in social change is analyzed, as are the social con- ditions conducive to development of collective inefficacy. Psychological theorizing and research tend to cen- ter on issues concerning either acquisition of knowledge or execution of response patterns. As a result the processes governing the interrelation- ship between knowledge and action have been largely neglected (Newell, 1978). Some of the re- cent efforts to bridge this gap have been directed at the biomechanics problem—how efferent com- mands of action plans guide the production of ap- propriate response patterns (Stelmach, 1976,1978). Others have approached the matter in terms of algorithmic knowledge, which furnishes guides for executing action sequences (Greeno, 1973; Newell, 1973). ,
14,898 citations
Book•
01 Jan 1985
TL;DR: In this article, the authors present a survey of statistical process control and capability analysis techniques for improving the quality of a business process in the modern business environment, using a variety of techniques.
Abstract: Quality Improvement in the Modern Business Environment.STAISTICAL METHODS USEFUL IN QUALITY IMPROVEMENT.Modeling Process Quality.Inferences About Process Quality.BASIC METHODS OF STATISTICAL PROCESS CONTROL AND CAPABILITY ANALYSIS.Methods and Philosophy of Statistical Process Control.Control Charts for Variables.Control Charts for Attributes.Process and Measurement Systems System Capability Analysis.OTHER STATISTICAL PROCESS MONITORING AND CONTROL TECHNIQUES.Cumulative Sum and Exponentially Weighted Moving Average Control Charts.Other Univariate SPC Techniques.Multivariate Process Monitoring and Control.Engineering Process Control and SPC.PROCESS DESIGN AND IMPROVEMENT WITH DESIGNED EXPERIMENTS.Factorial and Fractional Factorial Designs for Process Design and Improvement.Process Optimization with Designed Experiments.ACCEPTANCE SAMPLING.Lot--by--Lot Acceptance Sampling for Attributes.Other Acceptance Sampling Techniques.Appendix.Bibliography.Answers to Selected Exercises.Index.
7,312 citations
TL;DR: This article reviewed the book "A Theory of Goal Setting and Task Performance" by Edwin A. Locke and Gary P. Latham and found it to be a good introduction to goal setting and task performance.
Abstract: The article reviews the book “A Theory of Goal Setting and Task Performance,” by Edwin A. Locke and Gary P. Latham.
5,435 citations
Book•
01 Jan 1981
TL;DR: In this paper, the authors demonstrate how the many models and theories of organizations can be reduced to a few manageable perspectives, and provide expanded coverage of new economic approaches and strategic management.
Abstract: Demonstrates how the many models and theories of organizations can be reduced to a few, manageable perspectives. This new third edition updates research and theoretical literature, offers expanded coverage of new economic approaches and strategic management and includes comparative studies.
4,962 citations