Six sigma and Baldrige: a quality alliance
Six sigma and Baldrige: a quality alliance
Mellat-Parast M., Jones E.C., Adams S.G. Quality Progress, September 2007, Vol. 40 No. 9, Start page: 45, No. of pages: 7
Purpose – to advocate use of Baldrige criteria and six-sigma to improve organizational performance. Design/methodology/approach – maintains that the Baldrige Award has evolved from a recognition system to a process improvement model, traces development of both the Baldrige Award and six-sigma,and highlights relationships/similarities between the two approaches, arguing that six-sigma can be implemented within the Baldrige framework. Profiles and depicts the Baldrige model, explains that six-sigma is a data-driven philosophy,and that its principal tool is the define, measure, analyse, improve, control technique, sees the Baldrige model as addressing system- or enterprise-wide improvement, and six-sigma as producing micro-level improvement, and contends that firms can improve performance in Baldrige criteria by implementing six-sigma projects that focus on the criteria. Illustrates an integration of six-sigma and Baldrige frameworks, and suggests how six-sigma can be applied to enhance leadership quality, improve areas such as training and communication,and align improvement projects to the organization’s strategic plan. Originality/value – further support for, and a description of how to,combine Baldrige criteria and six-sigma.ISSN: 0033-524XReference:36BA470
Keywords: Baldrige Award, Continuous improvement, Corporate strategy,Organizational performance, Six sigma
