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Critical Success Factors for Six Sigma Implementation in Large-scale Turkish Construction Companies

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  • Mehmet Tolga Taner

    (Uskudar University, Istanbul 34662, Turkey)

Abstract

This paper aims to investigate the Critical Success Factors (CSFs) for the successful introduction of Six Sigma in large-scale Turkish construction companies. A survey-based approach is used in order to identify and understand the current quality practices. CSFs and impeding factors are identified and analysed. Involvement and commitment of top management, linking quality initiatives to customer and linking quality initiatives to supplier are found to be the most important CSFs to the construction companies. Leadership and commitment of top management, cross-functional teamwork and commitment of middle managers are found to be the most CSFs for successful introduction of Six Sigma, whereas lack of knowledge of the system to initiate and complacency are found to be hindering its implementation. High costs and high amount of waste are found to lower the performance of Turkish construction companies.

Suggested Citation

  • Mehmet Tolga Taner, 2013. "Critical Success Factors for Six Sigma Implementation in Large-scale Turkish Construction Companies," International Review of Management and Marketing, Econjournals, vol. 3(4), pages 212-225.
    • Handle: RePEc:eco:journ3:2013-04-8
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    References listed on IDEAS

    as
    1. Taner Mehmet, 2012. "A Feasibility Study for Six Sigma Implementation in Turkish Textile SMEs," South East European Journal of Economics and Business, Sciendo, vol. 7(1), pages 63-71, April.
    2. Peter Kaming & Paul Olomolaiye & Gary Holt & Frank Harris, 1997. "Factors influencing construction time and cost overruns on high-rise projects in Indonesia," Construction Management and Economics, Taylor & Francis Journals, vol. 15(1), pages 83-94.
    3. Ying-hua Shan & Zhong-fu Li, 2013. "Integration and Application of Lean Principles and Six Sigma in Residential Construction," Springer Books, in: Runliang Dou (ed.), Proceedings of 2012 3rd International Asia Conference on Industrial Engineering and Management Innovation (IEMI2012), edition 127, chapter 0, pages 245-252, Springer.
    4. Rodney Stewart & Clinton Spencer, 2006. "Six-sigma as a strategy for process improvement on construction projects: a case study," Construction Management and Economics, Taylor & Francis Journals, vol. 24(4), pages 339-348.
    5. Mazin Shammas-Toma & David Seymour & Leslie Clark, 1998. "Obstacles to implementing total quality management in the UK construction industry," Construction Management and Economics, Taylor & Francis Journals, vol. 16(2), pages 177-192.
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    Cited by:

    1. Serkan Akgün & Funda Yalým, 2015. "The Reasons of Young Consumers’ Choice on Chain Café Stores: A Research on Starbucks," International Review of Management and Marketing, Econjournals, vol. 5(3), pages 129-134.
    2. Abdul-Aziz Banawi & Alia Besné & David Fonseca & Jose Ferrandiz, 2020. "A Three Methods Proactive Improvement Model for Buildings Construction Processes," Sustainability, MDPI, vol. 12(10), pages 1-14, May.
    3. Celil Gokay Ekinci & Mehmet Tolga Taner & Engin Erbas, 2015. "Integration of Six Sigma Methodology to Reduce Complications in a Private Hemodialysis Center," International Review of Management and Marketing, Econjournals, vol. 5(1), pages 36-44.

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    More about this item

    Keywords

    Six Sigma; construction industry; large-scale companies; Turkey;
    All these keywords.

    JEL classification:

    • L15 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - Information and Product Quality
    • L74 - Industrial Organization - - Industry Studies: Primary Products and Construction - - - Construction

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