The aim of this research is to to identify the availability requirements of the
application of Six Sigma methodology in the companies studied, by identifying the degree
of realization of the importance of employees applying six sigma methodology, a
nd to
identify the suitability of the organizational culture prevailing in the companies studied to
apply the methodology six sigma, and to identify the availability of the necessary skills to
apply six sigma methodology.
The results of this research indicated the low degree of employees’ awareness to the
importance of applying six sigma methodology, and the lack of appropriate organizational
culture currently prevailing in the companies to organizational culture required for the
application of six sigma methodology, and to non-availability of sufficient skills to apply
six sigma methodology.
The most important recommendations of this research reveals the need for the
studied companies to conduct awareness campaigns to raise the employees awareness of
the importance to apply the six sigma methodology, and the need to encourage employees
to work together, and the necessary to orientation of the needs of customers , and follow
the initiative strategy, and train employees on the choice of projects to improve the quality,
and training the employees on the use of statistical tools and management and planning
tools to improve quality.
Banking Systems face a lot of changes and challenges, which necessitate applying
new management and performance improvement concepts, as an attempt to achieve
excellence, Six Sigma is considered to be one of the best methodologies that help in this
regard because it may be utilized in improving banks performance and decrease defects in
their processes. This study aimed to highlight the role of six sigma approach to improve the
performance of Syrian banks according to the application of six sigma model elements
(DMAIC) and selecting six sigma team (Improvement Team).
Conclusions of the study show the importance of implementing Six Sigma
methodology in all local sections including industrial and service organizations, and there
is a tendency in the Syrian banks to utilize six sigma approach. Conclusions also show that
there is a significant statistical impact between each of application of six sigma model
elements (DMAIC), Selecting six sigma team (Improvement Team), and the performance
improvement of Syrian banks. Based on that, several recommendations were presented.
Among these recommendations were the urgency and the need of benefiting from the best
practices in the field of Six Sigma. Invest in training and provide the employees with some
experience in this field.
The European Quality Model that characterizes this edition is based on the following premise: satisfaction of customers, employees and positive impact on society can all be achieved through leadership, strategic policy, correct management of personne
l, effective use of available resources, and correct definition of operations, which ultimately result in For excellence in results.
This approach attempts to provide a broad perspective on the concepts of management concerned, which cover areas such as strategic management, or information systems and human resources.
Hence, these standards are closely related to the major resources of the institutions and the basic capabilities that control and manage them.
Approaches to improving the performance of both business and operations have developed during the last decades, starting with management by objectives and results, passing through total quality control, then total quality management, then six sigma, then the theory of constraints, then re-engineering, the methodology of exclusion of waste, then knowledge management, then electronic supply chain management, and then the integration between the six methodology Sigma and LSS and finally High Performance Organizations.
These curricula, some of them focus on performance efficiency, others focus on performance effectiveness, and some focus on developing the knowledge capabilities of the organization and then developing its intellectual capital in order to achieve self-sustainable development.
The book focuses on the Six Sigma methodology as a quality measure and improvement program, which was developed by Motorola, which focused on process control to the point of one sigma year or 3.4 defects per million units produced, and this includes identifying the most important factors for quality that are determined by the customer. Through this, process changes are reduced, capabilities are improved, stability is increased, and auxiliary systems are designed, which may be Design for Six Sigma (DFSS) to help achieve the Year Sigma goal.
