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Increasing competitive pressure from global markets and technological developments has resulted in the continual demand for business improvement philosophies and methodologies in operations management to address this challenge. The Six Sigma approach to business improvement has emerged in both the practitioner and academic literature as having a significant role in this area. There are many documented case studies of organizational applications of Six Sigma, where large‐scale improvements in defect and process measures have been attributed to this approach, mainly in the mass‐manufacturing sector. Moreover, there are claims, less well documented, that Six Sigma can be used as a change management approach at a strategic level and thus it can be applied to other sectors such as service industries. It is contended that there is a paucity of critical reviews of the Six Sigma literature, beyond that of descriptive accounts. Therefore, the aim of this paper is to critically review the literature of Six Sigma in relation to its effect on organizations and those that work in them. A broad theoretical perspective is used to guide the review process. The paper structure is based on the dichotomies within the Six Sigma literature, namely, what is Six Sigma — strategic change or operational methods; is Six Sigma a TQM appendage, or something new; will workers in a Six Sigma environment have more empowerment or be more controlled and is Six Sigma applicable to the service sector or only for that of the manufacturing sector?

This study aims to present the results of a comparative study on the most key reasons for the failure of sustaining activities of operational improvement (OI) methodologies from the different types of manufacturing enterprises that located in Vietnam.

This study presents survey results from 30 local manufacturing enterprises and 21 foreign direct investment (FDI) enterprises located in Vietnam – a developing country. The authors utilize a combination method to collect data, including online and direct survey. The targeted interviewees selected to answer the questionnaire are manufacturing managers and top managers working in productivity, quality, engineering and other departments in respective firms. The developed questionnaire is verified by five experts to ensure the validity and soundness.

The study uncover that 21 local enterprises (70%) have not issued standard forms for OI deployment and supervision, while 17 foreign enterprises (81%) have adopted a systematic management and clearly indicators for evaluation of OI outputs. In addition, the top three reasons for OI failure are differences between local and foreign enterprises. In term of OI methodologies, most of participated enterprises implemented Lean tools and principles while only 7.8% of the participated enterprises applied Six Sigma. Three vital findings are uncovered, including, first, 30% of local enterprises standardize and supervise forms of OI.

There is a limitation in sample size, with the number of participants of 51 enterprises. Among the participants, 27% of local enterprises are small and medium-sized enterprises (SMEs) while 60% of FDI enterprises from large-sized group. This was limited to making a generated conclusion in the comparison of failure factors between two types of enterprises. This partly affects the radical comparison of failure factors between local and FDI enterprises.

To the best of the authors' view, this is the first empirical study that compares the reasons for the failure for sustaining OI between local and foreign enterprises in a developing country. The result from this study will make contributions for further research in considering OI failure factors and then enhance effectiveness of OI methodologies in manufacturing companies.

The purpose of this paper is to explore the relationship between competitive strategy, total quality management (TQM), and continuous improvement of international project management (CIIPM).

Based on a literature review, a theoretical model and five hypotheses are developed. A cross‐sectional data set collected from 268 international project managers based in four countries is used to test the theoretical model.

The results from the statistical analysis suggest that competitive strategy does not directly influence the CIIPM performance, but it influences through the mediation of TQM practices. The results also suggest that “human resource‐based” TQM elements have stronger influence toward CIIPM performance than “technology‐based” TQM elements.

The study used four TQM variables, which originated from the MBNQA (1995) framework. Although the four variables are robust and sufficiently represent the TQM dimension, the multi‐dimensional nature of TQM practice can be investigated further. Further, the study only utilized a single variable of CIIPM in investigating international project management performance. As future TQM and international project management practices go through evolutions, additional elements may be incorporated into the three‐domain contingency model.

The study results suggest that the TQM elements fully mediate the relationship between competitive strategy and CIIPM. This implies that organizations need an innovative management methodology, such as the TQM practice, in order to achieve competitive strategy materializing towards international project management performance. Further, the findings suggest that it is the soft TQM elements (i.e. top management's leadership, compensation, training and empowerment) that impact the CIIPM more significantly.

Although numerous classical studies are reported in various contexts involving competitive strategy, TQM practice, and project management performance, no existing study focuses on how these three domains are linked together.

This research aims to examine the influences of preceding implementation phases on succeeding phases of business continuity management (BCM) comprising leadership, strategy, planning, application and maintenance.

Data were gathered from 216 automotive parts manufacturers in Thailand. Descriptive statistics were employed to measure the maturity level of BCM implementation components. Path analysis of structural equation modeling was used to test hypotheses.

The study's findings found that the intensity of BCM elements decreased following the implementation phases. Leadership and strategy had the highest mean score, while maintenance had the lowest. Preceding phases had significant positive effects on succeeding phases. The direct impact of leadership on maintenance was much weaker than its indirect impact through strategy, planning and application.

This is one of the first examples of empirical research to investigate the sequential links between preceding and succeeding BCM implementation components. Strategic BCM elements and systematic implementation can improve and sustain BCM in the automotive parts industry in Thailand.

The purpose of this paper is to explore, study, analyze and implement Kaizen–Kata methodology in a service food organization (first-level restaurant), facing challenges in different operational processes that affect and influence the case company performance and customer satisfaction.

The service organization implemented Kaizen–Kata methodology to improve one operational problem process. A case-study approach was used in this research to understand the effects of the Kaizen–Kata methodology in solving problems in their operational service process. Different Kaizen–Kata techniques and tools (histograms, Pareto chart and Ishikawa diagram) using the Plan, Do, Check, Act improvement cycle framework were used.

Successful implementation of the proposed methodology reduced the main impact of the problem’s effects (customer’s complaints, process reworking, extra-cost, delays, among others). The effects of the problem were reduced on average by 70%. Some Kaizen–Kata routines were identified in a service process environment.

The main limitation of the research is that this work is a just one-case study. A main generalization is not possible, because it involves a company within a company.

Some other service companies can use the Kaizen–Kata methodology to solve any kind of operational problem within their processes. Service managers can learn about the methodology to apply and improve their operational performance and handle customer’s complaints.

A continuous improvement manufacturing methodology was imported to apply in an operational service process. The Kaizen–Kata methodology contributed significantly to reduce delays, handle customer’s complaints, process reworking and deal with extra costs, among other operational problems’ effects. In addition to that, in the literature, most of the Kaizen applications are in manufacturing companies. To the best of authors’ knowledge, this was the first study of applied Kaizen–Kata in a service organization (a fast-food restaurant).

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.

This paper aims to present the results of a study carried out by the authors in the form of research interviews on the topic: “Exploring the use of operational excellence methodologies in the era of COVID-19.”

A qualitative interview approach was utilized by interviewing a panel of leading academics and practitioners who are familiar with operation excellence methodologies.

Operational excellence methodologies are proven and can be utilized in pandemic situations to improve efficiency in the healthcare system and preparedness for pandemics.

One limitation of this research was that most of the interviewees who participated in this study came from Europe, North America, South America and Asia, representing four continents. It would have been better to have different views from other continents such as Australia and Africa. Also, the interviews were short and at a high level. There is an opportunity for further study and analysis.

Operational excellence methodologies are proven and can be utilized in pandemic situations to improve efficiency in the healthcare system and preparedness for pandemics.

The paper provides an excellent resource for those people to get an insight into the value of the application of operations excellence methodologies in pandemic situations to aid healthcare process improvement and aid public and patient safety.

Micro-enterprises have a vital role in the development of a nation by creating employment, encouraging entrepreneurship, balancing social income and educating the workforce. Yet, micro-enterprises face significant operational challenges such as low productivity, high production costs and long changeover times. These challenges are often overlooked by researchers and practitioners but have a drastic impact on micro-enterprises' operational performance. With over 95% of the economy consisting of micro-enterprises, it is vital to improve operational performance and competitiveness of the micro-enterprises.

Considering the data availability and practical challenges of gathering data from micro-enterprises, an action research methodology was selected as a suitable research method. Following the initial diagnostic visits, planned interventions were prepared and results were observed to gather data and draw conclusions.

Findings suggest that commonly adapted performance improvement initiatives by large enterprises cannot be directly applied in micro-enterprises to enhance operational performance. Micro-enterprises lack the critical resources and company culture to easily adapt these initiatives. On the other hand, when these performance improvement initiatives are filtered according to specific needs of micro-enterprises, continuous improvement initiatives were often found to be effective in improving operational performance. Specifically, 5S, single-minute exchange of dies (SMED), suggestion schemes, layout improvements, management coaching, visual management, empowerment were found to be useful and suitable to address command and control culture, low productivity, unorganised workspace, undelegated authority, low skilled employees and unwillingness to take responsibility problems.

Further research is required to investigate the specific factors that affect the adaptation of continuous improvement initiatives such as culture and industry type.

This research extends and contributes the current literature on continuous improvement initiatives by revealing how performance improvement initiatives need to be filtered according to the specific needs of micro-enterprises, and how these initiatives can be used to address specific problems to improve operational efficiency. It provides a conceptual framework to guide the decision-making process on operational performance improvement in micro-enterprises.

This study aims to investigate how to identify and address production levelling problems in assembly lines utilising an intensive manual workforce when higher productivity levels are urgently requested to meet market demands.

A mixed-methods approach was used in the research design, integrating case study analysis, interviews and qualitative/quantitative data collection and analysis. The methodology implemented also introduces to the literature on operational performance a novel combination of data analysis methods by introducing the use of the Natural Language Understanding (NLU) methods.

First, the findings unveil the impacts on operational performance that transportation, limited documentation and waiting times play in assembly lines composed of an intensive workforce. Second, the paper unveils the understanding of the role that a limited understanding of how the assembly line functions play in productivity. Finally, the authors provide actionable insights into the levelling problems in manual assembly lines.

This research supports industries operating assembly lines with intensive utilisation of manual workforce to improve operational performance. The paper also proposed a novel conceptual model prescriptively guiding quick and long-term improvements in intensive manual workforce assembly lines. The article assists industrial decision-makers with subsequent turnaround strategies to ensure higher efficiency levels requested by the market.

The paper offers actionable findings relevant to other manual assembly lines utilising an intensive workforce looking to improve operational performance. Some of the methods and strategies examined in this study to improve productivity require minimal capital investments. Lastly, the study contributes to the empirical literature by identifying production levelling problems in a real context.

The purpose of this paper is to analyse the importance of specific, quality-related employees’ attributes to the enhancement of product quality in food companies. The main goal is to examine the synergistic relationships between specific employees’ attributes, which have been related in literature to ISO 9000 successful implementation, to continuous improvement, operational performance and product quality.

The analysis includes an initial exploratory factor analysis, followed by confirmatory factor analysis and structural equation modelling, in order to investigate the relations between the constructs of the proposed model.

The findings reveal that although the examined quality-related “employees’ attributes” do not directly contribute to “product quality”, they influence both “continuous improvement” and “operational performance” of food firms. The results also confirm the impact of both “continuous improvement” and “operational performance” on “product quality” and also that “continuous improvement” helps explain “operational performance”.

The domain in which the model has been validated, the restricted use of moderators in the model and lack of empirical validation of the model in non-food sector companies, based on various respondents from each company, are a number of limitations associated with this study which suggest future research proposals.

The findings of this study can motivate managers of food companies to focus on certain quality-related employees’ attributes in order to boost continuous improvement of ISO 9001 systems and operational performance of their companies, leading to product quality enhancement.

This study finds particular relevance in emphasizing that although specific quality-related employees’ attributes, as these are detected in literature, have a significant contribution towards continuous improvement and operational performance, they are not the only critical factor leading to product quality. More complex relationships need to be considered by integrating other constructs as major antecedents of food product quality.