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作者 Anand, Gopesh
書名 Continuous improvement and operations strategy: Focus on Six Sigma programs
國際標準書號 9780542774775
book jacket
說明 214 p
附註 Source: Dissertation Abstracts International, Volume: 67-07, Section: A, page: 2638
Adviser: Peter T. Ward
Thesis (Ph.D.)--The Ohio State University, 2006
The main objective of this dissertation is to study the role of Six Sigma programs in deploying effective continuous improvement. Through three related essays we address three areas of inquiry focused on Six Sigma: (1) the place of Six Sigma in the evolution of continuous improvement programs, (2) organization level infrastructure that is critical for institutionalizing Six Sigma, and (3) practices used in Six Sigma projects for discovering process improvements
The first essay uses concepts from Nelson and Winter's (1982) theory of evolutionary economics to present a conceptual model for the emergence of new continuous improvement programs such as Six Sigma. Based on its descriptions in the literature, Six Sigma appears to be a logical next-step in the evolution of continuous improvement programs. There are apparent differences compared to previous programs in the way Six Sigma is structured in organizations and in the way its team-projects target improvements
In the second essay we employ the lens of the behavioral theory of the firm (Cyert and March, 1963) to derive a list of critical elements of organizational infrastructure for continuous improvement. Further, we analyze whether and how organizations that have deployed Six Sigma programs for continuous improvement cover these elements. We use empirical observations from interviews conducted with continuous improvement executives from five organizations that have deployed Six Sigma programs. We find mixed results regarding coverage of infrastructure in these organizations. Although the prescriptive practitioner-targeted literature on Six Sigma covers most of the infrastructure elements, organizations are neglecting some important elements that are critical for effective continuous improvement
The third essay empirically addresses the question of how knowledge creation activities (Nonaka, 1994) used in Six Sigma team-projects result in process improvements. Adapting existing scales for knowledge creation constructs, data on 92 Six Sigma projects is collected, and analyzed using hierarchical regression analyses. Hypotheses relating knowledge creation practices to Six Sigma project performance are partially supported
Thus, the three essays provide insights into the place of Six Sigma in the evolution of continuous improvement programs, and organization-level infrastructure and project-level practices in Six Sigma programs
School code: 0168
DDC
Host Item Dissertation Abstracts International 67-07A
主題 Business Administration, Management
0454
Alt Author The Ohio State University
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