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Gearing Six Sigma into UK manufacturing SMEs: results from a pilot study

Author

Listed:
  • J Antony

    (Glasgow Caledonian University)

  • M Kumar

    (Glasgow Caledonian University)

  • A Labib

    (University of Portsmouth)

Abstract

Approaches to business improvement have evolved and grown since the early 1900s and today the process focused, statistically driven Six Sigma methodology has been widely used by companies such as GE, Motorola, Honeywell, Bombardier, ABB, Sony, DuPont, American Express, Ford and many other companies in improving the business performance and optimizing the bottom-line benefits. Although Six Sigma business management strategy has been exploited by many world class organizations as mentioned above, there is still less documented evidence of its implementation in small and medium-sized enterprises (SMEs). This paper reports the key findings of a Six Sigma pilot survey in UK manufacturing SMEs. The results of the study are based primarily on descriptive statistics. The results of the study show that many of the SMEs are not aware of Six Sigma and do not have the resources to implement Six Sigma projects. It was also found that Lean Sigma was not generally popular among SMEs. Management involvement and participation, linking Six Sigma to customers and to business strategy are the most critical factors for the successful deployment of Six Sigma in SMEs.

Suggested Citation

  • J Antony & M Kumar & A Labib, 2008. "Gearing Six Sigma into UK manufacturing SMEs: results from a pilot study," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 59(4), pages 482-493, April.
    • Handle: RePEc:pal:jorsoc:v:59:y:2008:i:4:d:10.1057_palgrave.jors.2602437
    DOI: 10.1057/palgrave.jors.2602437
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    References listed on IDEAS

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    1. Ghobadian, A. & Gallear, D. N., 1996. "Total quality management in SMEs," Omega, Elsevier, vol. 24(1), pages 83-106, February.
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    Cited by:

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    2. Ediz Atmaca & S. Girenes, 2013. "Lean Six Sigma methodology and application," Quality & Quantity: International Journal of Methodology, Springer, vol. 47(4), pages 2107-2127, June.
    3. Tonderai Nyamwanza & Severino Mavhiki, 2014. "Business Financing Options for SMEs in Zimbabwe Post February 2009," International Journal of Business and Social Research, MIR Center for Socio-Economic Research, vol. 4(1), pages 124-129, January.
    4. Francesca Gennari, 2023. "The transition towards a circular economy. A framework for SMEs," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 27(4), pages 1423-1457, December.
    5. Monika Wieczorek-Kosmala & Joanna Błach & Anna Doś, 2021. "COVID-19 Interruptions and SMEs Heterogeneity: Evidence from Poland," Risks, MDPI, vol. 9(9), pages 1-21, September.
    6. Tonderai Nyamwanza & Severino Mavhiki, 2014. "Business Financing Options for SMEs in Zimbabwe Post February 2009," International Journal of Business and Social Research, LAR Center Press, vol. 4(1), pages 124-129, January.
    7. Georgiana CIOANÃ & Cãtãlina RADU, 2015. "Lean Six Sigma Strategy at Work: Ups, Downs and Lessons Learned From Implementation - A Literature Review," Economia. Seria Management, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 18(1), pages 139-149, June.
    8. Michael Mutingi & Ayon Chakraborty, 2021. "Quality Management Practices in Namibian SMEs: An Empirical Investigation," Global Business Review, International Management Institute, vol. 22(2), pages 381-395, April.

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