The purpose of this paper is to explore the relationship between knowledge creation processes and the Six Sigma approach.
An integrated Six Sigma implementation process is proposed to explore knowledge creation opportunities within a Six Sigma program. A qualitative inquiry with thematic analysis which focuses on a TFT‐LCD (Thin Film Transistor‐Liquid Crystal Display) panel manufacturer and a glass substrates manufacturer is presented in order to identify how the Six Sigma program facilitates the knowledge creation process through the socialization, externalization combination and internalization (SECI) modes, and four types of space for knowledge creation, which are viewed as the different forms of ba, as proposed by Nonaka et al. , namely originating ba, interacting ba, systemizing ba and exercising ba.
This study contributes to integrating the domains of quality management and knowledge management research. The findings demonstrate the potential mediating effect of a Six Sigma knowledge‐creating system.
This study is limited in its research methodology, and the case studies are only two empirical illustrations of many other possible implementation processes. The author does not assume that these companies are paradigms or that their specific situations are applicable to all other business enterprises.
This architecture offers an initial model for an organization that wants to facilitate knowledge creation according to the prevailing Six Sigma approach, and further proceed with its knowledge management systems implementation to encourage the management of corporate knowledge and effectively enhance competitiveness.
