Please use this identifier to cite or link to this item:
標題: A study on the selection of six sigma projects in services.
作者: 林芳誼
Lin, Fang-Yi
關鍵字: Six Sigma;六標準差;Project selection;Analytic hierarchy process (AHP);專案選擇;層級分析法
出版社: 科技管理研究所
引用: [1] Anbari, F. T., and Kwak, Y. H. (2004). Success factors in managing Six Sigma projects, Project Management Institute Research Conference, London, UK, July, 11-14. [2] Antony, J. (2004a). Six Sigma in the UK service organisations: results from a pilot survey, Managerial Auditing Journal, 19(8), 1006-1013. [3] Antony, J. (2004b). Some pros and cons of six sigma: an academic perspective, The TQM Magazine, 16(4), 303-306. [4] Antony, J. (2006). Six sigma for service processes, Business Process Management Journal, 12(2), 234-248. [5] Antony, J., Antony, F. J., Kumar, M., and Cho, B. R. (2007a). Six sigma in service organizations: Benefits, challenges and difficulties, common myths, empirical observations and success factors, International Journal of Quality & Reliability Management, 24(3), 294-311. [6] Antony, J., and Coronado, R. B. (2001). A strategy for survival, Manufacturing Engineer, 80(3), 119-121. [7] Antony, J., and Coronado, R. B. (2002). Critical success factors for the successful implementation of six sigma projects in organizations, The TQM Magazine, 14(2), 92-99. [8] Antony, J., Downey-Ennis, K., Antony, F., and Seow, C. (2007b). Can Six Sigma be the “cure” for our “ailing” NHS? Leadership in Health Services, 20(4), 242-253. [9] Bandyopadhyay, J. K. and Coppens, K. (2005). Six Sigma Approach to Healthcare Quality and Productivity Management, International Journal of Quality & Productivity Management, 5(1), V-1-V12. [10] Bane, R. (2002). Leading edge quality approaches in non-manufacturing organizations, Quality Congress. ASQ's Annual Quality Congress Proceedings, 245-249. [11] Banuelas, R., and Antony, J. (2003). Going from six sigma to design for six sigma, The TQM Magazine, 15(5), 334-344. [12] Banuelas, R., Antony, J. and Brace, M. (2005). An application of Six Sigma to reduce waste, Quality and Reliability Engineering International, 21, 558-570. [13] Banuelas, R., Tennant, C., Tuersley, I., and Tang, S. (2006). Selection of Six Sigma projects in UK, The TQM Magazine, 18(5), 514-527. [14] Beaver, R. (2004). Six sigma success in health care, Quality Digest, March, 1-4. [15] Benedetto, A. R. (2003). Adapting manufacturing-based six sigma methodology to the service environment of a radiology film library, Journal of Healthcare Management, 48(4), 263-280. [16] Bott, C., Keim, E., Kim, S., and Palser, L. (2000). Service quality six sigma case studies, ASQ''s 54th Annual Quality Congress Proceedings, 225-231. [17] Buck, C. (2001). Application of Six Sigma to reduce medical errors, ASQ Congress Proceedings, Milwaukee, 239-242. [18] Chakrabarty, A., and Tan, K. C. (2007). The current state of six sigma application in services, Managing Service Quality, 17(2), 194-208. [19] Choi, M., Brand, M., and Kim, J. (2009). A feasibility evaluation on the outsourcing of quality testing and inspection, International Journal of Project Management, 27, 89-95. [20] Chua, R. C. H. (2001). What you need to know about six sigma, Productivity Digest, 12, 37-44, available at: [21] Daniels, H., and Noordhuis, H. (2005). Project selection based on intellectual capital scorecards, Intelligent Systems in Accounting, Finance and Management, 13(1), 27-32. [22] Does, R., Vermaat, T., Koning, H., Bisgaard, S., and Van den Heuvel, J. (2006). Standardizing healthcare projects, ASQ Six Sigma Forum Magazine, 6(1), 14-23. [23] Doran, C. (2003). Using Six Sigma in the credit department, Credit Management, December, 32-34. [24] Dugan, M. W. (2002). Measuring quality in the Department of Defense, Quality Progress, 35(1), 90-93. [25] Enea, M., and Piazza, T. (2004). Project selection by constrained fuzzy AHP, Fuzzy Optimization and Decision Making, 3(1), 39-62. [26] Felli, J. C., Kochevar, R. E., and Gritton, B. R. (2000). Rethinking project selection at the Monterey Bay Aquarium, Interfaces, 30(6), 49-63. [27] Gels, D. A. (2005). Hoshin Planning for project selection”, ASQ World Conference on Quality and Improvement Proceedings, 59, 273-278. [28] George, M. L., Rowlands, D. T., and Kastle, B. (2003). What is Lean Six Sigma? McGraw-Hill Publishing. Available from: [29] Gijo, E. V. and Rao, T. S. (2005). Six Sigma implementation-hurdles and more hurdles, Total Quality Management, 16(6), 721-725. [30] Goŝnik, D., and Hohnjec, M. (2009). Selection Criteria for Six Sigma Projects in Slovenian Manufacturing Companies, Organizacija, 42(4), 137-143. [31] Gupta, P. (n.d.). Six sigma and service operations, Technology Company and Circuits Assembly, (a magazine from UP Media Group), available at: [32] Harry, M., and Schroeder, R. (2000). Six Sigma: The breakthrough management strategy revolutionizing the world's top corporations, Currency Doubleday, New York. [33] Henderson, K. H. and Evans, J. R. (2000). Successful implementation of six sigma: benchmarking General Electric company, Benchmarking: An International Journal, 7(4), 260-281. [34] Hensley, R. L., and Dobie, K. (2005). Assessing readiness for six sigma in a service setting, Managing Service Quality, 15(1), 82-101. [35] Hilton, R., Balla, M., and Sohal, A. S. (2008). Factors critical to the success of a Six-Sigma quality program in an Australian hospital, Total Quality Management, 19(9), 887-902. [36] Hoerl, R. and Snee, R. D. (2002). Statistical Thinking: Improving Business Performance, Duxbury Press, Pacific Grove, CA. [37] Holtz, R. and Campbell, P. (2004). Six sigma: its implementation in Ford's facility management and maintenance functions, Journal of Facilities Management, 2(4), 320-329. [38] Hwang, H. S. (2004). Web-based multi-attribute analysis model for engineering project evaluation, Computers and Industrial Engineering, 46(4), 669-678. [39] Khan, A. M., and Fiorino, D. P. (1992). The capital asset pricing model in project selection: A case study, The Engineering Economist, 37(2), 145-160. [40] Koehn, P. (1989). Local government involvement in national development planning; guidelines for project selection based upon Nigeria''s Fourth Plan experience, Public Administration & Development, 9(4),417-436. [41] Kuchta, D. (2001). A fuzzy model for R&D project selection with benefit, outcome and resource interactions, The Engineering Economist, 46(3), 164-180. [42] Kumar, M., Antony, J., Antony, F. J., and Madu, C. N. (2007). Winning customer loyalty in an automotive company through Six Sigma: a case study, Quality and Reliability Engineering International, 23(7), 849-866. [43] Kumar, S., Strandlund, E., and Thomas, D. (2008). Improved service system design using Six Sigma DMAIC for a major US consumer electronics and appliance retailer, International Journal of Retail & Distribution Management, 36(12), 970-994. [44] Kumar, U. D., Saranga, H., Ramírez-Márquez, J. E., and Nowicki, D. (2007). Six sigma project selection using data envelopment analysis, The TQM Magazine, 19(5), 419-441. [45] Kumar, U. D. (2008). Six Sigma - status and trends, Handbook of Perfomability Engineering, Springer London, 225-234. [46] Kwak, Y. H. and Anbari, F. T. (2006). Benefits, obstacles and future of six sigma approach, Technovation, 26(5-6), 708-715. [47] Lee, S., Kang, S., Park, E., and Park, Y. (2008). Applying technology road-maps in project selection and planning, The International Journal of Quality & Reliability Management, 25(1), 39-51. [48] Lin, J. J., Sung, J. C., and Lin, K. Y. (2009). Six Sigma in the financial services industry, Journal of Global Business Issues, 3(1), 111-120. [49] MacManus, S. A. (1996). Democratizing the capital budget planning and project selection process at the local level: Assets and liabilities, Public Budgeting and Financial Management, 8(3), 406-427. [50] Maleyeff, J., & Kaminsky, F. C. (2002). Six Sigma and introductory statistics education, Education & Training, 44(2), 82-89. [51] Nguyen, T. H., Shehab, T., and Gao, Z. (2008). Selecting an architecture-engineering team by using fuzzy set theory, Construction and Architectural Management, 15(3), 282-298. [52] Nourse, L. and Hays, P. (2004). Fidelity wide processing wins team excellence award competition, The Journal for Quality and Participation, 27(2), 42-48. [53] Patton, F. (2005). Does Six Sigma work in service industries? Quality Progress, 38(9), 55-60. [54] Pyzdek, T. (2003). Six Sigma Handbook, The: A Complete Guide for Green Belts, Black Belts, and Managers at All Levels. McGraw-Hill Publishing. Available from: [55] Revere, L., Black, K., and Huq, A. (2004). Integrating Six Sigma and CQI for improving patient care, The TQM Magazine, 16(2), 105-113. [56] Roberts, C. M. (2004). Six Sigma signals, Credit Union Magazine, 70(1), 40-43. [57] Rucker, R. (2000). Citibank increase customer loyalty with defect-free processes, The Journal for Quality and Participation, 23(4), 32-36. [58] Saaty, T. L. (1988). The Analitic Hierarchy Process, Pergamon New York, NY. [59] Saaty, T. L. (2006). Rank from comparisons and from ratings in the analytic hierarchy/ network processes, European Journal of Operational Research, 168, 557-570. [60] Schwartz, M. H. 1969. Computer project selection in the business enterprise, Journal of Accountancy, 127(4), 35-43. [61] Sehwail, L., and DeYong, C. (2003). Six Sigma in health care, International Journal of Health Care Quality Assurance, 16(6), i-v. [62] Shih, Y-Y., and Fang, K. (2004). The use of a decomposed theory of planned behavior to study Internet banking in Taiwan, Internet Research, 14(3), 213-223. [63] Snee, R. D. (2000). Impact of Six Sigma on quality engineering, Quality Engineering, 12(3), 9-14. [64] Snee, R. D. (2001). Dealing with the Achilles' heel of Six Sigma initiatives - project selection is key to success, Quality Progress, 34(3), 66-69. [65] Snee, R. D., and Rodenbaugh Jr., W. F. (2002). The project selection process, Quality Progress, 35(9), 78-80. [66] Su, C.T., Chiang, T.L., and Chiao, K. (2005). Optimizing the IC delamination quality via Six-Sigma approach, IEEE Transactions on Electronics Packing Manufacturing, 28, 241-248. [67] Su, C.T., and Chou, C.J. (2008). A systematic methodology for the creation of Six Sigma projects: A case study of semiconductor foundry, Expert Systems with Applications, 34, 2693-2703. [68] Tkáč, M., and Lyócsa, Š. (2010). On the evaluation of Six Sigma projects, Quality and Reliability Engineering International, 26(1), 115-124. Published Online: Aug 11, 2009, 12:24 PM. [69] Van den Heuvel, J., Does, R. J. M. M., & Bisgaard, S. (2005). Dutch Hospital implements Six Sigma, ASQ Six Sigma Forum Magazine, 4(2), 11-14. [70] Van den Heuvel, J., Does R. J. M. M., and De Koning, H. (2006). Lean Six Sigma in a hospital, International Journal of Six Sigma and Competitive Advantage, 2(4), 377-388. [71] Vaidya, O. S., and Kumar, S. (2006). Analytic hierarchy process: An overview of applications, European Journal of Operational Research, 169, 1-29. [72] Wu, T., Blackhurst, J., and Chidambaram, V. (2006). A model for inbound supply risk analysis, Computers in Industry, 57(4), 350-365. [73] Yang, C-C. and Chen, B-S. (2003). A MCDM approach for Six Sigma project selection, The 2003 Conference of Knowledge and Value Management, 275-282. [74] Yang, Kai. (2005). Design for Six Sigma for Service, McGraw-Hill Publishing, Available from: [75] Young, T., Brailsford, S., Connell, C., Davies, R., Harper, P., and Klein, J. H. (2004). Using industrial processes to improve patient care, Quality and Safety in Health Care, 328(7432), 162-164.
Nowadays, Six Sigma has been widely applied in many industries in the world and it has become one of the quality improvement tools, which has being used frequently. Six Sigma is also one of the most powerful project-driving methodologies that can help a company achieve its goal by continuous improvement. However, there are some challenges which have been generated through the process of implementing Six Sigma. For instance, how to create feasible projects? How to decide the priority of projects? How to deploy appropriate resource for critical Six Sigma projects? Besides, to implement Six Sigma in the service industry has to face more challenges than the manufacturing industry, e.g. the performance identification problem, and lack of enough quantitative data, etc.
This study aims to develop a new approach to generate critical Six Sigma projects by drawing up the business strategic policies of an organization, and select a best project portfolio from these projects. This proposed methodology includes five phases. In phase 1, the projects are generated from two aspects, organization's business strategic policies and voice of customers (VOCs). In phase 2~4, project participants need to decide the relative weigh of the project criteria, i.e. project benefit, project cost, project scope, difficulty of data collection, and employee behavior, and the project priority for each criteria by an analytic hierarchy process (AHP) method. It needs to calculate the project value and complexity by the formula in these studies. In the final phase, projects can be defined as Green Belt, Black Belt, or other projects based on the project value, complexity, and employee behavior. Two empirical case studies (one is in financial industry, and the other is in healthcare) are utilized to explore the effectiveness of this proposed approach.

其他識別: U0005-0107201022355300
Appears in Collections:科技管理研究所

Show full item record

Google ScholarTM


Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.