This work is about Six Sigma (SS) implementation in Mexico by using an empirical study. Main goals are to analyze the degree of importance of the Critical Success Factors (CSFs) of SS and to examine if these factors are grouped in some way. A literature research and a survey were conducted to capture SS practitioner’s viewpoint about CSFs in SS implementation and their impact on the performance within manufacturing companies located in Baja California, Mexico. Finally, a Principal Component Analysis showed that nine critical success factors could be grouped in three components, which are: management vision, implementation strategy, and collaborative team. In the other hand, SS’s success is represented by cost reduction, variation reduction, experience and self-esteem of the workers, and quality improvement. Concluding remarks arising from the study are that CSFs are changing through time and paying attention to these nine factors can increase SS’s success likelihood.
[1] M. Harry, and R. Schroeder Six Sigma: The Breakthrough Management
Strategy Revolutionizing The World’s Top Corporations. New York:
Currency, 2006.
[2] D. Montgomery, and W. Woodall “An Overview of Six Sigma,”
International Statistical Review, vol. 76, pp. 329-346, September 2008.
[3] F. Breyfogle, Implementing Six Sigma: Smarter Solutions Using
Statistical Methods. New York: Wiley, 2003.
[4] S. Chakravorty “Six Sigma failure: An escalation model,” Operations
Management Research, pp. 44-55, August 2009.
[5] R. Bañuelas, and J. Antony, “Critical Success Factors for the Successful
Implementation of Six Sigma Projects in Organization,” The TQM
Magazine, vol. 14, pp. 92-99, 2002.
[6] Y. Kanani, “Study and Analysis of Control Phase Role for Increasing the
success of Six Sigma Projects,” International Conference on
Management of Innovation and Technology IEEE, 2006, pp. 826-829.
[7] J. Gray, and V. Anantatmula, “Managing six sigma projects through the
integration of six sigma project management process,” International
journal of six sigma and competitive advantage, 127-143, 2009.
[8] J. Zimmerman, and J. Weiss, “Six sigma´s seven deadly sins,” Quality,
pp. 62-67, 2005.
[9] T. Cooke-Davis, “The real success factors on projects,” International
Journal of Project Management, pp. 185-190, 2002.
[10] A. Shenhar, O. Levy, and D. Dvir, “Mapping the dimensions of project
success,” Project Management Journal, pp. 5-13, 1997.
[11] G. Anand, P. Ward, and M. Tatikonda, “Role of Explicit and Tacit
Knowledge in Six Sigma Projects: An Empirical Examination of
Differential Project Success,” Journal of Operations Management, pp.
303-315, November 2009.
[12] J. Rockart, “Chief executives define their own data needs,” Harvard
Business Review, pp. 238-241, 1979.
[13] J. Antony, and R. Bañuelas, “Key Ingredients for the Effective
Implementation of Six Sigma Program,” Measuring Business
Excellence, pp. 20-27, 2002.
[14] M. Kumar, “Critical success factors and hurdles to Six Sigma
implementation: the case of a UK manufacturing SME,” Int. J. Six
Sigma and Competitive Advantage, pp. 33-351, 2007.
[15] R. Hilton, M. Balla, and A. S. Sohal, “Factors critical to the success of a
Six-Sigma quality program in an Australian hospital,” Total Quality
Management & Business Excellence, pp. 887-902, 2008.
[16] D. Gosnik, and N. Vujica-Herzog, “Success factors for six sigma
implementation in Slovenian manufacturing companies,” Advances in
production engineering & management, pp. 205-216, 2010.
[17] A. Chakrabarty, and K. Tan, 2007). “A survey of Six Sigma
Implementation in Singapore Service Industries,” in Proc. IEEE IEEM
Singapore, 2007, pp. 1428-1432.
[18] A. Szeto, and A. Tsang, “Antecedents to successful implementation of
six sigma,” International Journal of six sigma and competitive
advantage, pp. 307-322, 2005.
[19] K. Schön, “Six sigma in a non-American culture,” International journal
of six sigma and competitive advantage, pp. 404-428, 2006.
[20] N. Coronel, J. Garcia, S. Noriega, and R. Valdivieso, “Critical Success
Factors for Six Sigma Implementation,” in Proc. 14th Annual
International Conference on Industrial Engineering, Anaheim,
California, 2009, pp. 18-21.
[21] S. Jung, “Exploratory Factor Analysis with Small Sample Size: A
Comparison on three approaches,” Behavioural Processes, pp. 90-95,
2012.
[22] P. Pande, and L. Holpp, What is six sigma? New York: McGraw Hill,
2002.
[23] M. Tkáˇc, and Š. Lyócsa, “On the Evaluation of Six Sigma Projects,”
Quality and Reliability Engineering International, pp. 115-124, August
2009.
[24] T. Yang, and C. H. Hsieh, “Six-Sigma project selection using national
quality award criteria and Delphy fuzzy multiple criteria decisionmaking
method,” Experts Systems with Applications, pp. 7594-7603,
2009.
[25] K. Moosa, and A. Sajid, “Critical analysis of Six Sigma
implementation,” Total Quality Management, pp. 745-759, 2010.
[26] B. DeRuntz, and R. Meier, “Trainers’ Perceptions of the Relative
Importance of the Ten Topics Included in the American Society for
Quality’s Six Sigma Black Belt Certification,” Journal of Industrial
Technology, pp. 2-13 2009.
[27] K. Linderman, R. Schroeder, S. Zaheer, and A. Choo, “Six Sigma: A
Goal-Theoretic Perspective,” Journal of Operations Management, pp.
193-203, 2003.
[28] N. Callahan, M. Jones, R. Smith, “Developing maximum career
potential in manufacturing technology curricula,” Journal of Industrial
Technology, vol. 24, pp. 1-8, December 2008.
[29] A. Johnson, and B. Swisher, “How six sigma improves R&D,” Research
Technology Management, pp. 12-15, 2003.
[30] J.E. Brady, and T. T. Allen, “Six Sigma Literature: A Review and
Agenda for future research,” Quality and Reliability Engineering
International, pp. 335-367, 2006. [31] D. Denison, and G. Spreitzer, “Organizational culture and organizational
development,” Research in Organizational Change and Development,
pp. 1-22, 1991.
[32] X. Zu, T. Robbins, and F. Lawrence, “Mapping the critical links
between organizational culture and TQM/Six Sigma practices,”
International J. Production Economics, pp. 1-21, 2009.
[33] K. Lee, Success Factors of Six Sigma Implementation and the Impact on
Operations Performance. Cleveland: Cleveland State University, 2002.
[34] G. J. Hahn, “Six Sigma: 20 Key Lessons Learned,” Quality and
Reliability Engineering International, pp. 225-233, 2005.
[35] Y. Kwak, and F. Anbari, “Benefits, Obstacles, and Future of Six Sigma
Approach,” Technovation, pp. 708-715, 2006.
[1] M. Harry, and R. Schroeder Six Sigma: The Breakthrough Management
Strategy Revolutionizing The World’s Top Corporations. New York:
Currency, 2006.
[2] D. Montgomery, and W. Woodall “An Overview of Six Sigma,”
International Statistical Review, vol. 76, pp. 329-346, September 2008.
[3] F. Breyfogle, Implementing Six Sigma: Smarter Solutions Using
Statistical Methods. New York: Wiley, 2003.
[4] S. Chakravorty “Six Sigma failure: An escalation model,” Operations
Management Research, pp. 44-55, August 2009.
[5] R. Bañuelas, and J. Antony, “Critical Success Factors for the Successful
Implementation of Six Sigma Projects in Organization,” The TQM
Magazine, vol. 14, pp. 92-99, 2002.
[6] Y. Kanani, “Study and Analysis of Control Phase Role for Increasing the
success of Six Sigma Projects,” International Conference on
Management of Innovation and Technology IEEE, 2006, pp. 826-829.
[7] J. Gray, and V. Anantatmula, “Managing six sigma projects through the
integration of six sigma project management process,” International
journal of six sigma and competitive advantage, 127-143, 2009.
[8] J. Zimmerman, and J. Weiss, “Six sigma´s seven deadly sins,” Quality,
pp. 62-67, 2005.
[9] T. Cooke-Davis, “The real success factors on projects,” International
Journal of Project Management, pp. 185-190, 2002.
[10] A. Shenhar, O. Levy, and D. Dvir, “Mapping the dimensions of project
success,” Project Management Journal, pp. 5-13, 1997.
[11] G. Anand, P. Ward, and M. Tatikonda, “Role of Explicit and Tacit
Knowledge in Six Sigma Projects: An Empirical Examination of
Differential Project Success,” Journal of Operations Management, pp.
303-315, November 2009.
[12] J. Rockart, “Chief executives define their own data needs,” Harvard
Business Review, pp. 238-241, 1979.
[13] J. Antony, and R. Bañuelas, “Key Ingredients for the Effective
Implementation of Six Sigma Program,” Measuring Business
Excellence, pp. 20-27, 2002.
[14] M. Kumar, “Critical success factors and hurdles to Six Sigma
implementation: the case of a UK manufacturing SME,” Int. J. Six
Sigma and Competitive Advantage, pp. 33-351, 2007.
[15] R. Hilton, M. Balla, and A. S. Sohal, “Factors critical to the success of a
Six-Sigma quality program in an Australian hospital,” Total Quality
Management & Business Excellence, pp. 887-902, 2008.
[16] D. Gosnik, and N. Vujica-Herzog, “Success factors for six sigma
implementation in Slovenian manufacturing companies,” Advances in
production engineering & management, pp. 205-216, 2010.
[17] A. Chakrabarty, and K. Tan, 2007). “A survey of Six Sigma
Implementation in Singapore Service Industries,” in Proc. IEEE IEEM
Singapore, 2007, pp. 1428-1432.
[18] A. Szeto, and A. Tsang, “Antecedents to successful implementation of
six sigma,” International Journal of six sigma and competitive
advantage, pp. 307-322, 2005.
[19] K. Schön, “Six sigma in a non-American culture,” International journal
of six sigma and competitive advantage, pp. 404-428, 2006.
[20] N. Coronel, J. Garcia, S. Noriega, and R. Valdivieso, “Critical Success
Factors for Six Sigma Implementation,” in Proc. 14th Annual
International Conference on Industrial Engineering, Anaheim,
California, 2009, pp. 18-21.
[21] S. Jung, “Exploratory Factor Analysis with Small Sample Size: A
Comparison on three approaches,” Behavioural Processes, pp. 90-95,
2012.
[22] P. Pande, and L. Holpp, What is six sigma? New York: McGraw Hill,
2002.
[23] M. Tkáˇc, and Š. Lyócsa, “On the Evaluation of Six Sigma Projects,”
Quality and Reliability Engineering International, pp. 115-124, August
2009.
[24] T. Yang, and C. H. Hsieh, “Six-Sigma project selection using national
quality award criteria and Delphy fuzzy multiple criteria decisionmaking
method,” Experts Systems with Applications, pp. 7594-7603,
2009.
[25] K. Moosa, and A. Sajid, “Critical analysis of Six Sigma
implementation,” Total Quality Management, pp. 745-759, 2010.
[26] B. DeRuntz, and R. Meier, “Trainers’ Perceptions of the Relative
Importance of the Ten Topics Included in the American Society for
Quality’s Six Sigma Black Belt Certification,” Journal of Industrial
Technology, pp. 2-13 2009.
[27] K. Linderman, R. Schroeder, S. Zaheer, and A. Choo, “Six Sigma: A
Goal-Theoretic Perspective,” Journal of Operations Management, pp.
193-203, 2003.
[28] N. Callahan, M. Jones, R. Smith, “Developing maximum career
potential in manufacturing technology curricula,” Journal of Industrial
Technology, vol. 24, pp. 1-8, December 2008.
[29] A. Johnson, and B. Swisher, “How six sigma improves R&D,” Research
Technology Management, pp. 12-15, 2003.
[30] J.E. Brady, and T. T. Allen, “Six Sigma Literature: A Review and
Agenda for future research,” Quality and Reliability Engineering
International, pp. 335-367, 2006. [31] D. Denison, and G. Spreitzer, “Organizational culture and organizational
development,” Research in Organizational Change and Development,
pp. 1-22, 1991.
[32] X. Zu, T. Robbins, and F. Lawrence, “Mapping the critical links
between organizational culture and TQM/Six Sigma practices,”
International J. Production Economics, pp. 1-21, 2009.
[33] K. Lee, Success Factors of Six Sigma Implementation and the Impact on
Operations Performance. Cleveland: Cleveland State University, 2002.
[34] G. J. Hahn, “Six Sigma: 20 Key Lessons Learned,” Quality and
Reliability Engineering International, pp. 225-233, 2005.
[35] Y. Kwak, and F. Anbari, “Benefits, Obstacles, and Future of Six Sigma
Approach,” Technovation, pp. 708-715, 2006.
@article{"International Journal of Mechanical, Industrial and Aerospace Sciences:65498", author = "Diego Tlapa and Jorge Limón and Yolanda Báez and Julián Aguilar", title = "Six Sigma in Mexican Manufacturing Companies", abstract = "This work is about Six Sigma (SS) implementation in Mexico by using an empirical study. Main goals are to analyze the degree of importance of the Critical Success Factors (CSFs) of SS and to examine if these factors are grouped in some way. A literature research and a survey were conducted to capture SS practitioner’s viewpoint about CSFs in SS implementation and their impact on the performance within manufacturing companies located in Baja California, Mexico. Finally, a Principal Component Analysis showed that nine critical success factors could be grouped in three components, which are: management vision, implementation strategy, and collaborative team. In the other hand, SS’s success is represented by cost reduction, variation reduction, experience and self-esteem of the workers, and quality improvement. Concluding remarks arising from the study are that CSFs are changing through time and paying attention to these nine factors can increase SS’s success likelihood.
", keywords = "Six sigma, Critical Success Factors, Factor Analysis.", volume = "7", number = "10", pages = "2089-6", }
