Implementing Six Sigma in a non-American culture

Abstract

This paper examines various approaches to the implementation of the improvement methodology, Six Sigma, in a non-American culture. Qualitative data are collected from semi-structured, in-depth interviews with representatives from three Swedish-based firms - Volvo Cars, Ericsson, and SKF. All respondents had been instrumental in the implementation of Six Sigma in their respective firms. The study finds that the three companies have implemented Six Sigma in different ways: Volvo Cars was ordered to implement Six Sigma by its American owner; Ericsson implemented Six Sigma slowly on a voluntary basis; and SKF has implemented Six Sigma gradually in units throughout the world. The success factors emphasised by the respondents were management commitment, having a focus on training, project selection, having a strategy for the implementation, linking Six Sigma to business strategy, focusing on results, involving middle management, having qualitative goals, basing the initiative on knowledge and competence, and learning from previous experience. The ways in which these companies have implemented Six Sigma reflect their individual corporate cultures and the Swedish culture in which they are based. In all cases, differences from the American mode of implementing Six Sigma are noted and discussed.

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