Providing the Success of Six Sigma by Proper Project Identification and Selection: Comparison Study between Slovenia and the UK

Providing the Success of Six Sigma by Proper Project Identification and Selection: Comparison Study between Slovenia and the UK Results of Six Sigma projects are related to company performance. Successful Six Sigma projects increase customer satisfaction and have many other positive effects on organisations. Success of Six Sigma projects is related to key management decision about how to identify potential projects and which projects to select for final implementation. This research is oriented toward the study of tools used in the phase of Six Sigma project identification and criteria used in the phase of Six Sigma project selection. The purpose of this research is to compare results from manufacturing sector in Slovenia and the UK. Results of this study indicate that management within the organisations tend to identify potential Six Sigma projects with the use of different tools, such as: brainstorming (Slovenia and UK.), followed by Critical To Quality tree (UK.), and interviews and customer visits (Slovenia). Further, the results show that the final decision about Six Sigma projects selection in the UK and Slovenia include different criteria, such as: customer benefit (Slovenia and UK), finance impact (UK) and connection to business strategy (Slovenia). Many companies in the UK as well in Slovenia combine the use of tools and balanced selection criteria at the same time.

[1]  Mohamed Gamal Aboelmaged,et al.  Six Sigma quality: a structured review and implications for future research , 2010 .

[2]  Courtney Barnes,et al.  Improving corporate communications: Lean Six Sigma science has broad reach , 2010 .

[3]  J. Antony,et al.  Does size matter for Six Sigma implementation?: Findings from the survey in UK SMEs , 2009 .

[4]  Florian Johannsen,et al.  A Six Sigma approach for integrated solutions , 2009 .

[5]  Dusan Gosnik,et al.  Selection Criteria for Six Sigma Projects in Slovenian Manufacturing Companies , 2009 .

[6]  Oscar F. Bustinza,et al.  Six Sigma: From a Goal-Theoretic Perspective to Shared-Vision Development , 2009 .

[7]  Douglas C. Montgomery,et al.  Common myths of six sigma demystified , 2008 .

[8]  Haritha Saranga,et al.  Six sigma project selection using data envelopment analysis , 2007 .

[9]  C. Tennant,et al.  Selection of six sigma projects in the UK , 2006 .

[10]  Bill Robinson,et al.  Build a Management System Based on Six Sigma , 2005 .

[11]  J. Antony.  Six Sigma in the UK service organisations: results from a pilot survey , 2004 .

[12]  Joseph Moses Juran,et al.  Juran Institute's Six Sigma Breakthrough and Beyond , 2004 .

[13]  William Michael Kelly,et al.  Three Steps To Project Selection , 2002 .

[14]  Jichao Xu,et al.  Selecting Six Sigma Projects , 2002 .

[15]  John Man,et al.  Six sigma and lifelong learning , 2002 .

[16]  Jiju Antony,et al.  Critical success factors for the successful implementation of six sigma projects in organisations , 2002 .

[17]  Albert Johnson,et al.  Managers at Work: Six Sigma in R&D , 2002 .

[18]  Mark Goldstein,et al.  Six Sigma Program Success Factors , 2001 .

[19]  W. J. Hill,et al.  The Impact of Six Sigma Improvement—A Glimpse into the Future of Statistics , 1999 .

[20]  Jack R. Meredith,et al.  Project Management: A Managerial Approach , 1989 .

[21]  Cary W. Adams.  Chapter 3 – Six Sigma Deployment Overview , 2003 .

[22]  Peter S. Pande,et al.  The Six Sigma Way: How GE, Motorola, and Other Top Companies are Honing Their Performance , 2000 .

[23]  M. J. Harry,et al.  SIX SIGMA : A BREAKTHROUGH STRATEGY FOR PROFITABILITY , 1998 .