Six sigma: it is not what you think
Abstract
Purpose
The purpose of this paper is to offer a practice guide for where to apply six sigma process improvement methodology to the corporate real estate function.
Design/methodology/approach
Based on years of direct experience provide practical guidance on how to get started and to overcome resistance that process improvement is not for service organizations like CRE.
Findings
World‐leading CRE departments are addressing cost pressure and performance expectations using process improvement, and the method of choice is six sigma. A methodology that emerged from mechanized manufacturing might seem ill‐adaptive to CRE and similar service cultures. Yet, with guided implementation and disciplined use, six sigma yields tangible results in service environments.
Research limitations/implications
Documenting and benchmarking process improvement results across CRE departments; surveying the level of business adoption of six sigma methodology compared to the level of CRE adoption within the same company and how this leads to business misalignment
Practical implications
World class benchmarks will be set in the future by CRE organizations that adopt six sigma process improvement methodology.
Originality/value
A provocative discourse furthering the cause six sigma within an industry that famously resistant to change.
Keywords
Citation
McCarty, T.D. and Fisher, S.A. (2007), "Six sigma: it is not what you think", Journal of Corporate Real Estate, Vol. 9 No. 3, pp. 187-196. https://doi.org/10.1108/14630010710845767
Publisher
:Emerald Group Publishing Limited
Copyright © 2007, Emerald Group Publishing Limited