Six Sigma and TQM in Taiwan: An empirical study of discriminate analysis

Abstract

This study constructs a preliminarily exploration model for integrating quality management with business strategy. A questionnaire is employed to evaluate the framework. Study samples are from the Chinese Society for Quality (CSQ) in Taiwan. Four conclusions are reached based on discriminate analysis of SPSS statistical skills for Taiwanese companies implementing an integrated quality management system with business strategy. (1) There are common factors to implementing a quality management programme, whether Six Sigma or Total Quality Management (TQM) activities. These are how to build an organisational culture of quality management, assess the situation of quality management and deploy quality management strategies. (2) There are some basic conditions to implement Six Sigma, which include combining Six Sigma improvement project with DMAIC (Defining, measurement, analysis, improvement and control) methodology, and developing the role of Champion, Master Black Belts (MBBs), Black Belts (BBs) and Green Belts (GBs) in the related steering organisation and building communication system of quality management activities. (3) Enterprises can implement Six Sigma under the framework of TQM activities. Although such enterprises are not absolutely implementing the Six Sigma system, the addition of implementing TQM can also improve quality performance. The most important thing for enterprises to do is to integrate quality activities with business strategy, and this will naturally achieve improved business performance. (4) There is no relationship between the scale of an enterprise and implementing Six Sigma. Implementing and developing a Six Sigma programme are not only for the large-scale or multi-national firms, but are also suitable for the small and medium sized businesses that predominate in Taiwan.