Volume 26, Issue 4 pp. 536-554

Six Sigma: Definition and underlying theory

Roger G. Schroeder

Roger G. Schroeder

Curtis L. Carlson School of Management, University of Minnesota, USA

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Kevin Linderman

Kevin Linderman

Curtis L. Carlson School of Management, University of Minnesota, USA

Tel.: +1 612 626 8632.

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Charles Liedtke

Charles Liedtke

Strategic Improvement Systems, LLC Excelsior, MN, USA

Tel.: +1 952 380 0778.

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Adrian S. Choo

Adrian S. Choo

Lally School of Management and Technology, Rensselaer Polytechnic Institute, USA

Tel.: +1 518 276 3338.

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First published: 22 June 2007
Citations: 512
Corresponding author at: Curtis L. Carlson School of Management, University of Minnesota, 3-150 CarlSMgmt Building, 321-19th Avenue South, Minneapolis, MN 55455, USA. Tel.: +1 612 624 9544.
This research was supported in part by National Science Foundation grant, NSF/SES-0080318.

Abstract

Six Sigma has been gaining momentum in industry; however, academics have conducted little research on this emerging phenomenon. Understanding Six Sigma first requires providing a conceptual definition and identifying an underlying theory. In this paper we use the grounded theory approach and the scant literature available to propose an initial definition and theory of Six Sigma. Our research argues that although the tools and techniques in Six Sigma are strikingly similar to prior approaches to quality management, it provides an organizational structure not previously seen. This emergent structure for quality management helps organizations more rigorously control process improvement activities, while at the same time creating a context that enables problem exploration between disparate organizational members. Although Six Sigma provides benefits over prior approaches to quality management, it also creates new challenges for researchers and practitioners.

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