Ricardo Banuelas, Charles Tennant, Ian Tuersley and Shao Tang
The literature suggests that a key ingredient for the successful six sigma implementation is project prioritisation and selection. The purpose of this paper is to identify what…
Abstract
Purpose
The literature suggests that a key ingredient for the successful six sigma implementation is project prioritisation and selection. The purpose of this paper is to identify what criteria are considered for selecting six sigma projects and how six sigma projects are selected in organisations in the UK.
Design/methodology/approach
Using a survey as a method of investigation, respondents were asked what criteria are considered to select projects and how potential projects are identified, prioritised, selected and evaluated.
Findings
The results of the survey indicate that UK organisations tend to select projects based on criteria such as customer satisfaction, financial benefits, top management commitment and those projects integrated with the company's strategy. Several tools and techniques such as cost benefit analysis, cause and effect matrix, brainstorming, Pareto analysis are employed to identify and prioritise projects.
Research limitations/implications
This paper is limited to the selection of six sigma in the UK. Further, empirical studies using larger sample sizes and greater geographical diversity may be helpful in validating the results of this study.
Practical implications
The identification of the most commonly used criteria to select six sigma projects can aid practitioners to select projects based on multiple criteria and using tools and techniques identified in this survey.
Originality/value
The provision of empirical data on the criteria used to select six sigma projects and how six sigma projects are selected.