Six Sigma: Definition and underlying theory⋆

TLDR

Six Sigma has gained momentum in industry, yet academic research on this emerging phenomenon remains limited, and a conceptual definition and underlying theory are needed. The study aims to develop an initial definition and theory of Six Sigma using grounded theory and existing literature. Grounded theory methodology is employed to derive the definition and theory from scant literature. The authors argue that Six Sigma’s organizational structure, distinct from prior quality management approaches, enables rigorous process improvement control and cross‑functional problem exploration, offering benefits but also presenting new challenges for researchers and practitioners.

Abstract

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.