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dc.contributor.advisorPage, Steveen
dc.contributor.authorHughes, Clare*
dc.date.accessioned2010-07-30T15:10:32Z
dc.date.available2010-07-30T15:10:32Z
dc.date.issued2010-06
dc.identifier.urihttp://hdl.handle.net/10034/108729
dc.description.abstractThis study looks at the six sigma training program that has been introduced within PCN Pharmaceuticals as a facet of change management. It examines the perceptions of a sample group on the subject of both a six sigma program and the management of change through the use of a questionnaire. This methodology is utilised in order to understand the perceptions around the implementation of the six sigma program after the initial roll-out. The research concludes that PCN needs to gain an understanding as to why a number of six sigma projects have not yet been completed despite attendance at six sigma training by site employees. The research findings reveal that there is not enough communication and support around the six sigma program, especially from the PCN management team. This communication also needs to reinforce the concept of change being central to the six sigma process. The research finds that the drivers for change within PCN are understood, along with the strategic goals and objectives. Furthermore, the research finds that an effective infrastructure needs to be put in place at PCN to support the six sigma program in order that it may be successful.
dc.language.isoenen
dc.publisherUniversity of Chesteren
dc.subjectsix sigmaen
dc.subjectchange managementen
dc.titleSix sigma as a facet of change management at PCN Pharmaceuticalsen
dc.typeThesis or dissertationen
dc.type.qualificationnameMBAen
dc.type.qualificationlevelMasters Degreeen
html.description.abstractThis study looks at the six sigma training program that has been introduced within PCN Pharmaceuticals as a facet of change management. It examines the perceptions of a sample group on the subject of both a six sigma program and the management of change through the use of a questionnaire. This methodology is utilised in order to understand the perceptions around the implementation of the six sigma program after the initial roll-out. The research concludes that PCN needs to gain an understanding as to why a number of six sigma projects have not yet been completed despite attendance at six sigma training by site employees. The research findings reveal that there is not enough communication and support around the six sigma program, especially from the PCN management team. This communication also needs to reinforce the concept of change being central to the six sigma process. The research finds that the drivers for change within PCN are understood, along with the strategic goals and objectives. Furthermore, the research finds that an effective infrastructure needs to be put in place at PCN to support the six sigma program in order that it may be successful.


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