Skip to main content

Part of the book series: SpringerBriefs in Business ((BRIEFSBUSINESS))

Abstract

Six Sigma as a measurement standard in product variation can be traced back to the 1930s when Walter Shewart (1939) showed the correlation between levels of sigma from the mean and the defects produced in a process. When a range around a defined target is fixed it can be statistically demonstrated that the more the number of sigma stays inside the range, the less the probability that the outcome is a failure. Failure means that the outcome is outside the range and consequently the products or services are defective. Many measurement standards entered the scientific and management literature later but the term ‘Six Sigma’ was coined by a Motorola engineer named Bill Smith. Motorola is an American multinational telecommunications company based in Schaumburg, Illinois, which was divided in 2009 into two independent public companies.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

eBook
USD 16.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 16.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Adebanjo, D. (2001). TQM and business excellence: Is there really a conflict? Measuring Business Excellence, 5(3), 37–40.

    Article  Google Scholar 

  • Antony, J. (2004). Some pros and cons of six sigma: An academic perspective. The TQM Magazine, 16(4), 303–306.

    Article  Google Scholar 

  • Antony, J., & Banuelas, R. (2002). Key ingredients for the effective implementation of six sigma program. Measuring Business Excellence, 6(4), 20–27.

    Article  Google Scholar 

  • Arnheiter, E. D., & Maleyeff, J. (2005). The integration of lean management and six sigma. The TQM Magazine, 17(1), 5–18.

    Article  Google Scholar 

  • Bendell, T. (2006). A review and comparison of six sigma and the lean organizations. The TQM Magazine, 18(3), 255–262.

    Article  Google Scholar 

  • Breyfogle, F. W. (2003). Implementing six sigma: Smarter solutions using statistical methods. New York: John Wiley and Sons.

    Google Scholar 

  • Brue, G. (2000). Six sigma for team members. Pagosa Springs, CO: Morningstar Communications Group.

    Google Scholar 

  • Byrne, G., & Norris, B. (2003). Drive baldrige level performance. Six Sigma Forum Magazine, 2(3), 13–21.

    Google Scholar 

  • Coronado, R. B., & Antony, J. (2002). Critical success factors for the successful implementation of six sigma projects in organizations. The TQM Magazine, 14(2), 92–99.

    Article  Google Scholar 

  • Dahlgaard, J. J., & Dahlgaard-Park, S. M. (2006). Lean production, six sigma quality, TQM and company culture. The TQM Magazine, 18(3), 263–281.

    Article  Google Scholar 

  • Davison, L., & Al-Shaghana, K. (2007). The link between six sigma and quality culture—An empirical study. Total Quality Management & Business Excellence, 18(3 and 4), 249–265.

    Article  Google Scholar 

  • Eckes, G. (2001). Making six sigma last: Managing the balance between cultural and technical change. New York: Wiley.

    Google Scholar 

  • El-Haik, B., & Al-Aomar, R. (2006). Simulation-based lean six-sigma and design for six-sigma. Hoboken, NJ: Wiley.

    Book  Google Scholar 

  • George, M. (2002). Lean six sigma: Combining six sigma quality with lean production speed. New York: McGraw-Hill.

    Google Scholar 

  • George, M. (2003). Lean six sigma for service. New York: McGraw-Hill.

    Google Scholar 

  • Goh, T. N. (2002). A strategic assessment of six sigma. Quality and Reliability Engineering International, 18(5), 403–410.

    Article  Google Scholar 

  • Hahn, G. J., Doganaksoy, N., & Hoerl, R. (2000). The evolution of six sigma. Quality Engineering, 12(3), 317–326.

    Article  Google Scholar 

  • Harrington, H. J. (1986). Poor-quality cost. Milwaukee, WI: ASQ Quality Press.

    Google Scholar 

  • Harry, M. J. (1998). Six sigma: A breakthrough strategy for profitability. Quality Progress, 31(5), 60–64.

    Google Scholar 

  • Harry, M. J., & Schroeder, R. (2000). The breakthrough management strategy revolutionizing the world’s top corporations. New York: Doubleday.

    Google Scholar 

  • Henderson, K. M., & Evans, J. R. (2000). Successful implementation of six sigma: Benchmarking GE company. Benchmarking: An International Journal, 7(4), 260–281.

    Article  Google Scholar 

  • Kaplan, R. S., & Norton, D. P. (1996). Using the balanced scorecard as a strategic management system. Harvard Business Review, Best of HBR, pp. 1–14.

    Google Scholar 

  • Klefsjo, B., Wiklund, H., & Edgeman, R. L. (2001). Six sigma seen as a methodology for total quality management. Measuring Business Excellence, 5(1), 31–35.

    Article  Google Scholar 

  • Kuei, C. H., & Madu, C. N. (2003). Customer-centric six sigma quality and reliability management. International Journal of Quality & Reliability Management, 20(8), 954–964.

    Article  Google Scholar 

  • Kumar, M., Antony, J., Singhc, R. K., Tiwarid, M. K., & Perry, D. (2006). Implementing the lean sigma framework in an Indian SME: A case study. Production Planning & Control, 17(4), 407–423.

    Article  Google Scholar 

  • Linderman, K., Schroeder, R. G., Zaheer, S., & Choo, A. S. (2003). Six sigma: A goaltheoretic perspective. Journal of Operations Management, 3(21), 193–203.

    Article  Google Scholar 

  • McAuley, J., Duberley, J., & Johnson, P. (2007). Organization theory, challenges and perspectives. London: Pearson Education Limited.

    Google Scholar 

  • Pande, P. S., Neuman, R. P., & Cavanagh, R. R. (2000). The six sigma way: How GE, Motorola and other top companies are honing their performance. New York: McGraw-Hill Professional.

    Google Scholar 

  • Przekop, P. (2003). Six sigma for business excellence: A manager's guide to supervising six sigma projects and teams. New York: McGraw-Hill.

    Google Scholar 

  • Pyzdek, T. (2009). The six sigma handbook: A complete guide for greenbelts, blackbelts, and managers at all levels. New York: McGraw-Hill.

    Google Scholar 

  • Senapati, N. R. (2004). Six sigma: Myths and realities. International Journal of Quality & Reliability Management, 21(6), 683–690.

    Article  Google Scholar 

  • Shewart, W. A. (1939). Statistical method from the viewpoint of quality control. Washington, DC: The Graduate School the Department of Agriculture.

    Google Scholar 

  • Slater, R. (1999). Jack Welch and the GE way: Management insights and leadership secrets of the legendary CEO. New York: McGraw-Hill.

    Google Scholar 

  • Smith, B. (2003). Lean and six sigma-a one-two punch. Quality Progress. Retrieved from June 15, 2000 http://www.tbmcg.com/acrobat/press_public/QP_-_Lean_and_Six_Sigma_-_One_Two_Punch.pdf.

  • Snee, R. D., & Hoerl, R. W. (2003). Leading six sigma. Upper Saddle River, New York: Prentice-Hall.

    Google Scholar 

  • Wedgwood, I. (2006). Lean sigma, a practitioner’s guide. Upper Saddle River, NJ: Prentice Hall.

    Google Scholar 

  • Wiper, B., & Harrison, A. (2000). Deployment of six sigma methodologies in human resource function: A case study. Total Quality Management, 11(4), 270–728.

    Google Scholar 

  • Yang, K., & El-Haik, B. (2009). Design for six sigma: A roadmap for product. New York: McGraw-Hill.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Andrea Chiarini .

Rights and permissions

Reprints and permissions

Copyright information

© 2012 The Author(s)

About this chapter

Cite this chapter

Chiarini, A. (2012). Six Sigma. In: From Total Quality Control to Lean Six Sigma. SpringerBriefs in Business. Springer, Milano. https://doi.org/10.1007/978-88-470-2658-2_10

Download citation

Publish with us

Policies and ethics