{"title":"Six Sigma Process and its Impact on the Organizational Productivity","authors":"Masoud Hekmatpanah, Mohammad Sadroddin, Saeid Shahbaz, Farhad Mokhtari, Farahnaz Fadavinia","volume":19,"journal":"International Journal of Economics and Management Engineering","pagesStart":731,"pagesEnd":736,"ISSN":"1307-6892","URL":"https:\/\/publications.waset.org\/pdf\/8018","abstract":"
The six sigma method is a project-driven management approach to improve the organization-s products, services, and processes by continually reducing defects in the organization. Understanding the key features, obstacles, and shortcomings of the six sigma method allows organizations to better support their strategic directions, and increasing needs for coaching, mentoring, and training. It also provides opportunities to better implement six sigma projects. The purpose of this paper is the survey of six sigma process and its impact on the organizational productivity. So I have studied key concepts , problem solving process of six sigmaas well as the survey of important fields such as: DMAIC, six sigma and productivity applied programme, and other advantages of six sigma. In the end of this paper, present research conclusions. (direct and positive relation between six sigma and productivity)<\/p>\r\n","references":"[1] Aldred, K., 1998. Baldrige Award recognizes four U.S. companies. IIE\r\nSolutions 30 (3), 8.\r\n[2] Anbari, F.T., 2002. Six Sigma Method and Its Applications in Project\r\nManagement, Proceedings of the Project Management Institute Annual\r\nSeminars and Symposium [CD], San Antonio, Texas. Oct 3-10. Project\r\nManagement Institute, Newtown Square, PA.\r\n[3] Antony, J., Banuelas, R., 2001. A strategy for survival. Manufacturing\r\nEngineer 80 (3), 119-121.\r\n[4] Antony, J., Banuelas, R., 2002. Key ingredients for the effective\r\nimplementation of six sigma program. Measuring Business Excellence 6\r\n(4), 20-27.\r\n[5] ASQ, 2002. The Honeywell edge. Six Sigma Forum Magazine 1 (2),\r\n14-17.\r\n[6] Blakeslee Jr., J.A., 1999. Implementing the Six Sigma solution. Quality\r\nProgress 32 (7), 77-85.\r\n[7] Clifford, L., 2001. Why you can safely ignore Six Sigma. Fortune 143\r\n(2), 140.\r\n[8] Fiedler, T., 2004. Mopping up profits: With 3M sitting on solid earnings,\r\nCEO James McNerney handled his fourth annual meeting like a\r\ncontented company veteran. Star Tribune, Metro ed., May 12,\r\nMinneapolis, MN.\r\n[9] Hahn, G.J., Doganaksoy, N., Hoerl, R., 2000. The evolution of Six\r\nSigma. Quality Engineering 12 (3), 317-326.\r\n[10] Harry, M.J., Schroeder, R., 2000. Six Sigma: The Breakthrough\r\nManagement Strategy Revolutionizing the World-s Top Corporations,\r\nDoubleday, NY.\r\n[11] Hoerl, R.W., 2001. Six Sigma Black Belts: what do they need to know?\r\nJournal of Quality Technology 33 (4), 391-435.\r\n[12] Hoerl, R.W., Snee, R.D., 2002. Statistical Thinking: Improving Business\r\nPerformance. Duxbury Press\/Thompson Learning, San Jose.\r\n[13] Linderman, K., Schroeder, R.G., Zaheer, S., Choo, A.S., 2003. Six\r\nSigma: a goal-theoretic perspective. Journal of Operations Management\r\n21 (2), 193-203.\r\n[14] 14] Mader, D.M., 2002. Design for six sigma. Quality Progress July, 82-\r\n86.\r\n[15] McClusky, R., 2000. The Rise, fall, and revival of six sigma. Measuring\r\nBusiness Excellence 4 (2), 6-17.\r\n[16] McClenahen, J.S., 2004. New world leader. Industry Week 253 (1),36-\r\n39.\r\n[17] Sanders, D., Hild, C.R., 2000. Six Sigma on business processes:\r\ncommon organizational issues. Quality Engineering 12 (4), 603-610.\r\n[18] Slater, R., 1999. JackWelch and the GEWay: Management Insights and\r\nLeadership Secrets of the Legendary CEO. McGraw-Hill, NY.\r\n[19] Treichler, D., Carmichael, R., Kusmanoff, A., Lewis, J., Berthiez, G.,\r\n2002. Design for six sigma: 15 lessons learned. Quality Progress 35 (1),\r\n33-42.","publisher":"World Academy of Science, Engineering and Technology","index":"Open Science Index 19, 2008"}