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This research aims to establish the applicability of the International Organisation for Standardisation (ISO) 18404 standard to the service sector, identify any required amendments and identify the critical success factors and barriers to deploying the standard within the service sector.

The study used a qualitative approach by interviewing operational excellence (OPEX) professionals who work in the service sector.

The findings indicate a significant lack of knowledge about the existence of the standard and a general scepticism regarding the applicability of the current ISO 18404 standard to the service sector.

Limited examples of the application of ISO 18404 in organisations exist, as only a few organisations have adopted the standard. Therefore, the research focussed on the challenges and obstacles that experienced OPEX professionals perceived could be an issue.

The study will aid service sector organisations in understanding the standard and, subsequently, determine whether to pursue it as part of an OPEX programme. This research is the first study on the application of ISO 18404 to the service sector.

This paper aims to unearth the essential components of Six Sigma for successful deployment and sustainment of service quality in four different organizations in the United Arab Emirates (UAE). More specifically, the paper is intended to determine the motivation to apply Six Sigma, Voice of Customer, Key Performance Indicators (KPIs), Critical-to-Quality (CTQ), readiness factors, Critical Success Factors, sustainment measures, tools and techniques used, challenges/barriers and performance impact on the company.

An exploratory research methodology with multiple case study analyses was adopted to determine the answers to the research objectives. Four case studies from different service processes of four companies were analyzed. The case studies were collated from these companies via a case study protocol with pre-defined criteria.

The analysis shows that service operation improvement projects are primarily dependent on the voice of the internal customer, with return on investment in savings as the KPI of the process. Most organizations prefer cycle time and errors as the CTQs in the Six Sigma projects. Even novice users can effectively apply the Six Sigma methodology with external experts’ assistance, mentoring and interventions. Across the case studies, it is observed that the projects were successfully deployed due to the support of top management leadership, effective communication and cross-functional teams. Employee resistance to change is the common barrier observed during the case study analysis. Eventually, in all the four case studies, Six Sigma is executed with standard tools and techniques within the define, measure, analyze, improve, control (DMAIC) approach.

The present study’s findings cannot be generalized due to the limited number of case study analyses in different ecosystems in the UAE. The authors would like to analyse and report more case studies in service quality improvement through the Six Sigma methodology to comprehend and develop a generic roadmap for the deployment of Six Sigma in the UAE service industry.

The study’s findings provide insights into commonalities and differences between the essential factors of Six Sigma deployment and sustainability in UAE companies.

The study results might help the policymakers and key decision makers in UAE and other countries understand the effectiveness of Six Sigma in service quality improvement with its essential factors for deployment.

This study aims to investigate the adoption of Quality 4.0 (Q4.0) and assess the critical failure factors (CFFs) for its implementation and how its failure is measured.

A qualitative study based on in-depth interviews with quality managers and executives was conducted to establish the CFFs for Q4.0.

The significant CFFs highlighted were resistance to change and a lack of understanding of the concept of Q4.0. There was also a complete lack of access to or availability of training around Q4.0.

The study enhances the body of literature on Q4.0 and is one of the first research studies to provide insight into the CFFs of Q4.0.

Based on the discussions with experts in the area of quality in various large and small organizations, one can understand the types of Q4.0 initiatives and the CFFs of Q4.0. By identifying the CFFs, one can establish the steps for improvements for organizations worldwide if they want to implement Q4.0 in the future on the competitive global stage.

The concept of Q4.0 is at the very nascent stage, and thus, the CFFs have not been found in the extant literature. As a result, the article aids businesses in understanding possible problems that might derail their Q4.0 activities.

The aim of this study reported in this paper was to explore the application of operational excellence methodologies in a global context.

A qualitative interview approach was used to understand the current state, benefits, challenges, success factors, tools and techniques of operational excellence methodology implementation with relevance to logistics companies worldwide. About 16 interviews were undertaken with practitioners working in leading companies and with leading academics in Asia, Europe, Africa, North America, South America and Australia.

The findings show that operational excellence methodologies including Lean, Six Sigma, Lean Six Sigma and Agile can apply in logistics firms to improve operations and productivity and save costs. Top management support and involvement play an important role in the success of operational excellence projects in the logistics service.

The findings will be of interest to top and middle managers and logistics practitioners, with a dual aim of improving logistics performance and saving costs.

The present study has been one of the first global study attempts to explore the implementation of operational excellence methodologies in the logistics sectors.

The aim of this study is to determine the most critical success factors (CSFs) of lean adoption in a specific Greek public services subsector namely citizen's service centers (CSCs) and to define their underlying structure (latent constructs).

In this study an online structured questionnaire survey was distributed to all the Greek CSCs and six hundred and seventy-two employees responded and fully completed the questionnaire. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were applied to assess the reliability and validity of the latent constructs of the Lean CSFs.

Data analysis revealed that the latent constructs of the lean CSFs, namely communication, top management commitment and leadership, organizational culture, training and education, change and project management, availability of resources, teamwork, and employee involvement and empowerment are of major importance for the adoption of lean in the CSCs.

The small percentage of the responding employees of the Greek CSCs, given their large population and the subjective nature of the data collected constitute the main limitations of the present study.

The findings of this research can guide managers and decision makers of CSCs in recognizing the key factors that potentially will influence the successful adoption of lean, and the enhancement of the quality management initiatives of these services organizations. Moreover, the formulated model can also serve as a reference for academics and researchers to generate new research ideas. Finally, the results may offer guidelines to managers of public services organizations of other countries with a similar structure of the public sector.

The present study is stimulated by the existing gap identified in the literature in the field of the public sector. Building on the public sector literature, this is the first study that evaluates the importance of the CSFs of lean in the Greek CSCs and defines their underlying structure.

The purpose of this global study is to investigate the critical failure factors (CFFs) in the deployment of operational excellence (OPEX) programs as well as the key performance indicators (KPIs) that can be used to measure OPEX failures. The study also empirically analyzes various OPEX methodologies adopted by various organizations at a global level.

This global study utilized an online survey to collect data. The questionnaire was sent to 800 senior managers, resulting in 249 useful responses.

The study results suggest that Six Sigma is the most widely utilized across the OPEX methodologies, followed by Lean Six Sigma and Lean. Agile manufacturing is the least utilized OPEX methodology. The top four CFFs were poor project selection and prioritization, poor leadership, a lack of proper communication and resistance to change issues.

This study extends the current body of knowledge on OPEX by first delineating the CFFs for OPEX and identifying the differing effects of these CFFs across various organizational settings. Senior managers and OPEX professionals can use the findings to take remedial actions and improve the sustainability of OPEX initiatives in their respective organizations.

This study uniquely identifies critical factors leading to OPEX initiative failures, providing practical insights for industry professionals and academia and fostering a deeper understanding of potential pitfalls. The research highlights a distinctive focus on social and environmental performance metrics, urging a paradigm shift for sustained OPEX success and differentiating itself in addressing broader sustainability concerns. By recognizing the interconnectedness of 12 CFFs, the study offers a pioneering foundation for future research and the development of a comprehensive management theory on OPEX failures.

This study investigates the challenges and opportunities that organisations face in implementing Quality 4.0 as an approach to quality management and investigate the current state of Quality 4.0 implementation.

This study uses a qualitative research methodology to interview senior managers from globally based manufacturing and service industries.

The study explicates that most organisations implemented Quality 4.0 to improve their flexibility, efficiency, transparency and productivity while focusing on improving service quality, customer satisfaction and reducing cost. In terms of sustainability of Quality 4.0 the key factors found were a consistent effort from the top management, continuous training to employees, building leadership quality and creating a habit of using Quality 4.0.

The findings of this study offer useful guidance to organisations desirous of implementing Quality 4.0. In addition, the findings have identified key sustainability factors, helping organisations ensure a successful implementation and long-term returns from Quality 4.0.

The findings of this study contribute to the body of knowledge related to Quality 4.0 and help organisations in their digital transformation journey. In addition, it is one of the first studies to investigate the key factors for Quality 4.0 sustainability.

The integration of Lean Six Sigma (LSS) and Industry 4.0 (I4.0) is in the nascent stage and promises to achieve new optimums in operational excellence. This study aims to empirically examine the enablers, barriers, benefits and application of I4.0 technologies in LSS and I4.0 integration.

A pilot survey was chosen as an appropriate methodology, as LSS and I4.0 integration is still budding. The survey targeted senior quality management professionals, quality managers, team leaders, LSS Black Belts and operations managers to collect the relevant research data. The questionnaire was sent to 200 respondents and received 53 valid responses.

This study reveals that “top management support” is an essential enabler for LSS and I4.0 integration. The most significant barrier was “poor understanding of data analysis” and “lack of top management support”. The findings further illustrated that LSS and I4.0 integration resulted in greater efficiency, lower operational costs, improved productivity, improved customer satisfaction and improved quality. Regarding I4.0 technology integration at different phases of LSS, the authors noticed that big data analytics and artificial intelligence (AI) are the most prominent technologies used in all phases of LSS implementation.

One of the limitations of this study is the sample size. LSS and I4.0 are emerging concepts; hence, obtaining a larger sample size is difficult. In addition, the study used non-parametric tests to analyse the data. Therefore, future studies should be conducted with large sample sizes across different continents and countries to understand differences in the key findings.

The outcomes of this study can be useful for organisational managers to understand the enablers and barriers before integrating LSS and I4.0 for adoption in their organisations. Secondly, it helps to convince top management and human resource personnel by providing a list of benefits of LSS and I4.0 integration. Finally, it can help decision-makers understand which I4.0 technologies can be used in different stages of LSS methodology.

LSS and I4.0 integration was studied at a conceptual level. This is the first empirical study targeted toward understanding the LSS and I4.0 integration. In addition, this study investigates the application of widely used I4.0 technologies in different phases of LSS.

The purpose of this study is to examine the critical failure factors (CFFs) linked to various types of process improvement (PI) projects such as Kaizen, Lean, Six Sigma, Lean Six Sigma and Agile. Proposing a mitigation framework accordingly is also an aim of this study.

This research undertakes a systematic literature review of 49 papers that were relevant to the scope of the study and that were published in four prominent databases, including Google Scholar, Scopus, Web of Science and EBSCO.

Further analysis identifies 39 factors that contribute to the failure of PI projects. Among these factors, significant emphasis is placed on issues such as “resistance to cultural change,” “insufficient support from top management,” “inadequate training and education,” “poor communication” and “lack of resources,” as primary causes of PI project failures. To address and overcome the PI project failures, the authors propose a framework for failure mitigation based on change management models. The authors present future research directions that aim to enhance both the theoretical understanding and practical aspects of PI project failures.

Through this study, researchers and project managers can benefit from well-structured guidelines and invaluable insights that will help them identify and address potential failures, leading to successful implementation and sustainable improvements within organizations.

To the best of the author’s knowledge, this paper is the first study of its kind to examine the CFFs of five PI methodologies and introduces a novel approach derived from change management theory as a solution to minimize the risk associated with PI failure.

The main objective of this study is to investigate the 7 new quality control or the 7 new management tools and their use in manufacturing organisations. This research investigates the understanding, knowledge of the tools and the level of application of the tools within the manufacturing sector. In addition, this paper aims to identify the benefits, challenges and critical success factors (CSFs) for the application of the 7 new quality control (QC) tools.

An online survey instrument was developed, and data collection was performed utilising a stratified random sampling strategy. The primary strata/clusters were formed by quality professionals working in all aspects of manufacturing organisations and functions. A total of 86 participants from different countries responded to the survey.

The main finding of this study is that 10% of participants within the manufacturing sector perceived that the 7 new QC tools could solve above 80% of organisational problems. Another relevant finding presented in this paper is that tree diagrams were the most utilised of the 7 new QC tools within the manufacturing sector. The least utilised tools are arrow diagrams. The common benefits of using 7 new QC tools in the manufacturing sector are helping people define, measure and analyse the problem areas or even prioritises them and providing some form of structure to the problem-solving efforts. This paper also revealed that the 7 new QC tools were most used in the manufacturing area but least utilised in the new products and research and development (R&D) functions. This work also presents a list of CSFs and challenges required to properly apply the 7 new QC tools in the manufacturing sector.

This study was just carried out in manufacturing organisations. It would be interesting to try and expand to services sectors and compare use within the services sector.

Authors understand that this is the very first empirical study analysing the use and understanding of the 7 new QC or management tools within the manufacturing sector. The results of this study represent an important first step towards a complete understanding of the applicability of these tools in continuous improvement programs on a global scale and the context in which they can be utilized.