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In the meantime, the Six Sigma management method continued to grow and thrive, from its initial development by Motorola in the mid 1980s (Harry,1997 Harry & Schroeder, 2000), to its widely advertised adoption by General Electric in 1992 (Welsh & Byrne, 2001), to its successful adoption by many other organisations including Boeing, Dupont, Kodak, Toshiba, Seagate, and many others. Significant business results were no longer achievable through TQM (or CQI), and organisational strategic commitment to these initiatives faded. However, by the mid 1990s, most organisations that adopted TQM (or CQI) ran out of “low hanging fruit.” The problems that remained, did not lend themselves easily to simple data analysis, and required more investment in resources and time than what was appropriate in TQM (or CQI) activities. The tools of TQM (or CQI) were generally oriented towards brainstorming, communications and simple data analysis. To improve these processes and eliminate these non value-added activities, TQM (or CQI) aimed primarily at empowering individuals and teams to discuss these issues within their own area or across organisational boundaries. Certain activities were performed for specific reasons, and continued to be performed well after their value diminished greatly. As implemented, organisations designed these initiatives for improvement opportunities that were often called the “low hanging fruit.” These initiatives targeted problems that occurred because of historical developments in organisations. Total Quality Management (TQM) and Continuous Quality Improvement (CQI) strategies were widely used in the 1980s and early 1990s.
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Six Sigma Method and Other Quality Initiatives The paper presents applications of the Six Sigma method and shows implications, benefits, and potential risks of applying it in project management. It clarifies the roles of various participants in achieving technical, financial, and customer satisfaction objectives of Six Sigma projects. It provides a brief overview of the Six Sigma management method, and presents the main elements of selection, management, and evaluation of Six Sigma projects. This paper focuses on providing a clear understanding of the Six Sigma management method and the integration of project management and Six Sigma strategies to achieve these critical organisational goals. Understanding the main concepts of the Six Sigma method provides important opportunities to project professionals to lead Six Sigma projects, and allows them to better support their organisations' strategic direction, and rising needs for coaching, mentoring, and training. Involvement in Six Sigma projects is becoming an important career path requirement in many organisations. Successful implementation and growing organisational interest in the Six Sigma method have been exploding in recent years. These objectives are achieved through integrating profound knowledge of underlying processes and systems with knowledge of project management, statistics, and engineering to improve the organisation's overall performance across various disciplines, including product development, engineering, production, marketing, sales, finance, and administration. The Six Sigma management method focuses on better understanding of changing customers' requirements, improving business systems, quality, and delivery, reducing and eliminating defects and waste, reducing cost, and enhancing the organisation's competitive advantage. This goal can be carried out as co-ordinated projects and programs, guided to their completion by program and project management methods and tools. Planning and introduction of new products, services, processes, and technologies to enhance organisational effectiveness, efficiency, and customer satisfaction.This goal can be pursued through Six Sigma, quality, and business systems improvement initiatives. Improvement of current products, services, processes, and the technologies used for delivering these products and services to their customers.In formulating and implementing their organizational strategies, organizations need to integrate carefully the following two goals to enhance their effectiveness and competitive position: