Employees’ Perception towards Softcore CSFS of Six Sigma [An Empirical Analysis in Foreign Banks]
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.
Coronado RB, Antony J. Critical Success Factors for the successful implementation of Six Sigma projects in organizations. The TQM Magazine, 2002; 24(2): 92-99.
Rust RT, Danaher PJ, Varki S. Using service quality data for competitive marketing decision. International Journal of Service Industry Management 2008; 11(5): 438-69.
Evans J, Lindsay M. An Introduction to Six Sigma & Process Improvement: A Roadmap. Cengage Learning Indian Ed., 2011: 17-24.
Adams CW. The Influence of Traditional Service Quality Factors on Customer Satisfaction: A Practical Study within the Context of Banking sector. The Business Review, Cambridge, 2011.
Schrge M. Six Sigma; process & improvement: A Practical Approach. Cengage learning, 2011.
Chakrabrty S, Whitten D, Green K.
Understanding Service Quality and Relationship Quality in IS Outsourcing: Client Orientation and Promotion, Project Management Effectiveness, and the Task-Technology Structure fit. Journal of Computer Information Systems 2010; 48(2): 1-13.
Gupta NS, Valarmathi B. Total Quality Management. 2nd ed. The McGraw-Hill Companies, 2009: 22-23.
Menge J, Elliott MK. A Gap Analysis of Professional Service Quality. Journal of Marketing: An approach towards hotel industry 2009; 56(2): 57-71.
Lal H. Organizational Excellence Through Total Quality Management: A Practical Approach. New Age International Publishers, 2008: 207-209.
Bahia K, Nantel J, Quintana A. A model of customer loyalty in the retail banking market. European Journal of Marketing 2007; 38(1/2): 253-75.
Kwak YH, Anbari FT. Benefits, obstacles, and future of Six Sigma approach. Technovation 2006; 26(5-6): 708-15.
Bendell T, Hyman J. Quality Planning and Analysis. 4 ed. New York: McGraw-Hill, 2006.
Banerjee A. Creating Organizational Excellence. The Journal of Quality Participation Nov 2006: 58-62.
Feo JAD, Barnard WW. Juran Institute’s Six Sigma Breakthrough and Beyond. New York: McGraw-Hill, 2004.
Brodie CH. A Polaroid Notebook: Concept Engineering. Center for Quality of Management 2005; 3(2).
Brady. Benefits from Six Sigma Manufacturing Engineering 2005; 130(4).
Antony J. Successful implementation of Six Sigma projects in organizations. The TQM Magazine, 2004; 14(2): 92-99.
Agarwal R, Deo A. The Six Sigma Revolution: A Journal of Operation Management. ICFAI Press, 2004.
Brue G. Design for Six Sigma. New York: McGraw-Hill, 2003.
Smith GF. Too Many Types of Quality Problems. Quality Progress Apr 2003: 43-49.
- There are currently no refbacks.