Six Sigma and management theory: Processes, content and effectiveness

Francisco Javier Lloréns Montes · Luis Miguel Molina Fernández

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Quality and Supply Management Management and Optimization Techniques Management Systems and Quality Improvement

Abstract

In this paper an analysis is made of the relation between the general and specific topics of management and the Six Sigma approach. This study has led us to suggest that there is a great deal of similarity in the prescriptions of Six Sigma and management theory. Furthermore, we analyze various processes and practices of Six Sigma that help towards an improvement in organizational effectiveness. The conclusion that can be drawn from this research is that, in order to reach its goals, the implementation of a Six Sigma program needs to change the way in which employees behave at work. Six Sigma must alter how people actually behave at work and, to this end, various behavioral and work processes are key to achieving these aspirations. Implications are discussed with regard to performance management processes in organizations.

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References

1991Firm Resources and Sustained Competitive Advantage 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 2004Firm resources and sustained competitive advantage 1997Dynamic capabilities and strategic management 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 1983An Evolutionary Theory of Economic Change.1996Toward a knowledge‐based theory of the firm 2000Dynamic capabilities: what are they?

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