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Project Topic:

IMPACT OF SIX-SIGMA ON ORGANISATION PERFORMANCE IN FINANCIAL SECTOR

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 Format: MS WORD ::   Chapters: 1-5 ::   Pages: 57 ::   Attributes: Questionnaire, Data Analysis ::   4 people found this useful
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CHAPTER ONE

  1. INTRODUCTION

1.1   BACKGROUND OF STUDY

In the pursuit of higher operational effectiveness and organizational performance, scholars and practitioners are looking for new approaches to improve operational performance, boost profitability, and enhance competitiveness. As a structured methodology emerged from quality management, Six Sigma programs have received considerable attention in the never-ending journey of process improvement (Linderman et al., 2003, 2006; Choo et al., 2007).

Having been developed from quality management philosophy (Goeke and Offodile, 2005), Six Sigma has attracted academic research in recent years (Raisinghani et al., 2005; Schroeder et al., 2008). It has been identified as a process improvement approach that dramatically improves performance, enhances process capability, and produces bottom line results for organizations (Dasgupta, 2003; Linderman et al., 2003; Pantano et al., 2006). Evans and Lindsay (2005) define Six Sigma as a business process improvement approach that seeks to find and eliminate causes of defects and errors, reduce cycle times and cost of operations, improve productivity, better meet customer expectations, and achieve higher asset utilization and returns.

According to Hammer (2002) Six Sigma employs a project-based methodology to solve a specific performance problem recognized by an organization. The focus of Six Sigma is on the customer rather than the product (Douglas and Erwin, 2000).

Although scholars and practitioners cite numerous examples on the positive effect of Six Sigma projects on firm performance (e.g. Hoerl, 1998; Rucker, 2000; Roberts, 2004; Johnson, 2005; Foster, 2007) there are concerns and criticisms about the effectiveness and impact of Six Sigma projects. In the US banking industry, Bank of America and Citigroup were considered as organizations that heavily invested in Six Sigma and benefited from it (Rucker, 2000; Roberts, 2004).

Despite the popularity of Six Sigma programs there is little theoretical support on the effectiveness of Six Sigma projects on organizational performance. Some argue that Six Sigma is simply a repackaging of traditional quality management which is subject to the limitations and criticisms of quality programs (Dahlgaard and Dahlgaard-Park, 2006). Accordingly, there is a need to better understand organizational and contextual variables that facilitate or impede effective implementation of Six Sigma projects.

Both quantitative and qualitative approaches can be used to evaluate organisational performance. To name a few, qualitative techniques include Pareto charting, control chart analysis, regression modelling, multivariable studies and design of experiments (DoE). Qualitative techniques include interviewing, expert opinion, brainstorming, hypothesis-generation, VSM and cause and effect matrix R. D. Snee (2010) Relevant literature provides a comprehensive set of assessment measurements for organisational performance N. F. Habidin (2012) Usually, they are based on four perspectives, proposed by Kaplan and Norton (1992). These are: financial, customer, internal business process and the perspective of innovation and learning growth. Thus, these perspectives are adopted to constitute research framework of organisational performance indicators.

REFERENCES

Abernathy, W.J., Clark, K., 1985. Mapping the winds of creative destruction. Research Policy 14 (1), 3–22. Anderson, S.D., 1992. Project quality and project managers. International Journal of Project Management 10 (3), 138–144.

Andersson, R., Eriksson, H., Torstensson, H., 2006. Similarities and differences between TQM, six sigma and lean. The TQM Magazine 18 (3), 282–296.

Antilla, J., 1992. Standardization of quality management and quality assurance: a project viewpoint. International Journal of Project Management 10 (4), 208–212.

Beer, M., 2003. Why total quality management programs do not persist? The role of management quality and implication for leading a TQM transformation. Decision Sciences 34 (4), 623–642.

Benner, M.J., Tushman, M.L., 2003. Exploitation, exploration, and process management: the productivity dilemma revisited. Academy of Management Review 28 (2), 238–256.

Biedry, J., 2001. Linking Six Sigma analysis with human creativity. Journal of Quality & Participation 24 (4), 36–38.

Bower, J.L., Christensen, C.M., 1995. Disruptive technologies: catching the wave. Harvard Business Review 73 (1), 43–53.

Brown, S.L., Eisenhardt, K.M., 1997. The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly 42 (1), 1–34.

Buch, K., Tolentino, A., 2006. Employee perceptions of the rewards associated with Six Sigma. Journal of Organizational Change Management 19 (3), 356–364.

Buffa, E.S., 1980. Research in operations management. Journal of Operations Management 1 (1), 1–8. Byrne, G., Lubowe, D., Blitz, A., 2007. Using a lean Six Sigma approach to drive innovation. Strategy & Leadership 35 (2), 5–10.


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Format:MS WORD
Chapter:1-5
Pages:57
Attribute:Questionnaire, Data Analysis
Price:₦3,000
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