![]() ![]() Implementing the preventive maintenance, daily checking, and monthly scheduled maintenance will stop these issues from occurring. Next, the problem with machines were defined such as machines were not in the appropriate condition causing them to breakdown and shortages of spare parts to fix the machines. Then an improvement plan was constructed, that included training of SOP, ISO 9001:2015, and CTQs. As a result, the root cause of significant defects were first, the human problem was defined, human error, no motivation, not enough training. The study utilized the Six Sigma tools such as brainstorming, SIPOC, affinity diagram, Isikawa diagram, Pareto chart and checklists. In this study, qualitative research was used with samples collected, and the paper gives an insight into the 16-week journey of applying a DMAIC (Define-Measure-Analyze-Improve-Control) of Six Sigma framework to achieve reducing defects in the weaving process. Propositions on how Six Sigma practices benefit organisational ambidexterity are also suggested.Ī r t i c l e i n f o The goals of this research were to identify problems, find solutions and implement DMAIC to improve the high defect rate in the weaving process that was causing high operation cost at a wire harness tape manufacturing in Thailand. This study provides new insights into the non-existent literature about Six Sigma and organisational ambidexterity as well as to the scarce literature about Quality Management and ambidexterity. Therefore, it might be of interest to those practitioners interested in achieving a successful competitive position and discover emerging business opportunities, as it may provide some guidance on the important implication of Six Sigma practices over exploration and exploitation orientations. ![]() We provides a better understanding of Six Sigma philosophy as well as some fresh and new insight on how Six Sigma practices may help organization develop distinctive competitive competences by its influence over exploration and exploitation orientations (ambidexterity). ![]() This study has important implications for academics, practitioners and employers, as it furnishes new theoretical insights to the scarce literature that studies the relationship between QM practices and organizational ambidexterity. Further empirical research is necessary to test the propositions included in this paper. This study relies exclusively on previously published literature that fulfilled the selection criteria described in the search methodology. Consequently, an adequate combination of all these practices may enhance organisational ambidexterity and organisational success. ![]() This analysis describes how Six Sigma emphasises not only useful practices for exploitation orientation, such as customer input, design for manufacturability or improvement and control of processes, but also explorative practices, such as discovery, novelty or innovation. The authors analysed 512 publications in Social Science Citation Index (SSCI) journals in fields such as management, business, operation research management science, planning development, behavioural sciences, interdisciplinary social sciences and applied psychology from 1987 to 2016, as the first development and adoption of Six Sigma was in 1987 by Motorola. For this purpose, this study describes how Six Sigma practices may enhance both orientations simultaneously, contributing to organisational ambidexterity and performance improvements.Ī systematic literature review was adopted as the research methodology. The aim of this paper is to analyse the relationship between Six Sigma methodology and organisational ambidexterity (exploitation and exploration orientations). Furthermore, they take a different level of roles and are accountable for leading the continuous improvement efforts to ensure that the tactical tasks match the overall business strategy (Sinha and Van de Ven, 2005). Six Sigma role structure: Six Sigma uses a group of improvement specialists, referred to as Champions, Master Black Belts, Black Belts and Green Belts (Henderson and Evans, 2000 Linderman et al., 2003), who are highly qualified and keep their QM skills up to date, as they usually receive intensive differentiated training focused on improving their knowledge and skills in statistical methods, project management, process design, problem-solving techniques, leadership and other managerial issues (Barney, 2002 Linderman et al., 2003 Gowen and Tallon, 2005 Aggogeri and Gentili, 2008 Antony and Karaminas, 2016). Six Sigma metrics: Six Sigma develops several quantitative and statistical metrics such as defects per million opportunities (DPMO), rolled throughput yield (RTY), customer satisfaction score (CSAT score), critical-to-quality metrics (CTQ), defects and 10x improvement measures to set improvement goals (Breyfogle III and Meadows, 2001 Linderman et al., 2003 Nikolac et al., 2015). ![]()
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