Lean Six Sigma implementation and organizational culture

2015 ◽  
Vol 28 (8) ◽  
pp. 855-863 ◽  
Author(s):  
Susan Knapp
Keyword(s):  
Organizational Culture ◽  
Cultural Values ◽  
Rhode Island ◽  
Six Sigma ◽  
Hospital Staff ◽  
Lean Six Sigma ◽  
Assessment Instrument ◽  
Management Support ◽  
Content Type ◽  
The Relationship

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.

Lean Six Sigma implementation: multiple case studies in a developing country

2019 ◽  
Vol 10 (1) ◽  
pp. 523-539 ◽  
Author(s):  
Mohamad Reeduan Mustapha ◽  
Fauziah Abu Hasan ◽  
Mohd Shaladdin Muda
Keyword(s):  
Developing Country ◽  
Six Sigma ◽  
Success Factors ◽  
Multiple Case Study ◽  
Internal Resistance ◽  
Lean Six Sigma ◽  
Management Support ◽  
Content Type ◽  
Multiple Case

Purpose This paper aims to report the results of a study on the implementation of Lean Six Sigma (LSS) in a developing country. The purpose of this paper is to determine the barriers, critical success factors (CSFs) and implementation strategy of LSS. Design/methodology/approach A qualitative approach was taken, in which a multiple-case study designed to gather data on the LSS implementation process was used. Findings The literature and interviews show that any organization can customize these methodologies according to their needs. This also indicates that there are no stringent rules to follow, and that the process of adoption and implementation is quite flexible. The findings from the multiple-case study identify that the CSFs for implementing LSS are management support and commitment, communication, culture change, education and training and a recognition and reward system. The salient features which serve as barriers are lack of top management commitment, lack of knowledge, lack of training, and internal resistance. Practical implications The findings have implications for consultants and practitioners with regard to the implementation of LSS within organizations and to focus on the selection LSS tools for implementation. Originality/value This paper reports on the implementation of LSS in Malaysia can be valuable to consultants, practitioners and researchers of LSS in developing countries.

Opportunities for Lean Six Sigma in public sector municipalities

2018 ◽  
Vol 9 (2) ◽  
pp. 256-267 ◽  
Author(s):  
Jeffrey Fletcher
Keyword(s):  
Organizational Culture ◽  
Public Sector ◽  
Six Sigma ◽  
Cost Savings ◽  
Lean Six Sigma ◽  
Organizational Processes ◽  
Content Type ◽  
The Public ◽  
Goods And Services

Purpose The purpose of this study is to investigate awareness and opportunities for Lean Six Sigma in public sector municipalities striving to become more efficient and effective in the quality and delivery of services and goods leading to increased citizen satisfaction and budget savings. Design/methodology/approach Lean Six Sigma is a quality improvement methodology widely implemented in the for-profit sectors and, now, is expanding into the public sector. This study includes a literature review on Lean Six Sigma, supported by results from interviews with public sector officials, and includes recommendations for how public sector entities can utilize Lean Six Sigma. Findings Based on results from interviews with a sample of public sector officials, this study uncovered that overall there exists a keen interest in Lean Six Sigma and how it can be applied to streamline and improve organizational processes, produce cost-savings, improve organizational culture and improve the quality of goods and services. This study also discovers that there are plenty of opportunities for Lean Six Sigma in the public sector and municipalities can, in fact, incorporate its philosophy and methodology to streamline and improve organizational processes, produce cost-savings, improve organizational culture and improve the quality of goods and services. Originality/value Abundant literature exists on Lean Six Sigma and the private sector. This study includes a review of the literature supported by interview results of public sector officials and suggests techniques for how public sector municipalities can utilize the Lean Six Sigma methodology. In a twenty-first-century economy, public sector officials are looking for ways to maximize their tax dollars while increasing the quality of their goods and services; Lean Six Sigma is a framework that can make these objectives become a reality.

Lean Six Sigma, strategic control systems, and organizational performance for automotive suppliers

2016 ◽  
Vol 7 (2) ◽  
pp. 110-135 ◽  
Author(s):  
Nurul Fadly Habidin ◽  
Sha’ri Mohd Yusof ◽  
Nursyazwani Mohd Fuzi
Keyword(s):  
Factor Analysis ◽  
Organizational Performance ◽  
Six Sigma ◽  
Business Environment ◽  
Lean Six Sigma ◽  
Equation Modeling ◽  
Strategic Control ◽  
Content Type ◽  
Automotive Suppliers ◽  
The Relationship

Purpose The aim of this paper is to develop a model that incorporate lean six sigma (LSS) implementation, strategic control system (SCS) and organizational performance (OP) in Malaysian automotive suppliers. Design/methodology/approach A survey through questionnaire was conducted to determine the level of LSS implementation, SCS and OP measurement. In all, 252 sets of questionnaire were successfully collected that brought to 64.3 per cent response rate. Structural equation modeling (SEM) technique was adopted to analyze the data gathered from the survey. Exploratory factor analysis, reliability analysis and confirmatory factor analysis for testing the construct validity, test for reliability and model measurement were carried out. Findings This study has provided a comprehensive measurement instrument to implement the LSS practices, SCS and OP for Malaysian automotive suppliers. As a result, seven LSS constructs, four for SCS and four measures for OP have been identified. This research model is a mediator model in which it investigates whether the presence of SCS mediates the relationship between LSS and OP. The analysis result through the SEM method showed that SCS does not affect the relationship between LSS and OP. However, SCS is improving OP when coupled with LSS. Research limitations/implications This study has only focused on the structured relationship between LSS Construct, SCS and OP measures. It is possible for other factors in the LSS practices to be studied in future experiments such as total productive maintenance, culture change, role structure and project management skills. Originality/value Future researchers could apply the LSS, SCS and OP measurement as a benchmark for use and can be replicated in other industry or country in the world with minor modifications on the critical factors necessary to suit the goals of the organization, culture and business environment. It could also be used as a business excellence and supplier selection tool for practitioners and researchers.

scholarly journals Measuring Lean Six Sigma and quality performance for healthcare organizations

2018 ◽  
Vol 10 (3) ◽  
pp. 267-278 ◽  
Author(s):  
Selim Ahmed ◽  
Noor Hazilah Abd Manaf ◽  
Rafikul Islam
Keyword(s):  
Patient Safety ◽  
Six Sigma ◽  
Private Hospital ◽  
Hospital Staff ◽  
Lean Six Sigma ◽  
Lean Management ◽  
Quality Performance ◽  
Content Type ◽  
Research Findings ◽  
Six Sigma Approach

Purpose This study aims to investigate applications of Lean Six Sigma approaches and quality performance in Malaysian hospitals. It identifies five dimensions of Lean Six Sigma conformance (i.e. continuous quality improvement, Lean management initiatives, Six Sigma initiatives, patient safety and teamwork) and quality performance of the hospitals based on demographics such as gender, types of hospital and working experience. Design/methodology/approach This study distributed 1,007 self-administered survey questionnaires to hospital staff resulting in 438 useful responses with 43.5 per cent response rate. Research data were analysed based on reliability analysis, exploratory factor analysis (EFA), independent samples t-tests and one-way ANOVA using SPSS version 23. Findings Research findings indicate that there are significant differences between public and private hospital staff on Lean management initiatives, Six Sigma initiatives, patient safety and teamwork. Private hospital staff perceives Lean management initiatives, Six Sigma initiatives, patient safety and teamwork more favourably compared to public hospital staff. The present study findings also indicate that senior hospital staff (more than 10 years working experience) perceives patient safety and teamwork more favourably compared to other working experience groups. Research limitation/implications The research focused solely on the Malaysian health sector, and thus, the results might not be applicable to other countries. Originality/value This research provides theoretical, methodological and practical contributions for the Lean Six Sigma approach and the research findings are expected to provide guidelines to enhance the level of quality performance in healthcare organisations in Malaysia as well as other countries.

An exploration of the extent of Lean Six Sigma implementation in the West of Ireland

2018 ◽  
Vol 9 (3) ◽  
pp. 444-462 ◽  
Author(s):  
Richard Iyede ◽  
Enda Francis Fallon ◽  
Pat Donnellan
Keyword(s):  
Six Sigma ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Top Management ◽  
Management Support ◽  
Manufacturing Companies ◽  
The West ◽  
Content Type ◽  
Failure Factors ◽  
West Of Ireland

PurposeThe purpose of this paper is to explore the extent of Lean Six Sigma (LSS) implementation within manufacturing companies in the West of Ireland. It examines the key success and failure factors, benefits and quality tools influencing LSS projects deployment.Design/methodology/approachThe study adopted a mixed research method (quantitative and qualitative approach). Research data were collected through a structured survey questionnaire to the target population followed by interview case studies with four manufacturing companies to gather additional insight. The targeted respondents were manufacturing engineers, quality engineers, process improvement managers, operations managers, R&D engineers, LSS experts and validation engineers.FindingsLSS initiatives are still relatively unknown to many SMEs organisations, whereas large companies have adopted LSS for some time. Top management commitment, understanding the LSS methodology, tools and techniques, integrating LSS to business strategy, organisational cultural change and training and education were the topmost key success factors. Organisational strategy, lack of top management support, expensive cost for LSS projects, unclear prioritisation of LSS projects and cost effectiveness were the most important failure factors influencing LSS implementation.Originality/valueThis research is the original work provided by the author and is expected to address the shortcomings of both SMEs and large organisations in the West of Ireland. The recommendations and frameworks reported in this paper can be used by manufacturing and service companies in Ireland for efficiency, competitiveness and continuous improvement.

Empirical analysis of Six Sigma project capability deficiency and its impact on project success

2019 ◽  
Vol 31 (3) ◽  
pp. 340-358 ◽  
Author(s):  
Manoj Hudnurkar ◽  
Suhas Ambekar ◽  
Sonali Bhattacharya
Keyword(s):  
Change Management ◽  
Six Sigma ◽  
Structural Equation ◽  
Structural Model ◽  
Project Success ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
The Relationship

Purpose The purpose of this paper is to understand the deficiencies in Six Sigma project capability and empirically validating its impact on project success. Design/methodology/approach Deficiencies are identified from literature focusing on Six Sigma challenges or barriers. The study used a survey approach by circulating questionnaires to 400 Six Sigma professionals from 40 multinational organisations. The conceptual model is composed of 16 items measuring five constructs for hypothesis testing. Furthermore, structural equation modelling was used to identify the relationship between Six Sigma project capability deficiency and project success. Findings The findings of the study suggest that inadequate top management support, inadequate resources and change management and inadequate quality maturity form Six Sigma project capability deficiency and affect project success. Research limitations/implications The study uses resource-based view to understand the deficiencies in Six Sigma project capability and their impact on project success. The study confirms that organisational capabilities in implementing Six Sigma affect the success of the projects. Practical implications The results of this study reveal that inadequate top management support, inadequate quality maturity of the organisation and inadequate resources and change management result into a deficiency in Six Sigma project capability. Quality managers in manufacturing and service organisations should attempt to improve these capabilities to achieve competitive advantage. Originality/value The study contributes to the literature by exploring the capability outlook of Six Sigma. The study attempts to fill the gap in Six Sigma literature by providing a structural model for understanding Six Sigma project capability deficiency and its impact on Six Sigma project success.

EMPLOYEE ENGAGEMENT FOR HIGH FIRM PERFORMANCE: THE CASE OF LEAN SIX SIGMA AT A MALAYSIA TRADING COMPANY

2020 ◽  
Vol 9 (1) ◽  
Author(s):  
Hadijah Iberahim ◽  
Izmahariz Azman ◽  
Mohd Haniff Shahri ◽  
Nur Fara Ellyanie Abdul Hamid
Keyword(s):  
Knowledge Sharing ◽  
Employee Engagement ◽  
Six Sigma ◽  
Relevant Literature ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Management Support ◽  
High Productivity ◽  
Trading Company ◽  
Goal Clarity

Lean Six Sigma (LSS) is a method that helps an organization to maximize profit and minimize cost. One of the essential factors for a successful LSS project is the availability of employees who are willing to engage. Employee engagement brings about a strong sense of belonging and high productivity. Consequently, engaged employees will work harder to achieve the mission of the organization. This paper discusses a case of LSS project with a low level of employee engagement. As a result, LSS was less likely helpful in sustaining company’s performance. The purpose of this study is to identify factors that contribute to employee engagement in LSS practices. Review of the relevant literature suggests four variables, which include goal clarity, management support and trust, knowledge sharing and transfer, and teamwork. The questionnaire survey applied census in collecting feedback from 80 respondents. Statistical analysis results indicate that goal clarity, management support, and trust are significant to employee engagement. However, knowledge sharing and transfer as well as teamwork are not substantial. It is recommended for the organization to give attention to all the four factors. This paper extended understandings on critical inputs to a successful implementation of LSS for sustainable company’s performance and growth. Keywords: Lean Six Sigma, Employee Engagement, Goal Clarity, Management Support and Trust, Teamwork, Knowledge Sharing.

scholarly journals Knowledge-based Lean Six Sigma maintenance system for sustainable buildings

2017 ◽  
Vol 8 (1) ◽  
pp. 109-130 ◽  
Author(s):  
Jasim Aldairi ◽  
M.K. Khan ◽  
J. Eduardo Munive-Hernandez
Keyword(s):  
Conceptual Framework ◽  
Six Sigma ◽  
Research Work ◽  
Lean Six Sigma ◽  
Rule Base ◽  
Sustainable Buildings ◽  
Sustainable Building ◽  
Content Type ◽  
Environmentally Sustainable ◽  
Knowledge Based

Purpose This paper aims to develop a knowledge-based (KB) system for Lean Six Sigma (LSS) maintenance in environmentally sustainable buildings (Lean6-SBM). Design/methodology/approach The Lean6-SBM conceptual framework has been developed using the rule base approach of KB system and joint integration with gauge absence prerequisites (GAP) technique. A comprehensive literature review is given for the main pillars of the framework with a typical output of GAP analysis. Findings Implementation of LSS in the sustainable building maintenance context requires a pre-assessment of the organisation’s capabilities. A conceptual framework with a design structure is proposed to tackle this issue with the provision of an enhancing strategic and operational decision-making hierarchy. Research limitations/implications Future research work might consider validating this framework in other type of industries. Practical implications Maintenance activities in environmentally sustainable buildings must take prodigious standards into consideration, and, therefore, a robust quality assurance measure has to be integrated. Originality/value The significance of this research is to present a novel use of hybrid KB/GAP methodologies to develop a Lean6-SBM system. The originality and novelty of this approach will assist in identifying quality perspectives while implementing different maintenance strategies in the sustainable building context.

Exploring privacy and trust for employee monitoring

2015 ◽  
Vol 115 (1) ◽  
pp. 88-106 ◽  
Author(s):  
Shuchih Ernest Chang ◽  
Anne Yenching Liu ◽  
Sungmin Lin
Keyword(s):  
Organizational Culture ◽  
Employee Performance ◽  
Full Time ◽  
Negative Effects ◽  
Content Type ◽  
Positive Effects ◽  
Study Results ◽  
Employee Monitoring ◽  
Communication Privacy ◽  
The Relationship

Purpose – The purpose of this paper is to evaluate privacy boundaries and explores employees’ reactions in employee monitoring. Design/methodology/approach – The research used the metaphor of boundary turbulence in the Communication Privacy Management (CPM) theory to demonstrate the psychological effect on employees. The model comprised organizational culture, CPM, trust, and employee performance in employee monitoring to further investigated the influence exerted by organizational culture and how employees viewed their trust within the organization when implementing employee monitoring. Variables were measured empirically by administrating questionnaires to full-time employees in organizations that currently practice employee monitoring. Findings – The findings showed that a control-oriented organizational culture raised communication privacy turbulence in CPM. The communication privacy turbulence in CPM mostly had negative effects on trust in employee monitoring policy, but not on trust in employee monitoring members. Both trust in employee monitoring policy and trust in employee monitoring members had positive effects on employee commitment and compliance to employee monitoring. Research limitations/implications – This research applied the CPM theory in workplace privacy to explore the relationship between employees’ privacy and trust. The results provide insights of why employees feel psychological resistance when they are forced to accept the practice of employee monitoring. In addition, this study explored the relationship between CPM and trust, and offer support and verification to prior studies. Practical implications – For practitioners, the findings help organizations to improve the performance of their employees and to design a more effective environment for employee monitoring. Originality/value – A research model was proposed to study the impacts of CPM on employee monitoring, after a broad survey on related researches. The validated model and its corresponding study results can be referenced by organization managers and decision makers to make favorable tactics for achieving their goals of implementing employee monitoring.

Critical success factors of Lean Six Sigma deployment: a current review

2015 ◽  
Vol 6 (4) ◽  
pp. 339-348 ◽  
Author(s):  
Fairul Anwar Abu Bakar ◽  
Khairanum Subari ◽  
Mohd Amran Mohd Daril
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Success Story ◽  
Content Type ◽  
Critical Success ◽  
Improvement Methodologies ◽  
Practical Implications ◽  
A Current

Purpose – The purpose of this paper is to review and gather the latest critical success factors (CSF) of Lean Six Sigma (LSS) deployment and implementation into a comprehensive list of factors. Design/methodology/approach – The approach taken by authors in this study was to analyze the latest literature review starting 2010 onwards and focus on CSFs of LSS (not dedicated as Lean or Six Sigma) by excluding other improvement methodologies or initiatives, e.g. Lean, Six Sigma, TQM, TRIZ etc. Findings – Five significant CSFs were identified (initially 97 CSFs listed from 13 papers) out of nine groups/headers listed in clustering analysis using Affinity Diagram tool and new headers mapping. Practical implications – Most of the organisations were aware of the success story on LSS, but did not scrutinize or consider its CSFs. By knowing the outcome of this paper, it can help open eyes regarding readiness before implementing LSS. Originality/value – At the end of this paper, the authors tried to cluster the CSFs similarities that could intentionally provide the guidelines and references to industries/companies for successful deployment and implementation of LSS in future endeavours.

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