1.2. Aim, objectives and research rationale
1.3. Research structure
Chapter2. Literature review
2.1. Total Quality Management
2.1.1. Historical evolution and definition
2.1.2. Quality awards and quality standards
2.1.3. Comparison of quality awards with quality standards
2.2. Advent of Six Sigma
2.3. Six Sigma evolution and definition
2.4. Six Sigma characteristics
2.4.1. Belt system
2.4.2. Top-down approach
2.5. Six Sigma methodology
2.5.1. DMAIC approach
2.5.2. DFSS approach
2.5.3. Lean Six Sigma
2.6. Comparison between TQM and Six Sigma
2.6.1. Similarities and differences
2.6.2. An increase in the adoption of TQM and a decrease in the use of Six Sigma
2.7. Critical success factors of Six Sigma
2.8. Benefits and limitations of Six Sigma
3.1. Research strategy
3.2. Qualitative and quantitative methods
3.3. Inductive and deductive approaches
3.4. Data collection
3.4.1. Primary and secondary data
3.4.2. Interviews and surveys
3.5. Data analysis
3.5.1. Hypothesis testing
3.5.2. Statistic analysis
3.6. Validity and reliability
Chapter4. Case study based on YURA enterprise
4.1. Define phase: the scope of the process
4.1.1. Business problems and goals
4.1.2. SIPOC diagram
4.2. Measure phase: the current baseline as the basis for improvement
4.2.1. CTQ selection
4.2.2. Current performance
4.2.3. Goal establishment
4.3. Analyse phase: the root cause for elimination
4.3.1. Cause and effect
4.3.2. Vital few variables
4.3.3. Hypothesis testing
4.4. Improve phase: the creative solution to eliminate the root cause
4.4.1. Improvement plan
4.4.2. Improvement implementation
4.5. Control phase: the control plan to ensure continued and sustainable success
Chapter5. Analysis and result
5.1. Evaluation of the Six Sigma project
5.5. Target achievement
Chapter6. Conclusion and recommendation
This chapter begins with the background of the thesis, involving information of aim, objectives and research rationale. The outline of the thesis is specified at the end of this chapter.
Globalisation and unpredictable market dynamics intensify the competition among businesses. It is due to an increase in the customers’ demands and expectations within limited resources (Antony and Desai, 2009; Evans and Lindsay, 2005). As a result, many organisations consider competition as a necessary and unavoidable part of their businesses and strive to strategically enhance their operational excellence based on the management philosophy of customer satisfaction (Islam and Karim, 2011).
The quality management is an integral part of products and services of many organisations related to manufacturing, distribution, health care and government, although traditional business paradigms have changed over the years (Amaska, 2000; Montgomery, 2010).
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