The Key Success Factors of Six Sigma Green Belt Project: An Empirical Study of Company A

• Main Authors: Ou-Chuan Chang, 張歐權
• Other Authors: Ying-Chin Ho
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/02997557319217402353

碩士 === 國立中央大學 === 企業管理學系碩士在職專班 === 92 === In the current business environment where innovation is pivotal in sustainable long term growth, the Six-sigma methodology is being embraced by an ever increasing number of business entities as the primary tool to initiate and effect change. There exist in circulation numerous literatures detailing the critical success factors that drive successful Six-sigma implementation in corporate circles. However, the catalyst to corporate-wide acceptance of the Six-sigma methodology, namely successful execution embryonic ‘Green Belt’ projects, remains little a relative unknown in comparison. This paper seeks to present six (6) success factors that facilitate successful ‘Green Belt’ projects, drawn from results of a survey of thirty-three (33) qualified Green Belt holders. These holders have been certified through General Electric’s qualification system. General Electric is the widely-accepted global icon synonymous with Six-sigma. The results from the survey identified those factors driving successful Green Belt projects to be (a) effective mentorship, (b) commitment, (c) projects with quantifiable data, (d) regular communications, (e) systematic approach such as DMAIC, as well as (f) periodic & regular feedback from more experienced ‘Belters’. It has been ascertained, from among the 6 aforesaid drivers, that the over-riding contributor to a successful Green Belt project to be effective mentorship.