Reconstructing Six Sigma barriers in manufacturing and service organizations

Abstract

PurposeThe purpose of this paper is to empirically validate how the effectiveness of the most influential barriers to Six Sigma implementation may vary in relation to dimensions of organizational factors in a developing country.Design/methodology/approachAn empirical survey, using 500 self‐administered questionnaires, was conducted. Data about 47 Six Sigma barriers and specific organizational parameters from 132 usable questionnaires, with a response rate of 26.4 per cent, were collected and analyzed by means of statistical data analysis package.FindingsThe results highlight the key role of soft impediments, i.e. knowledge and support, and hard impediments, i.e. professionals and finance, as the most influential barriers to Six Sigma implementation. The analysis clearly shows that only specific barriers are significantly influencing Six Sigma implementation in relation to dimensions of organizational factors.Practical implicationsDecision makers and quality managers should not waste their resources on overcoming all Six Sigma barriers. High attention should be given to the most obstructing barriers in relation to organizational context. Before implementing Six Sigma projects, managers are advised to activate and boost the level of Six Sigma knowledge and support by means of knowledge management functions such as Six Sigma knowledge acquisition, sharing, storing, revealing, etc. among organizational members.Originality/valueThe paper is one of the first studies which examines a large number of Six Sigma barriers and their effectiveness in relation to dimensions of organizational factors in a developing country.