Please use this identifier to cite or link to this item:
|Title:||Case study analysis of Six Sigma implementation in service organisations|
Critical success factors
|Citation:||Chakraborty, A., Tan, K.C. (2012-11). Case study analysis of Six Sigma implementation in service organisations. Business Process Management Journal 18 (6) : 992-1019. ScholarBank@NUS Repository. https://doi.org/10.1108/14637151211283384|
|Abstract:||Purpose: The aim of this research is to explore the implementation of Six Sigma in service organisations. The focus of the investigation is on identifying critical success factors (CSFs), critical-to quality (CTQ) characteristics, tools and techniques and key performance indicators (KPIs), and also to understand the issues emerging from the implementation process. Design/methodology/approach: Exploratory empirical evidence is provided through four in-depth case studies of organisations mainly in Singapore. They include a hospital, a public service organisation, a consultancy service and a hotel. Findings: The major findings include an understanding about the suitability of Six Sigma implementation in service organisations. Management support and team member support emerged as primary success factors. The CTQs include time and cost, while use of soft tools instead of rigorous statistical tools are preferred by service organisations. At the project level, KPIs are understood more as CTQs. Additionally; various interesting practical difficulties emerged from the case studies. Research limitations/implications: A main limitation of this study is the small number of organisations studied and that are mainly from a single geographical location. Furthermore, the exploratory nature of the study demands rigorous in-depth studies. The practical difficulties identified will have major implications for managers. The framework including the CSFs, CTQs, KPIs, and tools and techniques, will be a useful guide for both practitioners and academicians. Originality/value: There are limited studies about Six Sigma implementation in service organisations. This paper provides a framework and a paradigm shift from viewing its implementation through a manufacturing lens. © Emerald Group Publishing Limited.|
|Source Title:||Business Process Management Journal|
|Appears in Collections:||Staff Publications|
Show full item record
Files in This Item:
There are no files associated with this item.
checked on Aug 18, 2018
WEB OF SCIENCETM
checked on Jul 16, 2018
checked on Jun 22, 2018
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.