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This chapter covers total quality management (TQM) with respect to the Lean and Six Sigma methods used to improve the effectiveness and efficiency of hospitality operations. In the first section, TQM is discussed. In the second section, Lean and Six Sigma techniques are examined individually. Then, Lean and Six Sigma are connected with an example of a housekeeping case study that applies both methodologies. In the third section, business analytics are explored and statistical process control analysis is demonstrated using a hotel room cleanliness example. The fourth section summarizes the concepts of change management, which is critical for embracing the philosophies of TQM. Finally, project management is discussed in the fifth and last section.

The purpose of this paper is to reduce or eliminate the overall equipment effectiveness (OEE’s) speed loss in a lean manufacturing environment.

This action research study uses the lean manufacturing 5-whys analysis technique to reduce or eliminate the speed loss.

The application of the 5-whys analysis technique in a manufacturing industry (XYZ Corporation) completely eliminated its top speed loss and resulted in a valuable savings of USD 32,811.5 per annum.

The 5-whys analysis technique which has been primarily known to improve the OEE’s quality loss and changeover loss has been proven to be an effective approach to also tackle speed loss; a loss which has been regarded as the most dominating loss among all the types of OEE’s losses and a difficult one to eliminate.

Little or no attempt has been made to date to expand the use of the 5-whys analysis technique beyond its originally intended purpose. The lessons learnt in this study could be applied to other organizations. The outcome of the study has also opened the possibility of widening the horizon of the use of the 5-whys analysis technique beyond its original intended objective and could be applicable to solve other losses of OEE and non-value added activities of lean philosophy in general.

This paper seeks to document an approach to reduce scrap losses using the root cause analysis technique in a lean manufacturing environment.

The study uses lean manufacturing root cause problem solving (RCPS) technique. The study starts with the collection phase, followed by the analysis phase and ends with the solution phase. Supporting data are presented using a Pareto chart to prioritise wastage in order to be more focused for improvement. The Toyota Production System's 5‐whys analysis is performed to analyse the cause of wastages, to formulate and implement corrective actions.

The application of the 5‐whys analysis in a manufacturing industry (XYZ Corporation) provides a fact‐based and structured approach to problem identification and correction that not only reduces, but also totally eliminates defects. Corrective action has permanently eliminated the top defect, which is the “last piece material scratch” and this results in zero scrap thereafter. In this study it was also proven that with sound understanding of manufacturing coupled with possible solutions using the 5‐whys analysis the authors were not only able to eliminate waste, but also to do it with zero‐cost.

The approach documented in the paper can be extended to other areas in the manufacturing industry to help improve overall equipment efficiency, breakdown, time loss, customer complaints, etc.

The purpose of this paper is to go a step further from the traditional 5 Whys technique by adding three more legs during the root cause analysis stage – occurrence, human and systemic issues that contribute toward the problem, hence the term 3 × 5 Whys. Performing individual 5 Whys for these three components enables to identify deeper root cause(s) that may spawn across multiple groups within an organization.

Cause-and-effect analysis used during traditional root cause investigations within an 8D or Lean six sigma project is used as a theoretical foundation. Examples from different industries are presented showing the 3 × 5 Why’s framework and advantages it brings to the organization along with identifying shortcomings and suggestions to make it more effective.

If properly used this integrated methodology will reveal higher order systemic causes (e.g. policies or management decisions) stemming from lower lever symptoms (e.g. defective parts, procedural errors). Effective execution of this methodology can provide tremendous results in defect reduction, yield improvement, operational efficiency improvement and logistics management type of projects. Resolving higher level sources of problems allows an organization to evolve itself and maintain a competitive edge in the market.

Adopting this quality management technique in start-up companies entails some challenges and other implications have been discussed with SWOT analysis.

Examples from various sectors using 3 × 5 Why approach have been presented that show that this methodology provides deeper insight into root causes which could be affecting multiple groups in an organization. Using this technique effectively is found to be beneficial to resolve issues in operations management, logistics, supply chain, purchasing, warehouse operations, manufacturing, etc.

This methodology has a human component which often results in some sort of resistance as not all working professionals think alike when it comes to accountability and ownership of issues. This may hinder root cause analysis and subsequent corrective actions implementation.

This study is unique in its in-depth real-world case studies demonstrating the need for taking a deep dive approach to root cause analysis by understanding specific, system and human components responsible for causing the failure mode.

The purpose of this paper is to explore the dynamics of critical thinking (CT) in contrast with Six Sigma and the “5 Whys” approach that is used by many managers to conduct “Root cause analysis” in business process improvements.

The research integrates principles of traditional literature review with a reflective inquiry of a practitioner.

Six Sigma and its “5 Whys” methodology is insufficient in root cause analysis unless coupled with CT. The paper demonstrates that some extraordinary business successes were achieved by CT, while catastrophic failures were often the result of selective biases, rigid thinking, and/or tendencies to deal with steps of processes, isolated processes, and/or independent situations. Consequently, the paper identifies a new domain that can be added to training in Six Sigma and 5 Whys.

The study does not address specific ways to integrate CT into Six Sigma, 5 Whys, and/or root cause analysis in business process improvement initiatives. Future research is needed in this area.

The paper explores a new perspective to convalescing Six Sigma and 5 Whys methods. It provides a specific example and suggestions to help practitioners avoid faulty conclusions, while conducting investigations to improve business processes. It also opens the door for encompassing aspects of CT in Six Sigma training. As such, it benefits both practitioners and academics.

By using a nontraditional configuration approach, the purpose of this paper is to examine the effect of personality on entrepreneurial intention and success. Previous research has focused on why individuals become entrepreneurs and why some are more successful than others. However, most studies have investigated only single factors or primary personality traits. The current study investigates not only the strength of the personality-entrepreneurship link, but also clarifies the nature of the relationship.

Using two independent samples and an innovative regression-based pattern recognition procedure, the study investigates whether the nature of the personality-entrepreneurship relationship is driven by individuals’ absolute trait levels or by their idiosyncratic configuration of personality traits. The non-entrepreneur sample consisted of 225 business students in Eastern China, specializing in a variety of business subjects. The entrepreneur sample consisted of 120 business owners in a university entrepreneurial park in Eastern China.

Results support hypotheses that the two different types of entrepreneurship criteria are predicted by different personality profile effects. Entrepreneurial intentions are driven by individuals’ personality patterns (peaks and valleys in profiles). In contrast, entrepreneurial success is driven by personality levels (individuals’ relative standing on personality traits compared to other entrepreneurs).

The findings enrich the understanding of entrepreneurial personality. The more significant contribution of the present study was that it differentiated between personality profile pattern and level effects and investigated whether the nature of the personality-entrepreneurship relationship is driven by individuals’ absolute trait levels (i.e. how high or low they score compared to others), or by their idiosyncratic configuration of personality traits (i.e. their strengths and weaknesses).

The findings of this study may help entrepreneurs to figure out how to be successful running their own businesses, if they are not graced with a personality pattern that is not favorable to entrepreneurship. In addition, these findings can help entrepreneurship educators to understand how best to train entrepreneurs.

The adoption of both person-centered approach and process perspective of entrepreneurship allowed this study to make major contributions to entrepreneurial personality research.

Discusses the savings that can result from online reverse auctions for the specific case of buyer‐designed machined parts. Distinguishes between gross and net savings, and highlights factors that can reduce the magnitude of anticipated savings. Determines that the savings actually achieved are less than that reported by suppliers of online auction services for the type of buyer‐designed production materials under consideration. Examines the root cause of why managers use online reverse auctions to reduce the price of purchased goods and services. Concludes that the root cause of online reverse auctions is local optimization of the business system along functional, managerial, or financial dimensions, which in turn perpetuates chronic underutilization of valuable internal and external resources.

In implementing Six Sigma and/or Lean Six Sigma, a practitioner often faces a dilemma of how to select the subset of root causes from a superset of all possible potential causes, popularly known as root cause analysis (RCA). Generally one resorts to the cause and effect diagram for this purpose. However, the practice adopted for identification of root causes is in many situations quite arbitrary and lacks a systematic, structured approach based on the rigorous data driven statistical analysis. This paper aims at developing a methodology for validation of potential causes to root causes to aid practitioners.

Discussion has been made on various methods for identification and validation of potential causes to root causes with the help of a few real life examples for effective Lean Six Sigma implementation.

The cause and effect diagram is the frequently adopted method for identifying potential causes out of a host of methods available for such identification. The method of validation depends on the practitioners’ knowledge on the relationship between cause and effect and controllability of the causes.

The roadmap thus evolved for the validation of root causes will be of great value to the practitioners as it is expected to help them understand the ground reality in an unambiguous manner resulting in a superior strategy for cause validation and corrective actions.