The aim of this paper is to study the “key success factors in implementing Six-Sigma in different cultures”. A literature review is used for the research methodology. The review of literature revealed that Six-Sigma was originally initiated by Motorola, an American company, and after recognizing the effect this could have on the organization and to the bottom line, many other leading American companies then followed. It could be claimed that the success of Six-Sigma in the American firms is due to the fact that the methodology of Six-Sigma is an excellent match with American management characteristics or the American business culture. This research also found that cultural awareness issues are likely to play a role in how effective implementation of Six-Sigma methodology is in American companies. / Findings in this study indicate that Thai and American cultures are vastly different in many dimensions. The question came up that if Six-Sigma were to be introduced in a Thai manufacturing environment what implications the Thai culture would have on implementation. The resultant finding of this study is summarised as “what are the Thai culture implications of Six-Sigma implementation”. / Thai culture will have an impact on the key success factors in implementing Six-Sigma and could be concluded as follows: Can Breakthrough methodology and Result orientation in Six-Sigma methodology be used with Thai people or Thai Manufacturing?; Can “Out Box” thinking concept and “Changing” environment be implemented in Thai culture?; How did those companies build “Team work” to support Six-Sigma implementation?; Are performance based promotion and individual recognition systems being used with Thai people or Thai manufacturing?. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2005.

Thesis (M.S.)--University of Toledo, 2008. / Typescript. "Submitted as partial fulfillments of the requirements for The Master of Science in Industrial Engineering." "A thesis entitled"--at head of title. Bibliography: leaves 69-70.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2009. / Includes bibliographical references.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2009. / Includes bibliographical references.

Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 2005. / Includes bibliographical references.

Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2006. / Includes bibliographical references.

Thesis (Ph.D.)--University of Central Florida, 2008. / Advisers: Linda Malone, Sandra Furterer. Includes bibliographical references (p. 208-211).

D.Phil. (Engineering Management) / Process improvement is essential for an organisation to remain competitive in the global market. Regardless of the type of products or service being rendered, such improvement is essential for remaining profitable and staying at the top of one’s industry market. The Lean Six Sigma (LSS) methodology is a preferred methodology for continuously improving business processes, thereby improving profitability and increasing market share. Higher education institutions are increasingly being placed under pressure to improve throughput and to ensure that that their institutions are sustainable. This focus on higher education inefficiencies has resulted in institutions looking for new ways to improve processes which will lead to increases in throughput. In this study, a LSS framework has been developed and applied for improving engineering education processes...

After events like the global financial crisis and the advent of globalisation, companies have experienced increased competition and pressure to improve performance in the new environments in which business is conducted. This has impacted the world of manufacturing, among others, and has necessitated companies in this industry to adopt improvement methodologies to assist in growing the business. This study looks into the implementation of Lean Six Sigma (LSS) as one of these procedures and highlights that most articles and studies on this process concentrate on the highvolume, low-mix manufacturing environment. On account of this, a gap is left in the application of these techniques in the low-volume, high-mix environment. The literature highlights the differences in the two disciplines that have now evolved into one toolkit that is applied as LSS and how that is achieved. The cases highlighted do not, however, cover the low-volume, high-variety manufacturers, and this paper seeks to use the expertise of LSS practitioners in this environment to get information and derive a framework for successful implementation of LSS in the capital equipment environment. The main contributor to the study is a company that manufactures capital equipment for the mines, with other respondents being practitioners in similar companies and customers in the mines. Respondents were sent a survey to get their opinion on the implementation of LSS in their environment. The survey attempted to gather information through five key questions on how LSS was being applied and its impact on the cost, cycle-time and on-time delivery of the organisation. A quantitative study design was adopted to develop a framework for the successful implementation of LSS in the capital equipment industry. A total of 38 respondents gave feedback, which was analysed, and this showed what - according to the professionals involved in this study - are the vital aspects of this implementation to ensure success. / Dissertation (MBA)--University of Pretoria, 2014. / zkgibs2015 / Gordon Institute of Business Science (GIBS) / Unrestricted

Six Sigma is a business improvement strategy that aims to improve process performance using a structured methodology that identifies and removes the causes of defects in manufacturing and business processes, while implementing the lean concepts attempts to remove wasteful activities from those processes. In practice, the Six Sigma strategy and the Lean philosophy are combined and often viewed as one integrated philosophy, where the philosophy of Lean Six Sigma simultaneously removes wasteful activities from a process and reduces the variability of that process. This thesis research reviews the concepts and implementation of Lean thinking, Six Sigma strategy, and the integrated concept of Lean Six Sigma, with emphasis in service organizations. Most importantly, this thesis summarizes the critical success factors for implementing Lean Six Sigma within a service business environment and categorizes them within a proposed multi-level taxonomy that can be used by service business units and service providers to improve the .success of Lean Six Sigma implementation