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1 – 10 of over 4000The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma…
Abstract
Purpose
The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components – management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure.
Design/methodology/approach
The study involved surveying 446 human resource and quality managers from 223 hospitals located in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument.
Findings
In total, 104 completed responses were received and analyzed using multivariate analysis of variance. Follow-up analysis of variances showed management support was significant, F(3, 100)=4.89, p < 0.01, η2=1.28; infrastructure was not significant, F(3, 100)=1.55, p=0.21, η2=0.05; and using Lean Six Sigma methods was also not significant, F(3, 100)=1.34, p=0.26, η2=0.04. Post hoc analysis identified group and development cultures having significant interactions with management support.
Practical implications
The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean Six Sigma initiative key components. This information assists hospital staff who are considering implementing quality initiatives by providing an understanding of what cultural values correspond to effective Lean Six Sigma implementation.
Originality/value
Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm’s influence can utilize strategies to better implement Lean Six Sigma.
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The purpose of this study was to examine patterns in the research contributions from individuals in the field to detect whether they reflect the evolution of academic discussion…
Abstract
Purpose
The purpose of this study was to examine patterns in the research contributions from individuals in the field to detect whether they reflect the evolution of academic discussion concerning integration of Lean and Six Sigma methodology over a fixed time period.
Design/methodology/approach
Data was gathered from a keyword search of articles in the SCOBUS data base to determine the most frequent contributors in the areas of Lean, Six Sigma and Lean Six Sigma research. Searches were carried out over five-yearly intervals from 2000 to 2015 and the twenty-one top contributors in each time period were identified.
Findings
The findings show that research contributions have moved away from looking at the single methodologies of Lean and Six Sigma and towards research based on the integrated Lean Six Sigma approach. The analysis also suggested that researchers may be publishing papers using different methodologies in response to different challenges in selecting the most appropriate tools to meet the needs of the specific issues they are addressing rather than advocating a particular approach.
Practical implications
For organizations to optimize performance a flexible approach would be beneficial with consideration being given to the specific issue and the correct tools and methodology selected from an integrated system or from Lean or Six Sigma systems alone.
Originality/value
This paper has originality in its’ consideration of the patterns of research contributions over a fixed time period as a reflection of the shift in debate from exclusive Lean or Six Sigma approaches to a more integrated Lean Six Sigma system.
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The purpose of this paper is to present the corporate views of the commonalities and differences between two of the most powerful methodologies for process improvement in…
Abstract
Purpose
The purpose of this paper is to present the corporate views of the commonalities and differences between two of the most powerful methodologies for process improvement in organisations.
Design/methodology/approach
The approach taken was to collate the viewpoints from various corporate professionals. Participants were chosen from different countries across the globe, with a median experience of 10 years as a quality professional with expertise in the field of both Lean and Six Sigma.
Findings
Thirty-one key points have been highlighted as findings, as a summary of viewpoints provided by the participants. Fourteen commonalities and 17 differences between Six Sigma and Lean were identified. Key findings were grouped under four categories – Approach, Customer, Focus and Organisation.
Research limitations/implications
The corporate opinions expressed in the paper are those of a few professionals selected for the study. It is important to capture the viewpoints of more such practitioners to arrive at sound and valid conclusions.
Originality/value
The paper provides an excellent platform for both academicians and working professionals to understand the corporate views of commonalities and differences between the two powerful process improvement methodologies. The paper lays a platform for researchers to understand the applications of Six Sigma and Lean for process excellence.
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Alessandro Laureani and Jiju Antony
Identification of critical success factors (CSFs) for any continuous improvement initiative is important as it allows organisations to focus their efforts on these factors to…
Abstract
Purpose
Identification of critical success factors (CSFs) for any continuous improvement initiative is important as it allows organisations to focus their efforts on these factors to ensure a success. The purpose of this paper is to present the CSFs for the effective implementation of Lean Six Sigma and to analyze the implementation of Lean Six Sigma, focusing on the CSFs identified in the literature, through a survey of companies, geographically dispersed, from both the manufacturing and service industry.
Design/methodology/approach
The approach taken by authors in this study has two fundamental parts. The first part was to analyse the current literature on CSFs for all continuous improvement initiatives such as TQM, Lean, Six Sigma and Lean Six Sigma. The second part was to design a survey questionnaire based on the literature. The questionnaire was sent to 600 companies (both manufacturing and service) and the response rate is approximately 17 per cent.
Findings
Analysis of key findings highlighted that the most important factors are: management commitment, cultural change, linking Lean Six Sigma to business strategy and leadership styles. The results also revealed that the least important factors are linking Six Sigma to HR rewards and extending Lean Six Sigma to supply chain.
Research limitations/implications
A sample size of 101 companies is not sufficient to generalise our key findings. This will be rectified by carrying out further surveys in the forthcoming months and making this investigation a longitudinal study. Moreover, the authors have to execute semi‐structured interviews to obtain a better understanding of the current practice of Lean Six Sigma in participating organisations. An online survey was administered for this study; however future semi‐structured interviews with employees in those companies would enable one to have a better understanding of their practice of Lean Six Sigma programmes.
Originality/value
Although there are a number of papers published on CSFs of Lean and Six Sigma, it was found that there is a dearth of literature on CSFs of Lean Six Sigma implementation. The authors also compare and contrast the CSFs in both manufacturing and service organisations. The results showed what the most and least important factors are for a successful implementation of Lean Six Sigma, providing valuable insights for organizations which will be embarking on this journey.
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Jiju Antony, Bryan Rodgers and E.V. Gijo
The purpose of this paper is to demonstrate the widespread but fragmented application of Lean Six Sigma within the UK public sector, providing the context of some of the…
Abstract
Purpose
The purpose of this paper is to demonstrate the widespread but fragmented application of Lean Six Sigma within the UK public sector, providing the context of some of the challenges faced within the sector as well as some of the successful applications of Lean Six Sigma. The paper fundamentally seeks to challenge the concept that Lean Six Sigma is not suitable for use in the public sector.
Design/methodology/approach
A summary of the challenges facing the public sector is shown from current literature and this is presented as drivers for change. A number of successful applications of Lean Six Sigma are then evidenced demonstrating examples across areas of the public sector.
Findings
This paper concludes that while Lean Six Sigma is applicable to the UK public sector additional work is required to better evidence the benefits and return on investment that can be delivered as well as considering more holistic approaches on an agency wide basis.
Research limitations/implications
This paper seeks to contribute to and broaden the limited body of evidence of the applicability of Lean Six Sigma to the UK public sector and identifies areas for further research and review.
Practical implications
Understanding the applicability of Lean Six Sigma affords opportunities to public sector agencies in the current budget climate but additionally affords ways in which quality of service can be enhanced. In some cases, it provides opportunities to meet new statutory requirements around community empowerment.
Originality/value
The paper contributes to the body of evidence that demonstrates the effectiveness of Lean Six Sigma within the public sector and suggests opportunity for those agencies to meet funding challenges faced across the UK.
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Arish Ibrahim and Gulshan Kumar
This study aims to explore the integration of Industry 4.0 technologies with lean six sigma practices in the manufacturing sector for enhanced process improvement.
Abstract
Purpose
This study aims to explore the integration of Industry 4.0 technologies with lean six sigma practices in the manufacturing sector for enhanced process improvement.
Design/methodology/approach
This study used a fuzzy decision-making trial and evaluation laboratory approach to identify critical Industry 4.0 technologies that can be harmonized with Lean Six Sigma methodologies for achieving improved processes in manufacturing.
Findings
The research reveals that key technologies such as modeling and simulation, artificial intelligence (AI) and machine learning, big data analytics, automation and industrial robots and smart sensors are paramount for achieving operational excellence when integrated with Lean Six Sigma.
Research limitations/implications
The study is limited to the identification of pivotal Industry 4.0 technologies for Lean Six Sigma integration in manufacturing. Further studies can explore the implementation challenges and the quantifiable benefits of such integrations.
Practical implications
Integrating Industry 4.0 technologies with Lean Six Sigma enhances manufacturing efficiency. This approach leverages AI for predictive analysis, uses smart sensors for energy efficiency and adaptable robots for flexible production. It is vital for competitive advantage, significantly improving decision-making, reducing costs and streamlining operations in the manufacturing sector.
Social implications
The integration of Industry 4.0 technologies with Lean Six Sigma in manufacturing has significant social implications. It promotes job creation in high-tech sectors, necessitating advanced skill development and continuous learning among the workforce. This shift fosters an innovative, knowledge-based economy, potentially reducing the skills gap. Additionally, it enhances workplace safety through automation, reduces hazardous tasks for workers and contributes to environmental sustainability by optimizing resource use and reducing waste in manufacturing processes.
Originality/value
This study offers a novel perspective on synergizing advanced Industry 4.0 technologies with established Lean Six Sigma practices for enhanced process improvement in manufacturing. The findings can guide industries in prioritizing their technological adoptions for continuous improvement.
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The purpose of this paper is to provide a critical analysis of publications relating to the use of continuous improvement (CI) methodologies, such as Lean, Six Sigma and Lean Six…
Abstract
Purpose
The purpose of this paper is to provide a critical analysis of publications relating to the use of continuous improvement (CI) methodologies, such as Lean, Six Sigma and Lean Six Sigma over a 17-year period, to identify the themes and gaps, while informing the development of a future research agenda.
Design/methodology/approach
The systematic literature review identified 121 papers published between 2000 and 2017 from searches of over 1,400 peer-reviewed academic journals and also identified the application of Lean, Six Sigma and Lean Six Sigma across the public sector.
Findings
This research compares the scale and breadth of the public sector with the application of CI methodologies and finds that such application is unstructured and, in some areas, sporadic. The research identifies common themes and research gaps including areas such as lack of shared understanding of Lean, gaps in strategy development and leadership and an overfocus on tools alone.
Research limitations/implications
The methodology is focussed on the journals rated in the ABS Journal Guide 2015, which allowed manual searches for accuracy and relevance to the area of investigation. It is recognised that this may exclude some articles which have been published in other journals but allowed for a structured and detailed investigation. The research identifies some very clear gaps which can inform future research agendas.
Practical implications
The paper details the implications and challenges to the public sector, generally, and to executive leadership, specifically, and, in particular, covers the common issues and concerns, which in turn will assist public sector organisations in implementing, reviewing or refreshing their CI initiatives.
Originality/value
No similar work has been conducted and while some individual areas such as health and education have been the subject of more focus, this research explores the public sector as a whole and considers the patterns of research in that context.
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The purpose of this paper is to present the fundamental and critical differences between two of the most powerful methodologies in a process excellence initiative in any…
Abstract
Purpose
The purpose of this paper is to present the fundamental and critical differences between two of the most powerful methodologies in a process excellence initiative in any organisation.
Design/methodology/approach
The approach taken was to collate opinions from a number of leading academics and practitioners from five different countries. It was also important to ensure that all participants have a good knowledge and expertise in the field of both Lean and Six Sigma methodologies.
Findings
Although both methodologies are focused on process and quality improvement, Lean is formalisation and codification of experience and judgement which is not a feature of Six Sigma. Lean emphasises speed and waste, however Six Sigma emphasises variation, defects and process evaluation.
Research limitations/implications
The viewpoints expressed in the article are those of a few academics and practitioners. It is important to capture the viewpoints of more academics and practitioners to arrive at sound and valid conclusions.
Originality/value
The paper provides an excellent resource for many researchers and for practitioners who are engaged in research and applications of the most two powerful methodologies for achieving and sustaining operational excellence. It is also critical to understand the fundamental differences between these two methodologies.
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