The Six Sigma program: an empirical study of Brazilian companies

The purpose of this paper is to assess the status of Six Sigma's status in Brazilian companies and understand the integration of this program with other quality management approaches. Additionally, the critical success factors (CSFs) for Six Sigma implementation and primary Six Sigma program characteristics were identified. Finally, the results of the used of Six Sigma were analysed.

An extensive literature review illustrates the primary Six Sigma characteristics and its relationship with other quality approaches. The research methodology encompasses survey development and statistical analyses. Questionnaires are distributed to 1,000 large firms in the manufacturing and service industries in Brazil. Altogether, a total of 198 firms, of which 46 companies adopted the Six Sigma program, participated in this study.

The results suggest a synergic and incremental pattern of quality model implementation. The study reveals that companies that have adopted Six Sigma have a long history of implementing quality programs, which suggests a certain level of quality maturity. The studied companies perceive in Six Sigma an incremental evolution, which can be combined with earlier initiatives and provides strong synergy with ISO 9000. The findings of this study confirm the distinctive Six Sigma role structure suggested by several authors. However, three possible configurations of the role structure were found that differ in terms of training and the dedication of human resources involved in the Six Sigma program.

This study demonstrates the inherent limits of the research method adopted, the use of a non-probabilistic sample and a reliance on self-reported perceptions, which introduces bias to the analysis.

Important managerial implications of this study are related to the Six Sigma structure adopted. The capillarity of the program in the organisation as a whole can be related to the type of role structure configuration adopted. This structure can have an impact in terms of both numbers and employees’ and managers’ degree of involvement, as well as the type of training and resources provided.

The diffusion of Six Sigma in Brazilian companies is less widespread than in other countries. Three possible configurations of the role structure were found that differ in terms of the training and dedication of human resources entailed by the Six Sigma program. Three CSFs factors were identified: organisation, infrastructure and human resources.