Six Sigma Management in China: Status and Strategy

Quantitative analysis of literatures indicates that organizations with better management groundwork compose the main body applying the Six Sigma Management (SSM) in China. The history of SSM in China can be divided into three periods: sprouting period, attempting period and expanding period. Quantitative analysis of literatures also shows that, in China, SSM is more frequently applied in service areas than in manufacturing areas today. Therefore, the spread of SSM in China was quite different from that in foreign countries where application of SSM in service areas was later than in manufacturing areas. Based on comprehensive literature review, an integrated strategy model which can give clews to the employment of SSM is developed. According to the model, organizations employing SSM should aim at Six Sigma organization building rather than merely the improvement of quality of their product; Six Sigma culture plays necessary role in Six Sigma organization building; Six Sigma knowledge managing, project executing and incentive system building make up the approach by which Six Sigma organization might be built; Resource and management foundation are restrictions when SSM is employed. Guided by the model, four topics have been suggested for further discussion.