Six Sigma And Developing Countries

This chapter deals with issues of Six Sigma in the context of developing countries like Pakistan. Based on interviews and discussions with different segments of society, it provides an insight about their perceptions as well as their misconceptions from this latest quality concept and the challenges, which organizations face while trying to implement Six Sigma. Different public and private sector organizations are analyzed for this purpose, similarly, the role of developed countries are also discussed alongside to further enrich this study. Six Sigma is one of the latest quality tools that utilize data and statistical analysis to measure and improve a company’s operational performance, practices and systems. Six sigma is gradually becoming a popular process enhancement methodology that started in the manufacturing sector and has now spread to other areas as well. It helps in the identification and prevention of defects in manufacturing and service-related processes. This innovative and highly organized technique is introduced by Motorola. Nowadays, it is enjoying widespread recognition in many developed countries of the world. It helps in quality improvement by minimizing the cost of production, reducing the rate of defects, increasing yield, attracting customer, and so increases the profitability of business. Interestingly, it has yet not gained the status of a common technique in the developing countries. As we see that entrepreneurship and creativity are not common in the developing countries, so there are some hurdles in the promotion of this technique in these countries. Also, the trend of this technique in private sector differs from the public sector. As private sectors are more independent in their decision making and free in managing their financial resources. Whereas public sectors are more bound to the rules and regulations set forth for them. It is therefore difficult for the public sector organizational leaders to make drastic changes in the policies set forth by their respective governments. Also there is a feeling of mistrust between public and government in developing countries. Democracy should not be considered as a stable system of governance here like in the developed countries. Thus, people hesitate in sharing their ideas with the government leaders. In this regard, it is the joint responsibility of both government and business leaders to bridge this gap and make this transformation easier. Under these circumstances, a committed, honest and visionary leadership is required to meet the desired challenges for successfully setting up of six sigma philosophy. Government leaders and policy makers need to recognize, understand, and mark organizational challenges, especially the cultural factors, which creates hindrances to the sustainability of Six Sigma. Some reluctance can be observed on behalf of the government 2