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International Journal of Management (IJM) Volume 11, Issue 8, August 2020, pp. 764-783, Article ID: IJM_11_08_069

Available online at http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=8

ISSN Print: 0976-6502 and ISSN Online: 0976-6510

DOI: 10.34218/IJM.11.8.2020.069

© IAEME Publication Scopus Indexed

ROLE OF SIX SIGMA STRATEGY TO IMPROVE

THE QUALITY OF PRODUCTION PROCESSES

TO SUPPORT INDUSTRIES IN THE KINGDOM

OF SAUDI ARABIA

Saad Alflayyeh, Ph.D.

Management Department, College of Business Administration,

Majmaah University, Majmaah, Saudi Arabia

ABSTRACT

The objective of the study was to determine the relationship between research

variables and to validate the considered study hypotheses. To set a specific

mechanism for how to implement the Six Sigma strategy in the industrial

establishments in the Kingdom of Saudi Arabia. A random sample was taken from

workers at the factories of the National Group of Industry in Riyadh Saudi Arabia at

different levels of administration and various specialties (senior management -

engineers - technicians - workers - administrators). Total 148 samples were retrieved

and considered as usable. All the considered hypotheses were tested and found valid.

A significant relationship was found between the application of Six Sigma

methodology and the achievement of the competitive advantage of the national

industries in the Kingdom of Saudi Arabia. In addition, second main hypothesis has

been validated and found a significant relationship of statistical significance between

the opinions of the study sample on the availability of the ingredients for applying the

Six Sigma methodology and the following demographic and functional variables to

them such as (gender, age, experience, educational qualification, specialization).

Further, there is a statistically significant effect relationship between the application

of Six Sigma methodology and product quality, the policy of continuous improvement,

the quality of production processes, the policy of focusing on customers, the provision

of trained human cadres.

Keywords: Six Sigma, Saudi Arabia, national industries, product quality, quality of

production

Cite this Article: Saad Alflayyeh, Role of Six Sigma Strategy to Improve the Quality

of Production Processes to Support Industries in the Kingdom of Saudi Arabia,

International Journal of Management, 11(8), 2020, pp. 764-783.

http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=8

Role of Six Sigma Strategy to Improve The Quality of Production Processes to Support Industries

in the Kingdom of Saudi Arabia


1. INTRODUCTION

In recent times, the rapid development of many modern administrative concepts that in turn

motivate industrial and service organizations to search for the best appropriate methods and

strategies that achieve the goals of companies and enhance the quality of their services and

products, and perhaps the most famous of these concepts is the Six Sigma strategy, as it is one

of the best modern methods To improve the quality of operations and services.

Strong competitions between countries, which in turn are reflected in some industrial

sectors worldwide, have made these international organizations and companies consider that

their most important priority is to preserve their customers, increase their numbers, meet their

needs, and provide them with the highest levels of quality, accuracy, and luxury in their

products and services, and therefore seek these Industrial and service organizations to develop

and apply modern control approaches to match competition and achieve customer satisfaction

and reduce defects and then reduce production costs, by working to develop their industrial

and production strategy, and one of the most important ways and Modern quality strategies to

achieve this competition are Six Sigma strategy, As it is a disciplined and accurate strategy

that helps industrial and service organizations and companies reach high levels of quality and

reduce defects to their lowest levels and in some cases even reach a lack (Alan, 2005).

In order for the organizations and industrial companies in the Kingdom of Saudi Arabia to

face these challenges and advance the national industry in front of foreign competing

companies currently present in the Kingdom of Saudi Arabia and abroad that apply that

strategy in its industry, the Kingdom’s role must be in the application and use of this strategy

in its industry to achieve a competitive advantage, as it is considered One of the most

important strategies used in quality management and process improvement and began to

emerge and spread from the beginning of the nineties of the last century and applied through

500 companies worldwide and months of its application is Motorola where it has achieved

gains Significant during the period 1986-2001 and the gains amounted to about $ 16 billion in

five years.

And the Six Sigma strategy can make the industrial organization able to measure the

defects it has in all operations, it can scientifically remove these defects to approach zero or

free from defects, and therefore the Six Sigma approach works to link the highest quality and

the lowest costs of production and this approach applies On all productive stages, that is, it

works to redraw the manufacturing strategy to fit these goals and then achieve competitive

advantage (Anderson, 2013).

The current research seeks to activate and implement the Six Sigma strategy in the

industrial sector in the Kingdom of Saudi Arabia, which is reflected in the course on helping

companies and industrial organizations achieve a significant improvement in their

performance.

1.1. Research Problem

The Kingdom of Saudi Arabia faces great and increasing pressures in the contemporary

changes and international transformations in order to participate in global competition through

the progress of national industries and improving the quality of operations and products in a

high efficiency and at the lowest cost and quickly, which is reflected in the local product and

the recovery of the Kingdom's economy, despite the tremendous progress in the majority of

Industrial institutions in the Kingdom of Saudi Arabia, as a result of the use of advanced

technology and the use of experts specialized in production and operations management, who

work through the application of total quality management in all production and industrial

processes. However, there is still a need to continuously improve the quality of work and

Saad Alflayyeh


reduce errors in production and industrial processes, and this reflects on the quality of national

products and gives them a competitive advantage among other products.

1.2. Importance of Research

a) Scientific importance

This research is considered one of the few researches that dealt with the implementation of the

Six Sigma strategy to support Saudi national industries. Linking the theoretical andPractical

aspects of the Six Sigma approach with the aim of supporting the national industries

In the Kingdom Saudi Arabia.

The research is in response to the recommendations of many researchers and local and

international conferences, from the importance of searching for new methodologies to work to

improve the quality of industrial products and processes using the best modern methods and

approaches.

b) Practical importance

This research derives importance from the importance of the Six Sigma approach as a method

to support the national industries in the Kingdom.

Checking the compatibility of six sigma and production methods used in the industrial

establishments in the Kingdom of Saudi Arabia.

Preparing and preparing towards implementing the Six Sigma strategy in the national

industries in the Kingdom of Saudi Arabia.

1.3. Research Objectives

To determine the relationship between research variables and validate study hypotheses.

Setting a specific mechanism for how to implement the Six Sigma strategy in the

industrial establishments in the Kingdom of Saudi Arabia.

Providing recommendations that help industrial establishments to reduce the expected

errors in industrial processes in the industrial establishments in the Kingdom of Saudi Arabia.

Supporting the national industries in the Kingdom of Saudi Arabia.

Improving product quality and gaining customer confidence in the national industries in

the Kingdom of Saudi Arabia.

1.4. Study Hypotheses

1.4.1. Core Hypothesis

There is statistically significant effect relationship between implementing the Six Sigma

strategy and supporting national industries in the Kingdom of Saudi Arabia.

1.4.2. Sub-Hypothesis

There is statistically significant effect relationship between the implementation of the six

sigma strategy and the commitment and support of senior management in implementing the

strategy.

There is statistically significant effect relationship between implementing the six Sigma

strategy and product quality.

There is statistically significant effect relationship between implementing the six Sigma

strategies and the policy of continuous improvement.




There is statistically significant effect relationship between the implementation of the six

sigma strategy and the quality of production processes.

There is statistically significant effect relationship between implementing Six Sigma

strategy and customer focus policy.

There is statistically significant effect relationship between implementing the Six Sigma

strategy and providing trained human cadres to implement the strategy.

1.4.3. Second Core Hypothesis

There is statistically significant effect relationship between the opinions of the study sample

on the availability of the ingredients for implementing the Six Sigma strategy and the

following demographic and functional variables for them such as (gender, age, experience,

educational qualification, specialization).

2. THEORETICAL FRAMEWORK OF STUDY

2.1. Defining Six Sigma

Generally the Six Sigma is a strategy that aims to improve operations in industrial and service

organizations by reducing error rates in those operations, which leads to raising the level of

customer satisfaction and reducing the cost in these organizations. According to (Choo,

2007), it is a strategy to improve operations in business organizations and to increase their

capacity through the use of statistical methods to identify, reduce and eliminate errors in

operations.

The management philosophy that organizations rely on to become more effective and

efficient by identifying customer needs, knowing their requirements and measuring their

performance in order to enable workers to obtain new ways to improve the processes in which

they work and used to remove and reduce flaws in the organization's processes and outputs

(Dany, 2010).

In addition, it as a strategy for continuous improvement that has been applied in several

industrial and service sectors. In sum, it is a philosophy of excellence, focus on beneficiaries,

and improve operations (Donald, 2006).

According to (Greg, 2005), it is an integrated management system with a high degree of

accuracy to improve the various operations of the institution provides leaders with the

methods and analytical tools necessary to solve problems and bring the process to the highest

level of quality.

2.1. Competitive Advantage Concept

A competitive advantage is defined as an institution's advantage or superiority that is achieved

if it follows a specific competition strategy (Kalen, 2003).

Furthermore, competitiveness is the skill, technology, or outstanding resource that allows

an organization to produce more values and benefits for customers than what competitors

offer them, and confirms its distinction and its difference from these competitors from the

point of view of clients who accept this difference and excellence, as it achieves more benefits

and values that outweigh what it offers they have other competitors (Kalen, 2003).

Implementing Stages of Six Sigma Strategy

Six Sigma strategies are implemented through a set of tools called the Simple

Performance Improvement Model (DMAIC) or Define-Measure-Analyze-Improve-Control. It

can be described as follows:

Saad Alflayyeh


Define: At the higher level, the goals will be the organization's strategic goals, such as

increasing return on investment or market share. At the operational level, the goal may be to

increase the productivity of the production department. At the project level, the goals may be

to reduce the defect level and increase productivity. Apply data mining methods to identify

potential improvement opportunities.

Measurement: Measure the current system and create valid and reliable metrics to help

monitor progress toward the goal (s) identified in the previous step and start defining the

current baseline and use a descriptive exploratory analysis of data to help understand the data

Analysis: To determine ways to eliminate the gap between the current performance of a

system or process and the desired goal. Applying statistical tools to guide the analysis.

Improving: System improvement and creativity in finding new ways to do things better,

cheaper or faster, using project management and other planning and management tools to

implement the new approach and using statistical methods to validate the improvement.

Control: Institutionalize the improved system by adjusting compensation systems,

incentives, policies and procedures, MRPs, budgets, operating instructions, and other

management systems. You may want to use systems such as ISO 9000 to ensure the

authenticity of the documents (Karaman and Ali, 2010).

2.2. Organizational Structure of Six Sigma Strategy

Successful management must establish a platform to ensure that performance improvement

activities have the resources to ensure successful implementation of the strategy, failure to

provide this infrastructure is the first reason 80% of all TQM applications have failed in the

past (Linderman, 2007).

The Leader: The Six Sigma strategy came to change key business value streams that

cross regulatory barriers. This is the means by which the organization's strategic goals are

achieved, and no effort can be led or led by anyone other than the CEO who is responsible for

the performance of the organization as a whole. Where the Six Sigma strategy must be

implemented from the top of the organizational hierarchy to the bottom, the goal of this

position is to lead the way of thinking, tools and procedures related to the Six Sigma approach

and helps members maintain Six Sigma practices and be responsible for implementing plans

for implementing the Six Sigma approach (M-Porter, 1993).

Heroes and Sponsor: They are high-level individuals who understand the Six Sigma

strategy and are committed to its success in large organizations and lead the implementation

of the strategy a high-level hero, such as the Executive Vice President and in all institutions

there are heroes other than the official leaders who use the Six Sigma strategy in their daily

work and reach its message at every opportunity, as for the sponsors They are the owners of

processes and systems who help initiate and coordinate strategic improvement activities in

their areas of responsibility (Navin, 2005).

The main black belt: This is the highest level of technical and organizational

competence. Master Black belts provide the technical leadership of the Six Sigma strategy

and therefore must know everything the Black Belt knows, as well as understand the

mathematical theory underlying statistical methods. Master Black Belts should be able to

assist "Black Belts" in applying technical and statistical methods correctly and whenever

possible, statistical training should be conducted by Master Black Belt only. Otherwise, the

familiar "spread of error" phenomenon will occur, that is, the black belts pass mistakes to the

green belts, which convey greater errors to the team members. Thus it is necessary for black

and green belts to provide training through Master Black Belts (Pande, 2000).




Black Belt: It is one of the most important roles in the Six Sigma strategy, as the Black

Belt is a permanent job and this person investigates the opportunities for influencing change

and then applies them to achieve results. The Six Sigma teams (do not work effectively unless

there is a strong black belt that has many skills such as the ability to solve problems and

collect and analyze information and experience Organizational, leadership, training and good

managerial sense in addition to familiarity with project management, the Black Belt works

with the team assigned to the Six Sigma project and is responsible for these teams and for the

time to start the project and helps the team to build confidence in themselves and their work

and participate in their training and maintain continuity The project's aim to achieve the

expected results is usually the black belt of middle management and is described as the savior

who changes the organization and provides opportunities for change (Richard, 2002).

Green Belt: Green belts are leaders who are able to form and facilitate six sigma teams

and manage six sigma projects from the start which is the induction phase to completion. The

training consists of five days of training and is conducted in conjunction with project work the

training covers project management, quality management tools, quality control tools, solution

Problems, metadata analysis (Schroeder, 2006).

2.3. Difference Between Six Sigma and TQM strategy

Customer Orientation: Customer orientation is an important principle in quality management

Deming (2000) and other quality scientists have always emphasized the importance of

understanding customer requirements, and the new in the Six Sigma strategy is the

unprecedented emphasis and support that was developed for this principle, and the benefits of

the project must be clearly visible From a customer and organizational perspective, customer

guidance is used as a principle for project selection and prioritization by the Project Selection

Committee (Kato, 2004).

Engaging in Leadership: The success of quality management efforts requires strong

support from senior management, and the Six Sigma strategy makes senior executives act as

champions and they participate directly in projects. This includes selecting the right projects

and receiving participation from the organization. Black belts (full-time improvement project

leaders) are chosen not only because of their technical knowledge but also their leadership

skills, and leadership must act proactively rather than wait until events reach, i.e. setting

ambition goals, constantly reviewing them, setting clear priorities and focusing on preventing

problems from occurring Instead of occurring and treating (Qual, 2001).

Continuous improvement at Organization Level: Six Sigma differs from traditional TQM

programs in that it requires the organization to use "black belts" and create an organizational

structure dedicated to improvement. The structure includes roles such as Green Belt, Black

Belt, Master Black Belt, and Champions. It is the agreement in Six Sigma to choose only the

best employees in the organization to fill in the black belt sites and this dedication leads to

effective improvement and makes efforts easy to measure (Grog, 2002).

The organized Method: Compared to previous quality programs, the Six Sigma strategy is

highly instructive in claiming that each project must strictly follow the combined DMAIC

method. This method supports structured exploration of the root causes and orderly control of

the process to produce the desired outcomes. Focusing on commitment in a standard way

helps create a common language across the organization, which is useful for creating and

disseminating knowledge (Davis, 2003).

Focus on the Meter: The Six Sigma strategy relies on focusing on metrics, whether in

customer service or financial management. The strategy emphasizes accurate tracking of

metrics to ensure benefits are obtained from improvement projects. All projects must have

Saad Alflayyeh


specific and clear goals that are expressed in standards such as Critical-to-Quality and each is

audited Project carefully on the desired benefits accrued and realized, and from a financial

standpoint and approved by the financial management of the organization or even the Chief

Financial Officer (Slack, 2004).

Profitable Cooperation: It means not isolationism, i.e. rapid movement and direct contact with

workers, knowing the opinions of customers, knowing their problems and spreading the spirit

of cooperation between departments and administrative structures in the form of a single team

and avoiding creating a spirit of individual competition, but rather the goal of creating the

spirit of cooperative work to compete to provide the best service free of defects, and thinking

for One issue offering the best for customers (Wacker, 2004).

Attitude towards mastery and tolerance of mistakes: The two approaches are

complementary, so adopting the Six Sigma strategy and adopting new and advanced methods

there must be risks and fears of possible consequences and errors. Therefore, if any institution

aspires to reach a high degree of mastery, it must accept the idea of setbacks and obstacles.

What is required is the ability to manage and overcome these crises (X-Zu, Fredendall, and

Douglas, 2008).

2.4. Vital Challenges in Implementing Six Sigma Strategy

There are many challenges facing the implementation of the strategy and many research

matters have been identified in this research that may lead to fruitful insights and knowledge

of how to implement the strategy and its relationship to other concepts.

1. Weak communication between departments in the institution: As a result, it is

difficult for the employees of the institution to participate in the implementation of the

Six Sigma strategy, as well as poor training on the job and the presence of real and

effective leadership (Zhang and Xu, 2008).

2. Poor financial financing: Failure to allocate sufficient financial resources to

implement the strategy is considered one of the most important obstacles, as experts

and training courses must be used to train workers inside and outside the work to

implement the strategy, all of which requires significant financial support (Vote, &

Huston, 2005).

3. Wrong allocation of resources: One of the most important constraints in which

enterprise management is located is the unjust distribution of the institution's

resources. In some institutions, the marketing aspect is concerned with the production

side, and the technological aspect is also concerned, and the training aspect is

neglected on these modern technologies (Valerie, 2006).

4. Lack of data: Lack of accurate data on the operations or the quality required to

implement the strategy, as the stage of data collection takes a lot of time too much

(Vincent, 2004).

5. Weakness of the regulatory system: The implementation of the Six Sigma strategy

requires great efforts in the various types of control operations, including forward

control, self-monitoring, and control that is carried out through feedback (Douglas,

2004).

6. The weakness of the technical system used: Oftentimes, enterprise management

does not believe in keeping pace with modern technological change, relying on

equipment and machinery in the factory, as they consider it luxury, not development

(Dave, 2006).

7. Weak performance evaluation system: There must be a fair and objective

performance evaluation system in order to evaluate the elements of the production




process in a correct and accurate manner, but in many cases the evaluation system is

weak, which causes many technical and administrative problems, and this is reflected

in the quality of work performance as a whole, including lack of interest in applying

modern quality strategies of Six Sigma (Darlene, 2004).

8. The absence of a system to measure customer satisfaction: Feedback operations,

including receiving complaints from customers and suppliers, are considered one of

the most important processes that give the management of industrial and service

institutions the correct data and information, which in turn contributes to improving

the quality of operations and products, and their omission is considered one of the

most important obstacles (Vincent & Joel, 2004).

9. Poor planning and non-linking plans to implement the strategy:

a) Reducing waste

The policy of reducing losses aims to reduce losses in all production processes and this policy

is characterized by that it helps to get rid of many of the losses that are usually considered

imperative because many view the time of adjusting the stomach as a natural matter and must

coexist with it, as is the case with regard to inventory and equipment breakdowns and waiting

times and times The transportation and waste reduction policy enables the waste to be greatly

reduced and make the production process very efficient. This policy (system) is called by

several names in English, such as: Just In time, Lean Production• Lean Manufacturing, etc.

(Douglas & Eric, 2004).

b) Improve service and quality

It comes through the application of the Six Sigma strategy to improve the service and quality

level by employing the four administrative processes (planning, organizing, directing and

controlling) in a correct and correct way in achieving the requirements of the customer or

consumer and accomplishing what gets their satisfaction with keenness to follow up after

consumption and obtain a customer evaluation of the product and work To continuously

improve product quality. The total quality management aims primarily to achieve the highest

levels of customer satisfaction through the products or services offered by matching the

requirements of the customer with the specifications of the products with accuracy and high

efficiency (Darlene, 2004).

c) Self-financing:

Importance of applying the Six Sigma strategy is to enable the institution to be able to self-

finance and is intended to use the funds of the institution itself, as well as the funds resulting

from the institution's operations and trade or savings in the financing needs of the institution.

In other words, the self-financing is that you do not resort to the search for an external

financier of the institution and there are several forms and methods of self-financing, the most

important and what is appropriate for the Six Sigma strategy is to reduce expenses: and it can

be considered indirect financing, where the expenses and expenses are reduced, and the

institution has provided Part of the funds are suitable to be financing that will be used for it

(Dave, 2006).

3. RESEARCH METHOD & SUGGEST SAMPLING

3.1. First: Human Field of Research

A random sample was taken from workers at the factories of the National Group of Industry

in Riyadh at different levels of administration and various specialties (senior management -

Saad Alflayyeh


engineers - technicians - workers - administrators) and the number (148) singles, where (168)

questionnaires were retrieved (11) questionnaires Of them, (9) other incorrect questionnaires

were excluded, so that the correct questionnaires on which statistical treatment depends (148)

are single.

3.2. Second: Spatial Field of Research

The National Corporation for Industry in Riyadh is one of the largest industrial groups in the

Kingdom of Saudi Arabia; the number of employees reaches 2300 employees, and includes a

number of strategic units that are interconnected among them to manufacture products with

international specifications:

National Foodstuff Factory: Produces various foodstuffs including juices and

tomato paste.

National Company for Containers: Produces cans and metal containers.

National Paper Products: a factory for producing all kinds of cardboard.

Al Watania Plastics: This factory produces a variety of plastic products that are

suitable for use in many industries.

National Building Materials: produces different types of bricks and tiles.

Capping Systems Factory - CAPEX: located in Dubai, it specializes in

manufacturing round and easy-to-open covers.

4. STUDY ANALYSES

4.1. Descriptive Statistics

Table (1) clarifies that the research sample is 67% male and 33% female, and this reflects that

the majority of males are in the factories of the National Industries Group, because the work is

more arduous than administrative work and the rest of the female work in administrative

work.

Table 1 Distribution of the Sample




In addition Table (1) Clarifies that the youth category represents the largest percentage of the study

sample, as it reaches 75% of the research sample.

4.2. Validity and Reliability Measurement

The validity and reliability of the research tool was measured, and the questionnaire list is

made up of 6 variables by measuring the Pearson correlation coefficient and the corrected

correlation coefficient for Spearman as follows:

Table 2 Shows the distribution of the variables of the research tool and the measurement of the

reliability and reliability coefficient

Probability

Value

Spearman

Probability

Value

Pearson

Correlation

Coefficient

Number of t

Paragraphs Study Variables S.No

0.000

0.870

0.865

5

The commitment and support of senior

management towards applying the Six

Sigma methodology

1

0.000

0.741

0.689

6

The policy of continuous improvement

by applying the Six Sigma methodology

2

0.000

0.789

0.741

6

Providing trained human cadres to apply

the Six Sigma methodology

3

0.000

0.845

0.862

6

The quality of production processes as a

result of applying the Six Sigma

methodology

4

0.000

0.736

0.624

4

Quality of products as a result of

applying the Six Sigma methodology

5

0.000

0.799

0.763

4

Customer focus policy according to Six

Sigma methodology

6

0.000 0.797 0.757 31 Total paragraphs / averages values

The previous table shows that the coefficient of stability of the axes is high between 0.624

and 8.65 by the Pearson coefficient method. For the stability of the study instrument, it must

not be less than 60%.

4.3. Arithmetic Mean and Standard Deviation

Table 3 Arithmetic Mean and Standard Deviation

Arrangement Standard

Deviation Arithmetic Mean Paragraph S. No

2

0.75

4.36

Senior management is concerned

with the quality of services and

products alike

1

1

0.72

4.55

Senior management is concerned

with achieving the highest levels of

quality in the industrial group

2

3

0.68

4.11

Senior management has a strategic

plan, one of its first goals is to

achieve total quality

3

5

0.66

3.99

A culture of quality is spread

among all managers in the

industrial group in all their

technical specializations

4

4

0.79

4.05

There is an independent quality

control department with senior

management powers to implement

the Six Sigma methodology

5

High Rate 0.72 4.21 Total Average

Saad Alflayyeh


Table (3) shows that the arithmetic mean of the variable are the commitment and support

of higher management and product quality ranges between 3.99 - 4.55 as the general average

is 4.16 which is high and with a standard deviation of 0.72 as the highest ratio which is the

paragraph (higher management is concerned with the quality of services and products alike)

And the lowest percentage of the paragraph is (quality culture is spread among all managers

in the industrial group over their various technical specializations) This reflects that there is

support from senior management to apply the Six Sigma methodology, but the quality culture

between managers is not published in the right way and this will cause an obstacle to the

application of the methodology Because it is supposed to Quality culture to spread all

administrative levels, not just senior management.

Table (4) shows that the arithmetic mean of the axis of the policy of improvement and the

quality of production processes range between 3.81 - 4.85 as the general average is 4.36

which is high and with a standard deviation of 0.85 as the highest ratio which is the paragraph

(quality standards and standards are updated in the industrial group) and the lowest paragraph

percentage

Table 4 Arithmetic mean and standard deviation for the responses of individuals searching for the axis

of continuous improvement policy by applying the Six Sigma methodology.

Arrangement Standard Deviation Arithmetic Mean Paragraph S.No

2

0.83

4.83

The level of product satisfaction

is continually evaluated by

consumers

1

4

0.91

4.22

Through forward control,

deviations are measured,

addressed and improved

2

3

0.86

4.64

There is statistical control at the

highest levels to address the

opinions of the beneficiaries of

the products

3

1

0.79

4.85

The industrial standards and

quality standards are updated

4

5

0.89

3.85

Measurement of product quality

is carried out by the beneficiaries,

technicians, engineers, and

workers.

5

6

0.80

3.81

Periodic reports on performance

quality are issued and circulated

to all employees of the industrial

group

6


It (periodical reports on the quality of performance are issued and circulated to all

employees of the industrial group) and this reflects that attention is being paid to everything

that is new about improving the performance of production processes within the industrial

group and there are statistical methods at the highest level to measure the application of the

Six Sigma methodology and measure the quality of performance, which reflects the Interest of

top management processes of continuous improvement

Table (5) shows that the arithmetic mean of the variable is to provide trained human

cadres to apply the six sigma methodology ranging from 3.93 to 4.73 as the general average is

4.33 which is high and with a standard deviation of 0.88 as the highest ratio which is the

paragraph (providing qualified and trained human resources is taken into account In the

improvement and development processes (and the lowest percentage of the paragraph is) the




vision and mission of the industrial group that focuses on quality and meeting the needs of

customers is published to workers through meetings and workshops held continuously) and

this reflects that the higher management believes in the importance of trained human cadres

because the improvement operations are only carried out from During the workers With

capabilities and high skills in general and on the knowledge and knowledge of the objectives

and methodology of Six Sigma in particular.

Table 5 Shows Arithmetic Mean and Standard Deviation for the responses of individuals searching for

an axis to provide trained human cadres to apply the Six Sigma methodology


Deviation Arithmetic Mean Paragraph S.No

2

0.93

4.66

The employees of the industrial group

have the skills and training courses

required to apply the Six Sigma

methodology

1

5

0.84

4.15

The employees of the industrial group

are trained in modern techniques and

technology to apply the methodology

2

3

0.96

4.36

Training on the Six Sigma

methodology will be part of the

comprehensive quality management

training plan

3

1

0.82

4.73

The provision of qualified and trained

human resources is taken into

consideration in improvement and

development processes

4

4

0.89

4.16

Industrial group employees are trained

on how to meet customer requirements

in accordance with specific quality

standards.

5

6

0.84

3.93

The vision and mission of the industrial

group that focuses on quality and

meeting the needs of customers for

workers is published through meetings

and workshops that are held

continuously

6


Table (6) shows that the arithmetic mean of the axis of the quality of production processes

range between 4.14 - 4.82 as the general average is 4.43 which is high and with a standard

deviation of 0.86 as the highest ratio, which is the paragraph (uses advanced technology and

statistical methods to design production strategies in the industrial group) and less The

percentage of the paragraph is (weaknesses are identified by forward control during

production processes and addressed before the product reaches the final stage) and this

reflects that advanced technology and technology dominates the idea of senior management

because it believes that the Six Sigma methodology cannot be applied nor a higher

achievement Quality in production processes except through advanced technology and

modern statistical methods, but it is clear that the front control operations during the

production process are not applied well from production management, but rather rely on

feedback reports, and this is not preferred when applying the Six Sigma methodology.

Saad Alflayyeh


Table 6 Arithmetic mean and standard deviation for the responses of the research personnel on the

axis of quality of production processes as a result of applying the Six Sigma methodology



6

0.82

4.14

Weaknesses are identified by front control

during production operations and addressed

before the product reaches the final stage

1

3

0.91

4.37

The Industrial Group's production

department relies on modern technical

methods used to gather information and to

evaluate quality control processes.

2

1

0.86

4.82

Advanced technology and statistical

methods are used to design production

strategies in the industrial group

3

2

0.79

4.72

Operations are relied upon to design work

methods for factory departments and

production lines

4

5

0.84

4.19

The industrial group has a system to reduce

the defects of production lines before

applying the Six Sigma methodology

5

4

0.99

4.32

The production processes have been fully

automated to follow the standards of

international quality standards ISO 9001.

6


Table 7 Arithmetic mean and standard deviation of the responses of individuals searching for the axis

of product quality as a result of applying the Six Sigma methodology



2

0.90 4.55 There is a way to measure costs and the

quantity of products damaged to control

product quality

1

1

0.88 4.65 There is a way to reduce production defects in

preparation for applying the Six Sigma

methodology

2

3

0.91 4.51 The products provided to customers are of

high quality and different from competitors'

products

3

4

0.89 4.34 Factory management is concerned with pre-

and after-sales service to distinguish its

products from competitors

4


Table (7) shows that the arithmetic mean of the axis of product quality range between 4.34

- 4.65, as the general average is 4.50, which is high and with a standard deviation of 0.89,

where the highest percentage, which is the paragraph (there is a clear mechanism to reduce

production defects in preparation for applying the Six Sigma methodology) and the lowest

ratio The paragraph is (the factory management is concerned with the service before and after

the sale to distinguish its products from competitors) and this reflects that the production

group in the industrial group has a good readiness to prepare for the application of six sigma

methodology in order to strive to control the quality of production processes and products and

also reflects that the industrial group has all its focus at this time on quality control a The

praise of the production process, not pre- and post-sale services at the present time




Table (8) shows that the arithmetic mean of the axis of product quality range between 4.09

- 4.94, where the general average is 4.65, which is high and with a standard deviation of 0.87,

where the highest ratio, which is the paragraph (applying the Six Sigma methodology, is one

of the most important goals of the industrial group to achieve the desires of customers) And

the lowest percentage of the paragraph is (there is an independent administration that follows

the top management in the organizational structure to receive customer complaints) and this

reflects that the most important priorities of the top management is the application of a six

sigma methodology in order to reach the fulfillment of customer desires and thus achieving

advanced positions in the local market and from there to the global markets and also reflects

this Proportions Paragraph with the last order that the administration of complaints does not

work well to achieve an ambitious customer and it is clear that the study of complaints in the

delayed presentation to senior management, delaying the application of Six Sigma

methodology as required to achieve competitiveness.

Table 8 Arithmetic mean and standard deviation for the responses of the individuals searching for the

focus of the customer focus policy according to the Six Sigma methodology



2

0.88

4.82

The industrial group has a Marketing

Research Department that analyzes customer

requirements

1

1

0.91

4.94

The application of the Six Sigma

methodology is one of the most important

objectives of the industrial group to achieve

the desires of customers

2

3

0.89

4.77

The industrial group has an advisory board

made up of clients and employees to take

their proposals for product and service

development

3

4

0.79

4.09

There is an independent department that

follows the senior management in the

organizational structure to receive customer

complaints

4


4.4. Validity of Core Hypothesis and Sub-Assumptions

Table (9) shows that the value of F (calculated) 7.654 is greater than the value of F (tabular)

2.646 and for this we reject the zero hypothesis and accept the alternative hypothesis where

there is a statistically significant effect relationship between in applying the Six sigma

methodology and the commitment and support of senior management in applying the

methodology Also, the receiver variable has commitment and support for senior management

(R2) with a percentage of (0.611) affected by the dependent variable applying the Six Sigma

methodology (R) with a ratio of (0.845), and this shows that whenever the higher

management adheres to applying the Six Sigma methodology, this is reflected positively on

the rest of the elements of applying the methodology and this The commitment comes by

setting a firm plan to implement the methodology and support management Crown and

administration of technical financially and morally in order to become a strategic goal on the

long-term goal and will appear in the operational plans of the industrial group, which achieves

excellence and competitiveness of its industrial products group.

Saad Alflayyeh


Table 9 Core & Sub-Hypothesis Test

Calculated F F Tabulated Sig R R2

7.654 2.646 0.000 0.845 0.611

Table (10) shows that the value of F (calculated) 8.122 is greater than the value of F

(tabular) 3.645 and for this we reject the zero hypothesis and accept the alternative hypothesis

where there is an effect of statistical significance between in the application of the method

(Six sigma) and the quality of the products and also that the future variable is quality Products

(R2) with a rate of (0.540) affected by the dependent variable. The impact of the Six Sigma

methodology (R) at (0.733). This shows that whenever the interest in applying the Six Sigma

methodology is reflected, this is reflected in the quality of the products, because the

ingredients for applying the Six Sigma methodology aim to improve Processes and

consequently, products are improved through continuous improvement and feedback resulting

from business opinions And beneficiaries as a result realized the competitive advantage of

industrial group in the industrial sector in the Kingdom of Saudi Arabia.

Table 10 Second Sub-Hypothesis Test


8.122 3.645 0.000 0.733 0.540

Table (11) shows that the value of F (calculated) is 5.497 whose value is greater than the

value of F (tabular) 1.753 and for this we reject the zero hypothesis and accept the alternative

hypothesis where there is a statistically significant effect relationship between in applying the

Six sigma methodology and the policy of continuous improvement and also that the future

variable Continuous improvement policy (R2) by (0.597) is influenced by the dependent

variable. The application of the Six sigma methodology (R) by (0.836). This shows that

whenever the interest in applying the Six Sigma methodology is reflected, this is reflected in

the adoption of the policy of continuous improvement, which is an inverse relationship as the

constituents of Six Sigma methodology is applied to the policy of continuous improvement,

and consequently, products and processes are improved Qiq employee satisfaction and as a

result achieved industrial group and leadership and competitiveness in the industrial sector in

the Kingdom of Saudi Arabia.

Table 11 Third Hypothesis test


5.497 1.753 0.000 0.836 0.597

Table (12) shows that the value of F (calculated) is 4,866 whose value is greater than the

value of F (tabular) 2.441 and for this we reject the null hypothesis and accept the alternative

hypothesis where there is an effect of statistical significance between in the application of the

method (Six sigma) and the quality of production processes and also that the receiver variable

The quality of productive processes (R2) by (0.388) is influenced by the dependent variable.

The application of the Six sigma methodology (R) at (0.741), and this shows that whenever

the interest in applying the Six Sigma methodology is reflected, this will improve the quality

of production processes by using statistical control methods of quality. Productive processes

As a result, the industrial group achieves leadership, and technology VS in the industrial

sector in the Kingdom of Saudi Arabia




Table 12 Fourth Hypothesis Test


4.866 2.441 0.000 0.741 0.388

Table (13) shows that the value of F (calculated) is 6.147, its value is greater than the

value of F (tabular) 3.101 and for this we reject the null hypothesis and accept the alternative

hypothesis where there is an effect of statistically significant effect between the application of

the Six sigma methodology and the policy of focusing on customers and also that The future

variable The policy of focusing on customers (R2) by (0.233) is influenced by the dependent

variable. The application of the Six sigma methodology (R) by (0.644). The application of the

methodology is to improve the operations and then improve the products, and in this way

customer satisfaction is achieved and as a result the group has achieved Industry leadership

and competition in the industrial sector in the Kingdom of Saudi Arabia.

Table 13 Fifth Hypothesis Test


6.147 3.101 0.000 6.444 0.233

Table (14) shows that the value of F (calculated) is 5.127, its value is greater than the value of

F (tabular) 2.121 and for this we reject the null hypothesis and accept the alternative

hypothesis where there is a statistically significant effect relationship between in applying the

Six sigma method and providing trained human cadres to apply the methodology and also The

receiving variable is to provide trained human cadres to apply the methodology (R2) at a rate

of (0.255) influenced by the dependent variable applying the methodology (Six sigma) (R) at

(0.744), and this shows that whenever the interest in applying the Six Sigma methodology is

reflected in the importance of providing human cadres Trained to apply the methodology, and

this requires specialized training programs that he can only absorb if available I have the

industrial group human cadres with certain efficiency and as a result achieved leading

industrial group and compete in the industrial sector in the Kingdom of Saudi Arabia.

Table 14 Sixth Hypothesis Test


5.127 2.121 0.000 0.744 0.255

4.5. Verifying the Validity of Second Hypothesis

There is no statistically significant effect relationship between the opinions of the study

sample on the availability of the ingredients for applying the Six Sigma methodology and the

following demographic variables for them such as (gender, age, experience, educational

qualification, specialization) at the level of significance (0.05)

Table 15 Multiple Regression Analysis tests to measure the effect of gender on availability of the

ingredients for applying the Six Sigma

Dependent variable (R) (R2) Calculated F DF Sig β T Sig

The ingredients of

applying Six

Sigma

methodology

0.798 0.811 37.051 148 0.000 0.206 3.111 0.044

The previous table shows the presence of a statistically significant effect between the

components of applying the Six Sigma methodology and the gender variable if the correlation

coefficient reached (0.798) at the significance level (0.05) while the limiting coefficient

Saad Alflayyeh


reached (0.811) as the degree of impact (0.206) of the independent sex variable and confirms

the significance of the effect The calculated value of F, which amounted to (37.051), which is

a function at the level of (0.05). This shows that the industrial group males occupy technical

and engineering jobs, which in turn are interested in applying the Six Sigma methodology to

achieve efficiency and effectiveness in their work and to improve the outputs of the

production process, and therefore the nil assumption is accepted and we accept the hypothesis

alternative.

Table 16 multiple regression analysis tests to measure the effect of age on the availability of the

ingredients for applying the Six Sigma methodology in the industrial group


The ingredients of

applying Six Sigma

methodology

0.803 0.736 34.145 156 0.000 0.198 2.897 0.049


components of the Six Sigma methodology and the age variable if the correlation coefficient

reached (0.803) at the significance level (0.05). As for the determination coefficient it reached

(0.736) and the degree of impact (0.198) for the independent age variable and confirms the

significance of the effect The calculated value of F, which amounted to (34.145), which is a

function at the level of (0.05), and this shows that the age variable reflects that whenever

young people are assigned to technical and engineering jobs, they are very interested in

improving the production process because they have the energy in dealing with modern

technology and new statistical techniques, and therefore the assumption is rejected. Nihilism

and accept hypothesis a Alternative.

Table 17 multiple regression analysis tests to measure the effect of experience on the availability of

the ingredients for applying the Six Sigma methodology in the industrial group


The ingredients of

applying Six Sigma

methodology

0.764 0.864 36.465 163 0.000 0.236 2.598 0.041


elements of the application of the six sigma methodology and the experience variable if the

correlation coefficient reached (0.764) at the significance level (0.05) while the limiting

coefficient has reached (0.864) as the degree of impact (0.236) of the independent variable

has experience and confirms the significance of the effect The calculated value of F, which

amounted to (36.465), which is a function at the level of (0.05), and this reflects the

importance of the elements of expertise in the industrial group to apply the six sigma

methodology as it is a large degree of complex statistical operations and writing reports needs

specialists in statistical control of quality and on this basis the assumption is rejected Nihilism

and accept alternative hypothesis.

Table 18 multiple regression analysis tests to measure the effect of the educational qualification on the

availability of the ingredients for applying the Six Sigma methodology in the industrial group


The ingredients of

applying Six Sigma

methodology

0.836 0.639 35.878 153 0.000 0.296 3.879 0.048


components of the Six Sigma methodology application and the academic qualification

variable if the correlation coefficient reached (0.836) at the significance level (0.05), while the




determination coefficient reached (0.639), and the degree of impact was (0.296) for the

independent qualification of the academic and confirms The significance of the effect was the

calculated F value which reached (35.878), which is a function at the level of (0.05), and that

reflects that whenever higher qualifications are available in the industrial group, this leads to a

good application of the methodology as the higher qualifications and graduates of engineering

and business administration colleges have a good qualification to apply the methodology and

also encourage Senior management of the Innovation and research in the field of production

management and total quality management needs to graduate qualifications and the owners of

graduate also it is rejected null hypothesis and accept the alternative hypothesis.

Table 19 Multiple Regression Analysis tests to measure the effect of specialization on the availability

of the ingredients for applying the Six Sigma


The ingredients of

applying Six

Sigma

methodology

0.798 0.865 37.145 138 0.000 0.311 2.598 0.047

The previous table shows that there is a statistically significant effect between the

components of the Six Sigma methodology and the specialty variable if the correlation

coefficient is (0.798) at the significance level (0.05). The calculated value of F, which

amounted to (37.145), which is a function at the level of (0.05), and this reflects that the

management of the industrial group is investigating the accuracy of the recruitment processes

according to the available qualifications in the labor market and keeping pace with the

required factory specializations.

5. STUDY FINDINGS

There is support from the top management to apply the Six Sigma methodology, but the

quality culture among managers is not spread in the right way, and this will cause an obstacle

to the application of the methodology, because the culture of quality is supposed to spread at

all administrative levels, not only senior management In addition, there are statistical methods

at the highest level to measure the application of the Six Sigma methodology and to measure

the quality of performance, which also reflects the interest of senior management in the

processes of continuous improvement.

Also, the higher management believes in the importance of trained human cadres because

the improvement operations can only take place through labor with high capabilities and skills

in general and with knowledge and knowledge of the goals and methodology of Six Sigma in

particular.

Forward control operations during the production process are not applied well from

production management. Rather, they depend on feedback reports. This is not preferred when

applying the Six Sigma methodology. Also, the industrial group has all its focus at this time

on controlling quality during the production process and not pre- and post-sale services at the

present time.

Complaints management does not work well to achieve customer ambition, and it is clear

that studying complaints delays in submitting to senior management, which delays the

application of the Six Sigma method as required achieving competitiveness.

The first major hypothesis has been proven to be valid. There is a significant correlation

between the application of Six Sigma methodology and the achievement of the competitive

advantage of the national industries in the Kingdom of Saudi Arabia.

Saad Alflayyeh


The second main hypothesis has been validated, as there is a significant relationship of

statistical significance between the opinions of the study sample on the availability of the

ingredients for applying the Six Sigma methodology and the following demographic and

functional variables to them such as (gender, age, experience, educational qualification,

specialization).

The hypotheses have been validated that there is a statistically significant effect

relationship between the application of Six Sigma methodology and product quality, the

policy of continuous improvement, the quality of production processes, the policy of focusing

on customers, the provision of trained human cadres.

The research questions were answered and it is true that the Six Sigma methodology can

be applied in the industrial establishments in the Kingdom of Saudi Arabia, because it has

many capabilities and ingredients that make it able to apply the methodology. This reflects the

quality of products and outputs in general, and the application of Six Sigma standards will

contribute effectively to achieving the competitive advantage of the national industries.

6. RECOMMENDATIONS

Paying attention to the generalization of the Six Sigma concept and emphasizing the

possibility of using it in industrial establishments because of its scientific importance through

reducing industrial errors and improving product quality. Emphasizing the importance of

supporting senior management by committing to applying the Six Sigma methodology and

putting it in strategic and operational plans for industrial institutions. Clarifying the

relationship between the concept of total quality management and the application of the Six

Sigma methodology. Enriching libraries with specialized references on production and

operations management, total quality management and six sigma methodology in both Arabic

and foreign languages, especially in the Arabic language, so that they are accessible to all

experiences in the Kingdom of Saudi Arabia.

Encouraging aspects related to translating the numerous literature and theories on

applying the Six Sigma methodology and introducing it in scientific courses in various

universities, to benefit from it in the process of modernization and development in the

Kingdom of Saudi Arabia at this stage. Setting customers' desires as a priority for industrial

organizations to use and use the latest strategies to improve the quality of production

processes, including achieving customers ’desires.

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