Chapter 7

Conclusions and Future Scope

CONCLUSION

In a journey to business excellence, an organization is successful if specific goals for critical processes of the organization are identified. The quality management programs implemented can modernize and simplify activities towards the ultimate goal of the business. When selected quality program is Six-Sigma,the organizational goal is to reach a sigma level of 6, or the objective of 3.4 DPMO. Organizations with such operating capabilities are called Six-Sigma level companies being a member of World Class ones. In defining defects, Six-Sigma focuses on developing a very clear understanding of customer requirements and hence it is fully customer focused. To implement Six-Sigma in an organization, management needs to make sufficient planning in providing overview training for all employees. Besides, that it is necessary to select one of the associate who is very knowledgeable about the organization structures and cultures as a Six-Sigma black belt leader. This person should be trained to take the control of projects and coaches the teams and get into all analytical tools and software suitable for data analysis and lead the organization into the improvement in the long run. The most important points need to keep in mind as organization gets ready to implement Six-Sigma are: Introducing the case well studied for change; Starting with caution and doing it slowly; Going after the right team to work with; Creating the right foundation to work on; Let the team involved in all stages of the work; Communicate with the team members; and Train in accordance with the strategies undertaken.

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Besides, that Six-Sigma projects have to be carefully reviewed, planned and selected tomaximize the benefits of implementation.The project has to be feasible, rganizationally and financially beneficial and customer oriented (Kwak and Anbari, 2006). However, projects under study need to get reviewed periodically in order to evaluate them and get hands on the performance of Six-Sigma tools and techniques being employed. the fundamental concept of Six-Sigma and elaborated why it is important for small and large organizations to employ Six-Sigma concepts into their working methodology for quality improvement and bottom line enhancements. Regarding that author discussed key issues as such as leadership commitment, what Six-Sigma would bring to the organization, how does Six-Sigma work, Six-Sigma business strategies, Six-Sigma methodologies, new SixSigma, benefits of Six-Sigma, costs of Six-Sigma, critical success factors and the future of Six-Sigma. In addition to that DMAIC steps to be it is very important to understand the causes of variability all together and then try to reduce and eliminate them. The competition is high all around the globe and management is under pressure to produce quality products at the right time and with the lowest possible price. The implementation of Six-Sigma with all the efforts that it requires and the investments that it needs is the answer because it would pave the path for the growth in the future.

FUTURE SCOPE Given that Six Sigma methodology has been around in industry for over a decade, it now seems unimportant to determine whether Six Sigma is better than other approaches. It is more important to learn how to enhance the Six Sigma methodology and improve implementation issues for the growing number of firms that are choosing to adopt it as a means of process improvement. The primary focus should be on improving overall management performance, not just pinpointing and counting defects. Researchers and practitioners are trying to integrate Six Sigma with other existing innovative management practices that have been around to make Six Sigma method even more attractive to different organizations that might have not started or fully implemented the Six Sigma method. One area of future research is how these Six Sigma practices are adopted in different organizational contexts is needed, since different organizations have different maturity

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levels of QM implementation and the strengths and weakness of their existing QM systems vary. Another area suggested for future research is the investigation of how Six Sigma works with other improvement methods such as lean manufacturing. Successful implementation and growing organizational interest in six sigma method have been exploding in the last few years. However, there is still the need for more empirical research into the Six Sigma phenomenon, using rigorous research methods to validate the many uncorroborated Six Sigma claims and to test new theories or models that have been proposed to strengthen the methodology. Yet, the research territory to date has been only found within the North America region with only a few studies in Europe and Asia. Given the globalization of many companies, including those using Six Sigma, study in other parts of the world is needed to gain insights into cultural issues that may affect the theory and practice of Six Sigma. Effective Six Sigma principles and practices are more likely to succeed by refining the organizational culture continuously.