Index

Alessandro Laureani (Independent Lean Six Sigma Scholar, Ireland)
Jiju Antony (Heriot-Watt University, UK)

Leading Lean Six Sigma

ISBN: 978-1-80071-065-8, eISBN: 978-1-80071-064-1

Publication date: 8 June 2021

This content is currently only available as a PDF

Citation

Laureani, A. and Antony, J. (2021), "Index", Leading Lean Six Sigma, Emerald Publishing Limited, Bingley, pp. 127-129. https://doi.org/10.1108/978-1-80071-064-120211010

Publisher

:

Emerald Publishing Limited

Copyright © 2021 by Emerald Publishing Limited


INDEX

Affiliative leader
, 5–6

Agile and Lean Six Sigma
, 87, 89, 91–92

commonalities and differences
, 89

integrating
, 91

Agile Manifesto
, 87–88

principles of
, 88

Ambidextrous organization
, 84

American Society for Quality (ASQ)
, 45

Architectural innovations
, 84

Artificial intelligence (AI)
, 93

Behavioural integrity of leader
, 10–11

Behavioural perspective
, 4

Bonus schemes
, 47

Bottom-up approach
, 72–73

Bureaucratic leaders
, 5–6

Business strategy
, 70, 79

Catchball
, 81

Cause and Effect Diagram
, 86

Collective problem identification
, 29, 57–58

Communication/awareness
, 33–36

Communicative mechanisms
, 22–23

Competency perspective
, 4

Connection, competence and character (three Cs)
, 29–30, 57

Constancy of purpose
, 11

Contingency perspective
, 4

Cpk
, 86

Critical success factor (CSF)
, 1, 13, 18

average importance scores
, 17

for Lean Six Sigma
, 3, 14, 19

Cronbach’s alpha coefficient
, 14

Culture

of acknowledging problems
, 57–58

change
, 36, 55, 73

Define, measure, analyse, design, optimize, verify (DMADOV)
, 86

Define, measure, analyse, improve, control problem-solving methodology (DMAIC problem-solving methodology)
, 86

Design for Lean Six Sigma (DFLSS)
, 85

Effective communication
, 22

systems and strategies
, 23

systems and structures
, 34

Employees

addressing employee concerns
, 58–60

employee motivation/teamwork
, 46–48

involvement
, 55–56

motivation
, 11

win hearts and minds of
, 56–63

Exploratory factor analysis (EFA)
, 15–16, 19

Financial accountability
, 18–19

Financial rewards
, 47

Fourth industrial revolution. See Industry 4.0

Full time equivalent (FTEs)
, 59

General Electric (GE)
, 26

Green Lean initiatives
, 109

Higher Education and Training Awards Council (HETAC)
, 45

Hoshin Kanri (strategy deployment tool)
, 77–79

and PDCA cycle
, 78

for selection and prioritization of Lean Six Sigma projects
, 80–82

Inclusive bonus structure
, 60–61

Inclusive language
, 61–63

Incremental innovations
, 84

Industry 4.0
, 108

Lean Six Sigma in
, 108–109

Innovation and Lean Six Sigma
, 83–87

Leadership
, 3, 10, 18, 67

commitment
, 26

commitment to Lean Six Sigma
, 50–53

and Lean Six Sigma
, 10–11

perceptions of Lean Six Sigma
, 49–50

styles
, 5–6, 73–74

theories
, 4

traits
, 7, 9, 19, 31–32

transparency
, 56

Leadership dependency model
, 93, 100, 103–104, 106

interview respondents
, 94–95, 102–103

matrix of coding pattern
, 97

impact of sector
, 99–100

impact of size of organization on leadership
, 96–99

traits
, 104–106

Lean principle
, 36

Lean Six Sigma (LSS)
, 1, 3, 13, 16–17, 34–35, 93

critical success factors
, 14–19

deployment
, 10, 34, 55, 65

emerging themes of leadership for
, 106–111

emerging trends
, 107

employees’ involvement and
, 55–56

hierarchical roles, responsibilities and relations
, 66–68

in industry 4.0
, 108–109

interviewees’ positions and level of
, 20

launching
, 66–69

leadership
, 3, 10–11

leadership commitment to
, 50–53

leadership perceptions of
, 49–50

leadership traits for effective deployment of
, 19–32

management
, 69–71

momentum in spite of external forces
, 69–70

as part of holistic improvement strategy
, 110–111

project selection and prioritization
, 79–80

research methodology
, 13–14

resources
, 68–69

set-up metrics and reviews
, 70–71

supportive cultural environment
, 71–73

survey respondents
, 15–16

and sustainability
, 109–110

sustaining
, 71–74

win hearts and minds of employees
, 56–63

Level 5 leader
, 5–6

Middle management
, 68

Minitab
, 44

Non-financial rewards
, 46–47

NVivo 9
, 20

Operational excellence (OpEx)
, 1, 93

Organization management
, 67

Organization’s leader
, 33

communication/awareness
, 33–36

employee motivation/teamwork
, 46–48

leadership commitment to Lean Six Sigma
, 50–53

leadership perceptions of Lean Six Sigma
, 49–50

training
, 36–45

Pareto Chart
, 86

Participative leader
, 5–6

Plan-Do-Check-Act cycle (PDCA cycle)
, 78

Hoshin Kanri and
, 78

Problem-solving
, 29, 57–58

Process Capability
, 86

Project management
, 16–17

Reward system
, 46–47

Rewards for employees
, 48

Risk-Driven Business Model, The
, 85

Roles, responsibilities and relations (three Rs)
, 24, 66

Salary increments
, 47

Servant leader
, 5–6

Service processes
, 100

Six Sigma
, 5–6

Small and medium-sized manufacturing enterprises (SMEs)
, 3

Smart Products
, 108

Stakeholder engagement
, 91

Strategy deployment
, 77

Hoshin Kanri
, 77, 79–80, 82

Lean Six Sigma project selection and prioritization
, 79–80

Sustainability
, 109–110

Symbolic recognition gestures
, 47

Task-oriented leadership
, 4

‘Those-to-be-affected’ basis
, 35

Top talented staff, selection of
, 18

Top-down approach
, 72

Training
, 36–45

factors for selecting candidates for
, 38

format
, 42

Transactional leader
, 5–6

Transcendent leader
, 5–6

Transformational leaders
, 4–6

Trust building
, 29, 56–57

Value StreamMap
, 86

Visionary leader
, 5–6