Six Sigma in small- and medium-sized enterprises: a Black Belt project in the Swedish steel industry

2014 ◽  
Vol 8 (2) ◽  
pp. 125 ◽  
Author(s):  
Stefano Barone ◽  
Therese Doverholt ◽  
Anna Errore ◽  
Alberto Lombardo
Keyword(s):  
Six Sigma ◽  
Steel Industry ◽  
Black Belt

An Assessment of Leadership Traits and the Success of Six Sigma Projects

2015 ◽  
pp. 262-303 ◽  
Author(s):  
David Lee Chamblee Jr.
Keyword(s):  
Six Sigma ◽  
Black Belt ◽  
Leadership Traits ◽  
Management Support ◽  
Economic Uncertainty ◽  
Green Belt ◽  
Upper Management

In this chapter, more effective green belt leaders rated themselves higher than less effective green belt leaders on the following traits: articulate, perceptive, self-confident, self-assured, and determined. In addition, the more effective green belt leaders reported stronger upper management support than did less effective green belt leaders. In this chapter, more effective black belt leaders rated themselves higher than less effective black belt leaders on the following traits: articulate, perceptive, self-confident, self-assured, determined, dependable, and friendly. The more effective black belt leaders also reported stronger upper management support and project experience than did less effective black belt leaders. Clearly, in times of economic uncertainty and increasing global competiveness, managers need to be able to recognize the individuals who possess the needed traits to make their companies profitable.

Implementing Six Sigma for Manufacturing Sector in India- a Model based on a Steel Industry

2018 ◽  
Vol 11 (8) ◽  
Author(s):  
Ravindra Karwande ◽  
Santosh Bhosle ◽  
Prashant Ambad ◽  
Subratha Rath
Keyword(s):  
Six Sigma ◽  
Steel Industry ◽  
Manufacturing Sector ◽  
Model Based

Inter-industry generic Lean Six Sigma project definitions

2016 ◽  
Vol 7 (4) ◽  
pp. 369-393 ◽  
Author(s):  
Bart A. Lameijer ◽  
Ronald J.M.M. Does ◽  
Jeroen De Mast
Keyword(s):  
Six Sigma ◽  
Cost Efficiency ◽  
Lean Six Sigma ◽  
Black Belt ◽  
Content Type ◽  
Strategic Objectives ◽  
Improvement Method ◽  
Broad Variety ◽  
Performance Dimensions ◽  
Project Objectives

Purpose The objective of this research is to provide practitioners with inter-industry applicable rules and guidelines for the Lean Six Sigma (LSS) project definition phase. This research resulted in 13 inter-industry generic project definitions that are divided by four performance dimensions: quality, dependability, speed and cost efficiency. Design/methodology/approach A total of 312 previously executed LSS improvement projects in a broad variety of industries at black belt or master black belt level are analyzed. All these projects have followed the LSS methodology and are characterized by the use of critical to quality (CTQ) measurements and the structured improvement method of define, measure, analyse, improve and control for operations improvement. Findings This research resulted in 13 inter-industry generic project definitions that are divided by four performance dimensions: quality, dependability, speed and cost efficiency. Three factors that have stood out in this research are; the difficulty to capture the performance dimension flexibility in LSS project definitions, the strong focus on internal organizational benefits in defining CTQs for LSS project definitions and the unclear alignment of LSS project definitions to existing strategic objectives of the company. Originality/value This research established useable generic LSS project definitions including generic CTQ’s measures, applicable to multiple industries. These generic LSS project definitions provide useful guidance in the initial LSS project phase, helping to decompose strategic focal points into clear and measurable project objectives.

A “Six Sigma”©Black Belt Case Study: G.E.P. Box's Paper Helicopter Experiment Part A

2006 ◽  
Vol 18 (4) ◽  
pp. 413-430 ◽  
Author(s):  
J. Adam Johnson ◽  
Scott Widener ◽  
Howard Gitlow ◽  
Edward Popovich
Keyword(s):  
Six Sigma ◽  
Black Belt
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