| Original language | English |
|---|---|
| Pages (from-to) | 5323-5345 |
| Number of pages | 23 |
| Journal | International Journal of Production Research |
| Volume | 52 |
| Issue number | 18 |
| DOIs | |
| Publication status | Published (VoR) - 17 Sept 2014 |
Funding
IAEA (2006) suggests that the deployment of an improvement approach that strongly emphasises project prioritisation is likely to increase the chance of success of operations improvement projects. One of these improvement approaches is Six Sigma. The fundamentals of Six Sigma are to create a well-structured, methodical and project-based approach towards process improvement (Van Iwaarden et al. 2008; Garza-Reyes et al. 2014). Thus, since Six Sigma is a project driven methodology, it emphasises the prioritisation of improvement projects to maximise financial benefits (Ingle and Roe 2001; Coronado and Antony 2002). Antony (2006) states that the correct selection and prioritisation of projects is a key critical success factor in a Six Sigma programme, which suggests that organisations adopting this improvement approach are likely to use objective project prioritisation methods. This is supported by the results of a survey carried out by Bañuelas et al. (2006), which targeted large UK organisations implementing Six Sigma. The study found that almost all Six Sigma organisations in the study use at least one objective method for project prioritisation, with the most common being CBA and Pareto analysis, both of which are tools of Six Sigma (Sharma and Chetiya 2010).
Keywords
- improvements prioritisation