The impact of Six Sigma in the performance of a Pollution Prevention program |
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| Authors: | Rogério Cerávolo Calia Fábio Müller Guerrini Mário de Castro |
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| Institution: | 1. Department of Business Administration, School of Economics, Business and Accounting of Ribeirao Preto, University of São Paulo, Av. Bandeirantes 3900, Monte Alegre, 14040-900 Ribeirão Preto, SP, Brazil;2. Production Engineering Department, São Carlos School of Engineering, University of São Paulo, Avenida trabalhador Sancarlense, 400, 13560-950 São Carlos, SP, Brazil;3. Instituto de Ciências Matemáticas e de Computação, Universidade de São Paulo, Caixa Postal 668, 13560-970 Sao Carlos, SP, Brazil;1. Department of Economics and Management, University of Padova, Via del Santo, 33, 35123 Padova, Italy;2. Department of Management and Engineering, University of Padova, Stradella San Nicola, 3, 36100 Vicenza, Italy;1. Department of Industrial Engineering and Management, National Chin-Yi University of Technology, Taichung, 41170, Taiwan, ROC;2. Department of Leisure Industry Management, National Chin-Yi University of Technology, Taichung, 41170, Taiwan, ROC;3. Business School, University of Nottingham, NG8 1BB, Nottingham, UK;1. GKN Driveline Americas, Joaquim Silveira, 557, Porto Alegre 91060-320, Brazil;2. Cardiff University, Lean Enterprise Research Centre, Cardiff CF24 4AY, United Kingdom;3. UFRGS, PPGE3M Doctoral Programme, Av. Bento Gonçalves 9500, Setor 4, Campus do Vale., 91501-970, Brazil |
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| Abstract: | The diffusion of Pollution Prevention faces organizational barriers as for instance resistance to change, insufficient support from decision-makers, unclear project leadership, insufficient employee accountability and inflexible organizational structures. To understand how to overcome such barriers, the performance of a Pollution Prevention program of a multinational corporation is analyzed. The quantitative analyses of 2096 Pollution Prevention projects conducted between 1995 and 2007 support the conclusion that the performance of the Pollution Prevention program increased after the implementation of the Six Sigma program. Moreover, the analyses of 1906 Pollution Prevention projects and 31,133 Six Sigma projects for cost reduction in 27 countries indicate that in countries where the implementation of Six Sigma is more expressive, pollution is prevented more than in countries with less expressive Six Sigma implementation. In fact, the Six Sigma implementation improved the organizational capability for data based project management. Therefore, comparing six years before and six years after the Six Sigma implementation, the total number of Pollution Prevention projects recognized increased 6.9 times and the total amount of pollution prevented increased by 62%. The qualitative analysis describes how the Six Sigma program interacts with the Pollution Prevention program in the studied company. |
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