Employees’ Perception towards Softcore CSFS of Six Sigma [An Empirical Analysis in Foreign Banks]

Renu Pareek


Most quality initiatives are based on systems and techniques with the aim of improving quality and productivity. Often, newly developed techniques such as ISO-9000, process reengineering, and Six Sigma etc. become the focus of the quality program. It is assumed that once the system and procedures for the selected techniques are in place, the desired results will follow. What is not realized is that the systems and procedures are implemented by people, and the effectiveness of the program therefore is largely dependent on the capability and motivation of these individuals.

Though Six Sigma was pioneered in mid 80s, it was mainly adopted by banks during or after 2000. Further the major force for Six Sigma implementation is a need for change for continuous improvement, competitors’ pressure, and poor customer satisfaction. Thus these factors have been considered as critical success factors for successful implementation of Six Sigma in banking sector. Fourth, most of the organizations had implemented ISO 9000, TQM or BPR before embarking on implementing the Six Sigma program.Although Six Sigma Critical Success Factors have been amply researched in the global context, in this paper a maiden attempt is made to identify Soft Core CSFS for Six Sigma, through extensive literature review, prioritization using primary data collection from foreign banks and to identify gap between importance & practice of soft core CSFs.


Six sigma, Critical Success Factors (CSFs), Soft core CSFs.

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