Deploying Six Sigma practices to General Electric subsidiaries in a developing economy: An empirical analysis

Schmidt, A; Sousa-Zomer, TT; Andrietta, JM; Cauchick-Miguel, PA

Deploying Six Sigma practices to General Electric subsidiaries in a developing economy: An empirical analysis

Schmidt, A Sousa-Zomer, TT Andrietta, JM Cauchick-Miguel, PA

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Publication Type:: Journal Article
Citation:: International Journal of Quality and Reliability Management, 2018, 35 (2), pp. 446 - 462
Issue Date:: 2018-01-01

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Field	Value	Language
dc.contributor.author	Schmidt, A	en_US
dc.contributor.author	Sousa-Zomer, TT	en_US
dc.contributor.author	Andrietta, JM	en_US
dc.contributor.author	Cauchick-Miguel, PA https://orcid.org/0000-0001-6336-9014	en_US
dc.date.issued	2018-01-01	en_US
dc.identifier.citation	International Journal of Quality and Reliability Management, 2018, 35 (2), pp. 446 - 462	en_US
dc.identifier.issn	0265-671X	en_US
dc.identifier.uri	http://hdl.handle.net/10453/131378
dc.description.abstract	© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to investigate Six Sigma implementation in the subsidiaries of General Electric (GE) located in Brazil and to explore the role of the quality culture of headquarters in overcoming common obstacles to Six Sigma implementation reported by other studies. Design/methodology/approach: An exploratory survey was the basis for gathering data for this study. A structured questionnaire was developed covering issues related to Six Sigma implementation, such as experienced benefits, main outcomes, and metrics adopted by companies. Data from eight GE subsidiaries were qualitatively analyzed. The findings were discussed in the light of other studies conducted in Brazil as well as in other developing countries in the context of the role of existing quality culture in overcoming barriers to Six Sigma implementation. Findings: The findings revealed that Six Sigma at GE subsidiaries achieved better results in comparison with the results obtained by other Brazilian companies reported in the literature. GE quality culture aspects such as top management commitment, high investment in training, recognition schemes, and development of a well-planned infrastructure were identified as valuable to overcome common barriers to Six Sigma implementation. Moreover, the findings showed a strong alignment with the goals and practices of GE headquarters, which is an evidence of the quality culture that exists in GE and that allows all GE businesses achieve benefits with Six Sigma. Originality/value: Since limited empirical research has been conducted concerning Six Sigma implementation in developing countries, this paper aspires to contribute to Six Sigma body of knowledge by illustrating the practices of a world benchmark corporation.	en_US
dc.relation.ispartof	International Journal of Quality and Reliability Management	en_US
dc.relation.isbasedon	10.1108/IJQRM-09-2016-0155	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Deploying Six Sigma practices to General Electric subsidiaries in a developing economy: An empirical analysis	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	35	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Systems, Management and Leadership
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	35	en_US

Abstract:

© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to investigate Six Sigma implementation in the subsidiaries of General Electric (GE) located in Brazil and to explore the role of the quality culture of headquarters in overcoming common obstacles to Six Sigma implementation reported by other studies. Design/methodology/approach: An exploratory survey was the basis for gathering data for this study. A structured questionnaire was developed covering issues related to Six Sigma implementation, such as experienced benefits, main outcomes, and metrics adopted by companies. Data from eight GE subsidiaries were qualitatively analyzed. The findings were discussed in the light of other studies conducted in Brazil as well as in other developing countries in the context of the role of existing quality culture in overcoming barriers to Six Sigma implementation. Findings: The findings revealed that Six Sigma at GE subsidiaries achieved better results in comparison with the results obtained by other Brazilian companies reported in the literature. GE quality culture aspects such as top management commitment, high investment in training, recognition schemes, and development of a well-planned infrastructure were identified as valuable to overcome common barriers to Six Sigma implementation. Moreover, the findings showed a strong alignment with the goals and practices of GE headquarters, which is an evidence of the quality culture that exists in GE and that allows all GE businesses achieve benefits with Six Sigma. Originality/value: Since limited empirical research has been conducted concerning Six Sigma implementation in developing countries, this paper aspires to contribute to Six Sigma body of knowledge by illustrating the practices of a world benchmark corporation.

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http://hdl.handle.net/10453/131378