ABSTRACTThis article presents a study of factors that influence discontinuance of Six Sigma quality programs and how the programs operate in an organizational context. This research is based on a multi-case study conducted in a company of the electronics manufacturing sector and another in the service sector of call centers. Intra-case and inter-case analyses were performed on data from interviews. Eleven factors were identified that, in varying degrees influenced discontinuance of the Six Sigma program. Among these, four were more relevant: 1) lack of alignment of the Six Sigma program with the company’s strategic objectives, 2) results and quality of projects and program did not meet expectations of senior management, 3) weak involvement of leaders with the program and, 4) inappropriate timing for the company’s adoption of Six Sigma. Conclusions of the research were that results of Six Sigma projects are more influenced by management and leadership (soft factors) than by technical, methodological or infrastructural factors (hard factors). This article also proposes a conceptual model that seeks to explain how these factors operate and interrelate to cause complete discontinuance of the Six Sigma program in the organization.