Six Sigma has been developed and refined by American companies in an American culture. As such, it is based on American values and behaviours. This paper suggests that applying Six Sigma in other national cultures may find discrepancies between their cultural values and behaviours and the assumptions of how the Six Sigma process improvement methodology is to be implemented. A conceptual model utilising Hofstede's cultural dimensions is proposed to examine the potential national cultural impact at each stage of the Six Sigma process. Examples of cultural disparities in the Six Sigma methodology are presented utilising Hofstede's dimensions.
- National culture
- Six Sigma