Financial impacts of innovation in Six Sigma projects

Página do item simplificado
dc.contributor.authorOprime, Pedro Carlos
dc.contributor.authorPimenta, Marcio Lopes
dc.contributor.authorJugend, Daniel [UNESP]
dc.contributor.authorAndersson, Roy
dc.contributor.institutionUniversidade Federal de São Carlos (UFSCar)
dc.contributor.institutionUniversidade Federal de Uberlândia (UFU)
dc.contributor.institutionUniversidade Estadual Paulista (Unesp)
dc.contributor.institutionJonkoping Univ
dc.date.accessioned2019-10-04T12:40:26Z
dc.date.available2019-10-04T12:40:26Z
dc.date.issued2019-07-17
dc.description.abstractThe purpose of this paper is to present empirical evidence about the relationship between the characteristics of Six Sigma projects, as drivers of innovation, and financial performance at organisational and operational levels. The findings were obtained through the analysis of 83 projects of a big automobile corporation, carried out in its industrial plants operating in North America, Europe, and South America. Statistical treatments were performed to analyse the occurrence of several project characteristics, such as areas focus, innovativeness of change, tools used, and average duration of the project. There was an indication that longer Six Sigma projects that involve more people are those that produce the best financial results. Statistical evidence was obtained to affirm that Six Sigma enhances the capacity to address incremental innovation, and that the adoption of Six Sigma impacts directly on financial performance. There is no statistical evidence that Six Sigma enhances the capacity to address radical innovation and that the number of tools used affects the project's financial result. Most of the projects studied presented basically incremental innovations; however, radical projects have a greater financial impact when applied to the design and redesign of new products and processes.en
dc.description.affiliationUniv Fed Sao Carlos, Prod Engn Dept, Sao Carlos, SP, Brazil
dc.description.affiliationUniv Fed Uberlandia, Sch Business & Management, Uberlandia, MG, Brazil
dc.description.affiliationSao Paulo State Univ UNESP, Prod Engn Dept, Bauru, Brazil
dc.description.affiliationJonkoping Univ, Sch Engn, Dept Ind Engn & Management, Jonkoping, Sweden
dc.description.affiliationUnespSao Paulo State Univ UNESP, Prod Engn Dept, Bauru, Brazil
dc.description.sponsorshipFundação de Amparo à Pesquisa do Estado de São Paulo (FAPESP)
dc.description.sponsorshipIdFAPESP: 17/08861-6
dc.format.extent23
dc.identifierhttp://dx.doi.org/10.1080/14783363.2019.1641076
dc.identifier.citationTotal Quality Management & Business Excellence. Abingdon: Routledge Journals, Taylor & Francis Ltd, 23 p., 2019.
dc.identifier.doi10.1080/14783363.2019.1641076
dc.identifier.issn1478-3363
dc.identifier.urihttp://hdl.handle.net/11449/186002
dc.identifier.wosWOS:000479650800001
dc.language.isoeng
dc.publisherRoutledge Journals, Taylor & Francis Ltd
dc.relation.ispartofTotal Quality Management & Business Excellence
dc.rights.accessRightsAcesso aberto
dc.sourceWeb of Science
dc.subjectfinancial impacts
dc.subjectinnovation
dc.subjectquality management
dc.subjectSix Sigma
dc.titleFinancial impacts of innovation in Six Sigma projectsen
dc.typeArtigo
dcterms.licensehttp://journalauthors.tandf.co.uk/permissions/reusingOwnWork.asp
dcterms.rightsHolderRoutledge Journals, Taylor & Francis Ltd
unesp.author.orcid0000-0002-5865-7967[3]

Arquivos

Coleções

Artigos - Engenharia de Produção - FEB