DEPLOYING KNOWLEDGE MANAGEMENT IN DMAIC METHODOLOGY OF SIX SIGMA PROJECTS

Yıl 2017, Cilt: 4 Sayı: 1, 20 - 28, 30.06.2017

Muhammad Yousaf Jamil

https://doi.org/10.17261/Pressacademia.2017.511

Öz

Six Sigma, as a tremendous acclimated method for doing
things, moves towards steady and plausible change by developing buyer
dependability and reducing action time and number of imperfections. On the
other hand, Knowledge Management (KM) is a most recent approach that strategies
with the uncommon asset of affiliation i.e. data. In this exploration,
resulting to evaluating the looks into of examination on this alliance, the
linkage amongst KM and 6-sigma is investigated and in conclusion usage of KM
instruments in parts of DMAIC procedure as a sensible and valuable system
for6-sigma, have been secured. Both KM and 6-sigma are quickly cautious
business association frameworks with essential thinking and process improvement
strategies, Specialists in both fields can get benefit from each other. 6-sigma
can get from KM how to be acquainted with Knowledge furthermore forms. 6-sigma
specialists also can pick up from KM systems that care for change. 6-sigma is
an apparent methodology for Quality and strategy updating with observable
quality on deformity obstruction instead of yield detection. By decreasing
assortment and waste at the same time, fundamental concern comes about and
persistent change are to be progressed. KM of course is proposed at rolling out
handy improvement, too. At the end of this study, the author proposes the
conceptual framework about the perceived benefits which Knowledge based and
6-sigma oriented organization can achieve after implementation of these best
practices. 

Anahtar Kelimeler

Knowledge Management (KM), 6-sigma, Tacit Knowledge (TK), Explicit Knowledge (EK), DMAIC methodology

Kaynakça

• Brue, G. (2015). Six Sigma for Managers, (Briefcase Books Series). McGraw Hill Professional.
• Karthi, S., Devadasan, S. R., Murugesh, R., Sreenivasa, C. G., & Sivaram, N. M. (2012). Global views on integrating Six Sigma and ISO 9001 certification. Total Quality Management & Business Excellence, 23(3-4), 237-262.
• Helms, R., Ignacio, R., Brinkkemper, S., & Zonneveld, A. (2010). Limitations of network analysis for studying efficiency and effectiveness of knowledge sharing. Electronic Journal of Knowledge Management, 8(1), 53-68.
• Anand, G., Ward, P. T., & Tatikonda, M. V. (2010). Role of explicit and tacit knowledge in Six Sigma projects: An empirical examination of differential project success. Journal of Operations Management, 28(4), 303-315.
• Weldy, T. G. (2009). Learning organization and transfer: strategies for improving performance. The Learning Organization, 16(1), 58-68.
• The Certified Quality Engineer Handbook, Third Edition, ed. Connie M. Borror, ASQ Quality Press, 2009, pp. 321–332.
• Chen, D. C., & Holsapple, C. W. (2009). Knowledge Shared is Power: Utilizing Knowledge Management Activities to Replicate Lean Sigma Best Practices. Knowledge Management & E-Learning: An International Journal (KM&EL), 1(2), 90-102.
• Nonthaleerak, P., & Hendry, L. (2008). Exploring the six sigma phenomenon using multiple case study evidence. International Journal of Operations & Production Management, 28(3), 279-303.
• Pathirage, C., Haigh, R., Amaratunga, D., & Baldry, D. (2008). Knowledge management practices in facilities organisations: a case study. Journal of Facilities Management, 6(1), 5-22.
• Lopez-Nicolas, C., & Molina-Castillo, F. J. (2008). Customer Knowledge Management and E-commerce: The role of customer perceived risk.International Journal of Information Management, 28(2), 102-113.
• Arendt, M. (2008). Six sigma and knowledge management. Economics and Organization of Future Enterprise, 2(2), 14-20.
• Gowen Iii, C. R., Stock, G. N., & McFadden, K. L. (2008). Simultaneous implementation of Six Sigma and knowledge management in hospitals. International Journal of Production Research, 46(23), 6781-6795.
• Cricelli, L., & Grimaldi, M. (2008). A dynamic view of knowledge and information: a stock and flow based methodology. International Journal of Management and Decision Making, 9(6), 686-698.
• Ababneh, R. I. (2008). The impact of knowledge management and organization learning on organizational innovation: The case of the greater Amman Municipality in Jordan.
• Pitt, M., & MacVaugh, J. (2008). Knowledge management for new product development. Journal of Knowledge Management, 12(4), 101116.
• Sireteanu, N. A., & Bedrule-Grigoruta, M. V. (2007). Perspectives of knowledge management in universities. Available at SSRN 1029990. Choo, A. S., Linderman, K. W., & Schroeder, R. G. (2007). Method and context perspectives on learning and knowledge creation in quality management. Journal of Operations Management, 25(4), 918-931.
• Dahlgaard, J. J., & Mi Dahlgaard-Park, S. (2006). Lean production, six sigma quality, TQM and company culture. The TQM magazine, 18(3), 263-281.
• Kevin D. Barber and J. E. Munive-Hernandez, Process based KM system for continuous improvement, Journal of Quality & Reliability Management, pp. 1002-1018, 2006
• Lee, K. C., & Choi, B. (2006). Six Sigma management activities and their influence on corporate competitiveness. Total Quality Management & Business Excellence, 17(7), 893-911. (Raytheon 2006 Annual Report, p. 3 or Honeywell 2006 Annual Report)
• Lin, C., Yeh, J. M., & Tseng, S. M. (2005). Case study on knowledge-management gaps. Journal of knowledge management, 9(3), 36-50. Ricondo, I., & Viles, E. (2005). Six Sigma and its link to TQM, BPR, lean and the learning organisation. International Journal of Six Sigma and Competitive Advantage, 1(3), 323-354.
• MC Becker, N Lazaric (2005), RR Nelson, SG Winter Industrial and Corporate Change 14 (5), 775-791.
• Holsapple, C., & Joshi, K.D. (2005). A Formal Knowledge Management Ontology: Conduct, Activities, Resources, and Influences. Journal of the American Society for Information Science and Technology, 55(7), 593-612.
• 6 Jamieson, R., & Handzic, M. (2004). Framework for Security, Control and Assurance of Knowledge Management Systems. Handbook on Knowledge Management 1, Springer-Verlag, Belin Heidelberg, 477-505.
• O’Dell, C. & Grayson, C.J. (2004) Identifying and Transferring Internal Best Practices. Handbook on Knowledge Management 1, SpringerVerlag, Belin Heidelberg, 601-622.
• Wolford, Dan, & Kwiecien, S. (2004). Driving Knowledge Management at Ford Motor Company. Handbook on Knowledge Management 2, Springer-Verlag, Belin Heidelberg, 501-510.
• Antony, J. (2004). Six Sigma in the UK service organisations: results from a pilot survey. Managerial Auditing Journal, 19(8), 1006-1013.
• Bennet, A., & Bennet, D. (2004). The Rise of the Knowledge Organization. Handbook on Knowledge Management 1, Springer-Verlag, Belin Heidelberg, 3-20.
• Linderman, K., Schroeder, R. G., Zaheer, S., Liedtke, C., & Choo, A. S. (2004). Integrating quality management practices with knowledge creation processes. Journal of Operations Management, 22(6), 589-607.
• Linderman, K., Schroeder, R. G., Zaheer, S., & Choo, A. S. (2003). Six Sigma: a goal-theoretic perspective. Journal of Operations management,21(2), 193-203.
• Sung H. Park, Six Sigma for Quality and Productivity Promotion, Asian Productivity Organization, ISBN: 92-833-1722-X, Page 143_146 , 2003
• Gebert, H., Geib, M., Kolbe, L., & Brenner, W. (2003). Knowledge-enabled customer relationship management: integrating customer relationship management and knowledge management concepts [1]. Journal of knowledge management, 7(5), 107-123.
• Treichler, David, Carmichael, Ronald, Kusmanoff, Antone, Lewis, John & Berthiez, Gwendolyn, (2002), “Design for Six Sigma: 15 Lessons Learned”, Quality Progress, January, pp. 33-42.
• Joyce, B. R., & Showers, B. (2002). Student achievement through staff development. Ascd.
• Biolos, J. (2002). Six sigma meets the service economy—six sigma: it’s not just for manufacturing. Harv Manag Updat, 7, 3-5.
• G. Brue, 2002. Six Sigma for Managers, McGraw-Hill, New York, NY D. Gilmour, (2003)
• Black, A. R., Black, J. D., & Azizkhan‐Clifford, J. (2001). Sp1 and krüppel‐like factor family of transcription factors in cell growth regulation and cancer.Journal of cellular physiology, 188(2), 143-160.
• Clifford, L. (2001). Why you can safely ignore Six Sigma. Fortune, 143(2), 140.
• Brown, J. S., & Duguid, P. (2000). The social life of information. Harvard Business Press.
• Sveiby, K. E. (2001). A knowledge-based theory of the firm to guide in strategy formulation. Journal of intellectual capital, 2(4), 344-358.
• T. A. Pearson, (2000). Six Sigma and the Knowledge Revolution. Annual Quality Congress, 54(0), p. 723-727
• Lyles, M. A., & Schwenk, C. R. (1992). Top management, strategy and organizational knowledge structures. Journal of management studies, 29(2), 155-174.
• Harry, M.J. (1998). Six Sigma: A Breakthrough Strategy for Profitability. Quality Progress, 31(5), p. 60-64.
• Nonaka, I., & Takeuchi, H. (1995). The knowledge creation company: how Japanese companies create the dynamics of innovation. Oxford University Press. New York, USA, 304.
• Nonaka, I. (1991). Models of knowledge management in the West and Japan.