Six Sigma Maturity Model for MeasuringEffectiveness of Six Sigma Activities

6시그마의 효과 측정을 위한 성숙도 모형 개발

  • Cho, Ji Hyun (Corporate Business Innovation Team, Samsung Electronics) ;
  • Jang, Joong Soon (Industrial Information Systems Engineering, Ajou University)
  • 조지현 (삼성전자 경영혁신팀) ;
  • 장중순 (아주대학교 산업정보시스템공학부)
  • Published : 2006.12.31

Abstract

This paper proposes a model to assess the maturity level of Six Sigma activities. We classify the maturity level into 5 stages: initial, forming, storming, performing and mature stage. To evaluate the maturity level, 10 categories of Six Sigma with 3 factors each are identified: management leadership, belt system, expert training, establishing execution system, compensation, organization, corporate culture, customer focus, project selection, and management of project results. Scoring 277 items in total, the value of each factor is evaluated by weighted average of those items. Maturity level is appraised by rating the sum of scores of 10 categories that are obtained by summing up the values of its 3 factors. Values of weights and criteria of rating maturity levels are determined by analyzing 90 companies and Six Sigma exper's opinion. This study also shows the actual appraisal results of some companies.

Keywords

References

  1. Antony, J. and Banuelas, R. (2002), Key ingredients for the effective implementation of six sigma program, Measuring Business Excellence, 6(4), 20-27
  2. Antony, J. and Leung, K. (2002), Critical success factors of TQM implementation in Hong Kong industries, International Journal of Quality & Reliability Management, 19(5), 551-566 https://doi.org/10.1108/02656710210427520
  3. Banuelas, R., Coronado. and Antony, J. (2002), Critical success factors for the successful implementation of six sigma projects in organizations, The TQM Magazine, 14, 92-99 https://doi.org/10.1108/09544780210416702
  4. Cho, J. H. and Jang, J. S. (2006), Six sigma key ingredients for successful implementation of Korean companies, Proc.21th ANQ Congress Singapore, 74
  5. Hensley, R. L. and Dobie, K. (2005), Assessing readiness for six sigma in a service setting, Managing Service Quality, 15(1), 82-101 https://doi.org/10.1108/09604520510575281
  6. Moon, S. C. and Kim, H. S. (2003), An Exploratory study on s/w project quality and organizational performance by process maturity certification, Journal of Korean Information Processing Society, 11D(2), 387-396
  7. Sweeney, M., Minarro-Viseras, E. and Baines, T. (2005), Key success factors when implementing strategic manufacturing initiatives, International Journal of Operations & Production Management, 25(2), 151-179 https://doi.org/10.1108/01443570510577010
  8. Shin, D. S. and Ahn, Y. J. (2002) An empirical study on the major factor of implementing six sigma successfully through black belts, Journal of Korean Society for Quality Management, 31 (4), 81-94
  9. Suh, C. J. (2001), An exploratory study on the development of management quality model and index for Korean firms, Journal of Business, 13, 5-10
  10. Yoo, H. J. (2000), Comparative study on the characteristics of Malcolm Baldrige National Quality Award and Japanese Quality Award, Journal of Korean Society for Quality Management, 28(3), 82-90
  11. Wessel, G. and Burcher, P. (2004), Six sigma for small and medium-sizes enterprises, The TQM Magazine, 16(4),264-272 https://doi.org/10.1108/09544780410541918