The organisational contextual factors affecting the implementation of Six-Sigma in a high technology mass-manufacturing environment

Abstract

The purpose of this study is to examine the principles and practice used in the implementation and operation of Six-Sigma. It critically evaluates the application of Six-Sigma in two sites and at four levels within a case organisation. Both qualitative and quantitative research data are used for an investigation of Six-Sigma implementation and deployment. Qualitative data took the form of in-depth interviews with key Six-Sigma senior management personnel in both plants. The quantitative data was obtained from questionnaires distributed to four levels and two sites in the organisation. The survey results from both sites were analysed using Six-Sigma methodology and tools. The interviews discussed the issues highlighted in the surveys. Critical contextual factors identified were Management, Communication, Project Management, Six-Sigma training and Rewards and Recognition, which if implemented, could accelerate the integration of Six-Sigma into an organisation's culture.