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dc.contributor.authorWright, JNC
dc.date.accessioned2011-09-05T22:46:35Z
dc.date.available2011-09-05T22:46:35Z
dc.date.copyright2011
dc.date.issued2011-09-06
dc.identifier.citationScandinavian Brewers' Review, vol.68(2), pp.12 - 15
dc.identifier.issn1603-4635
dc.identifier.urihttp://hdl.handle.net/10292/1985
dc.description.abstractThe textbook approach is that six sigma is a whole system approach for improvement of quality and customer service so as to improve the bottom line. It is also said that six sigma requires a total culture throughout an organisation whereby everyone at all levels has a passion for continuous improvement with the ultimate aim of achieving virtual perfection and customer satisfaction. Textbooks stress that six sigma aims for total customer satisfaction. However, as often is the case, reality is not the same as textbook theory. Many organisations use six sigma as a means of reducing costs rather than improving customer satisfaction. Nonetheless, very real cost savings continue to be reported from the use of six sigma.
dc.publisherDanish Brewers' Guild
dc.relation.urihttp://www.scandbrewrev.dk/User_files/973e7630a20bd0b9ccd8c11eb7bc6c0f.pdf
dc.rightsCopyright © 2011. Danks Brygmester Forening. All Rights Reserved. Authors retain the right to place his/her publication version of the work on a personal website or institutional repository for non commercial purposes. The definitive version was published in (see Citation). The original publication is available at (see Publisher’s Version).
dc.titleSix Sigma: myth?
dc.typeJournal Article
dc.rights.accessrightsOpenAccess


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