Development of a Green Lean Six Sigma model for public sectors

2018 ◽  
Vol 9 (2) ◽  
pp. 238-255 ◽  
Author(s):  
Raja Sreedharan V. ◽  
Sandhya G. ◽  
R. Raju
Keyword(s):  
Supply Chain ◽  
Public Sector ◽  
Process Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Green Supply Chain ◽  
Focus Group Study ◽  
Content Type ◽  
The Public ◽  
Literature Reviews

Purpose The purpose of this paper is to improve the operational excellence of public sector services such as construction, telecommunication and health care. To achieve this endeavor, the study explores the structural attributes and obstacles in the public services and develops a Green Lean Six Sigma (GLSS) model for the public sector. Design/methodology/approach The study involved two stages: first, structured literature reviews; second, a focus group study involving Black Belts and supply chain practitioners. Using the results from the literature reviews and focus group study, the researchers have developed a Green Lean Six Sigma (GLSS) model for the public sectors. Findings Black belts and supply chain practitioners have identified the success in deploying Lean Six Sigma with green supply chain management. This leads to eradicating the obstacles faced by the public sector, leading to process improvement. Practical implications This study proposed an approach for developing a GLSS model for the public services, which can be applicable for other public service organizations. Originality/value The current paper presents a predictive model for process improvement in the public sector by integrating green supply chain management with Lean Six Sigma.

Lean Six Sigma for public sector organizations: is it a myth or reality?

2017 ◽  
Vol 34 (9) ◽  
pp. 1402-1411 ◽  
Author(s):  
Jiju Antony ◽  
Bryan Rodgers ◽  
Elizabeth A. Cudney
Keyword(s):  
Public Sector ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Service Organizations ◽  
Improvement Strategy ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations ◽  
Potential Applications

Purpose Lean Six Sigma (LSS) as a process excellence has been widely adopted in both manufacturing and service organizations; however, its application in the public sector has not been widely explored. Is LSS still a myth or reality in our public sector organizations? The purpose of this paper is to make an attempt to debate about the use of LSS and its potential applications in the public sector context. Design/methodology/approach The initial approach is to critically evaluate the role of LSS in various public sector contexts, followed by showcasing four case studies from four different public sector settings: higher education, police service, public hospital and local government. Findings LSS methodology can be embraced by all public sector organizations to create efficient and effective processes to provide enhanced customer experience and value at reduced operational costs. Research limitations/implications This paper seeks to contribute to and broaden the limited body of evidence of the applicability of LSS to public sector organizations and identifies areas for further research and review. Practical implications LSS will continue to grow across many public sector organizations in Europe and other parts of the world over the forthcoming years. However, what will eventually determine if LSS is viewed by public sector organizations as just a passing management fad or not largely depends on the leadership and success of its execution. If LSS is deployed in its true sense across the public sector organizations at a global level, the hard cash savings generated can reach several billions. Originality/value The paper yields an immense value to both research scholars and practitioners who are engaged in the introduction of LSS as a business process improvement strategy to achieve and sustain competitive advantage. Moreover, this paper makes an attempt to dispel the myth of LSS which have been quite prevalent in many public sector organizations around us today.

Can Lean Six Sigma make UK public sector organisations more efficient and effective?

2016 ◽  
Vol 65 (7) ◽  
pp. 995-1002 ◽  
Author(s):  
Jiju Antony ◽  
Bryan Rodgers ◽  
E.V. Gijo
Keyword(s):  
Public Sector ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Community Empowerment ◽  
The Body ◽  
Content Type ◽  
The Public ◽  
Holistic Approaches ◽  
The Uk

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.

scholarly journals Introducing Lean Six Sigma to a German municipality: an action research report

2018 ◽  
Vol 9 (2) ◽  
pp. 221-237 ◽  
Author(s):  
Ingo Kregel ◽  
André Coners
Keyword(s):  
Action Research ◽  
Public Sector ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Lessons Learned ◽  
Research Report ◽  
Practical Implementation ◽  
Communication Management ◽  
Content Type ◽  
The Public

Purpose This paper aims to expand the knowledge about Lean Six Sigma (LSS) implementation in the public sector. By analyzing an LSS improvement initiative in a German municipality, examples of success, barriers and challenges are discussed. A comparison with literature regarding the production and service sectors unfolds similarities and differences. Design/methodology/approach The paper applies the action research method. Especially for the broad field of project management, methods focusing on actual experience from practice have been recommended by many researchers. Findings Implementations of LSS in the public sector seem to be particularly challenging and lengthy. Change and communication management have proved to be the most important aspects to successful acceptance, cooperation and improvement sustainability. In the analyzed cases, the needed volume of data could often not be procured. The applied Six Sigma methodology primarily included the DMAIC project phases as well as selected standard instruments. In contrast, the lean elements of LSS achieved more results and were appreciated by project team members. Originality/value The LSS application in this paper provides insights into practical implementation experience in a municipality, as well as lessons learned. Until now, most research addressed the single application of lean, continuous improvement or Six Sigma. This paper represents the first academic report of a LSS program in a German municipality and underlines the need for scientific support of those initiatives in further municipalities worldwide.

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.

Linking practices to results: an analysis toward Lean Six Sigma deployment in the public sector

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fernando Juliani ◽  
Otávio José de Oliveira
Keyword(s):  
Public Sector ◽  
Six Sigma ◽  
Management Practices ◽  
Public Organizations ◽  
Lean Six Sigma ◽  
Content Type ◽  
The Public ◽  
Scientific Discussion ◽  
Public Managers ◽  
Multiple Case

Purpose The purpose of this paper is to present relationship between operation and management practices analyzing the results achieved by both public organizations prone to deploy Lean Six Sigma (LSS) and public organizations that have already implemented the method. The goal is to support the start of method deployment by public managers and the creation of more efficient and effective processes in public organizations. Design/methodology/approach An analysis of synergies between findings in the multiple case study carried out in Brazilian public organizations from health and education sectors and successful implementations found in the LSS literature is made. Findings The fact that this research comprised organizations from different segments allowed good practices and difficulties to be identified in a unique way, adding more value to the research carried out and increasing the potential of support to the public manager. In addition, it was possible to map the most mentioned benefits of LSS deployment in both health and education sectors and link them to systematized LSS practices. Research limitations/implications The presenting research should initiate a scientific discussion on public sector areas more prone to LSS and guide researchers in the development of case studies aimed at the application of this method in public organizations in general. Practical implications This paper can assist public managers to become aware of the potential of the organization they manage in the adoption of LSS principles and practices enabling a better quality of services provided to citizens. Originality/value The finding that public health organizations are more likely to implement LSS principles and practices when compared to public organizations from other segments can guide more in-depth studies that justify why some organizations would be better able to implement the LSS method and others would face more difficulties in a hypothetical deployment.

Lean and Six Sigma practices in the public sector: a review

2019 ◽  
Vol 36 (3) ◽  
pp. 437-455 ◽  
Author(s):  
Bryan Rodgers ◽  
Jiju Antony
Keyword(s):  
Public Sector ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Strategy Development ◽  
Future Research ◽  
Content Type ◽  
The Public ◽  
Future Research Agenda ◽  
Similar Work ◽  
The Subject

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.

The application of Lean Six Sigma and supply chain resilience in maritime industry during the era of COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yugowati Praharsi ◽  
Mohammad Abu Jami’in ◽  
Gaguk Suhardjito ◽  
Hui Ming Wee
Keyword(s):  
Supply Chain ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Business Processes ◽  
Lean Six Sigma ◽  
Maritime Industry ◽  
Content Type ◽  
Supply Chain Resilience ◽  
Control Approach ◽  
Logistics Services

Purpose This study aims to apply a Lean Six Sigma framework to support continuous improvement in the maritime industry (shipbuilding, logistics services and shipping companies) during COVID-19 pandemics. By applying the concepts of Lean Six Sigma and supply chain resilience, the most suitable continuous improvement method for the maritime industry is developed to maintain a resilient supply chain during COVID-19. Design/methodology/approach A specific shipbuilding, logistics services and shipping company in Indonesia is chosen as the research object. The Lean Six Sigma framework reveals the wastes through the supply chain resilience concept, and implements internal business processes to maintain optimal system performance. Findings The paper identifies important implementation aspects in applying Lean Six Sigma to shipbuilding, logistics services and shipping. The DMAIC (define, measure, analyze, improve and control) approach is applied to achieve supply chain resilience. Resilient measures are generated for the case companies to maximize performance during the pandemics. Practical implications This paper provides a new insight for integrating Lean Six Sigma and resilience strategies in the maritime industry during COVID-19 disruptions. The authors provide some insights to sustain the performance of the maritime industries under study. Originality/value This study is part of the first research in the maritime industry that focuses on continuous improvement during COVID-19 using Lean Six Sigma and supply chain resilience.

Lean Six Sigma strategy in telecom manufacturing

2014 ◽  
Vol 114 (6) ◽  
pp. 904-921 ◽  
Author(s):  
Roy Andersson ◽  
Per Hilletofth ◽  
Peter Manfredsson ◽  
Olli-Pekka Hilmola
Keyword(s):  
Supply Chain ◽  
Six Sigma ◽  
Single Case ◽  
Lean Six Sigma ◽  
Content Type ◽  
Strategic Emphasis ◽  
Company Culture ◽  
Difficult Times ◽  
Practical Implications

Purpose – The purpose of this paper is to elaborate, how the use of a joint-use strategy of Lean and Six Sigma can improve flexibility, robustness, and agility. Telecom manufacturing has been under tremendous change after dot.com bubble burst in the early 2000, and new competition has originated from Asia. Being successful requires now more than before, and joint-use of strategies is one option to survive. Design/methodology/approach – A single case study from a Swedish company operating in the telecom manufacturing was conducted. In particular, a Six Sigma project was followed and analyzed during 2002. However, the outcome of the Six Sigma project has been studied in longitudinal manner until 2014. Findings – The Lean Six Sigma strategy ensures flexible, robust, and efficient processes. However, to make them more agile in order to sustain in today's highly competitive environment, something more is required. This could include staff training, strengthening company culture and collaborating with key partners in the supply chain. Research limitations/implications – This study is limited to large company that usually has a lot of resources and choices where to put the strategic emphasis as well as has level of control of the supply chain operations. The situation could be very different in small and medium-sized companies and thus it may be more difficult to realize the Lean Six Sigma strategy in such environment. On the other hand, the processes in these companies are often less complex. Practical implications – This research provides guidance on how to manage the Lean Six Sigma strategy in order to ensure more flexible, robust, and efficient processes as well as how to perform a Six Sigma project in Lean environment, in a proper manner. Originality/value – This research provides guidance to companies regarding the applicability and properties of the Lean Six Sigma strategy. The paper will also serve as a basis for other companies and industries, on how to survive in difficult times.

Data-driven quality improvement approach to reducing waste in manufacturing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rose Clancy ◽  
Dominic O'Sullivan ◽  
Ken Bruton
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Quality Management ◽  
Process Improvement ◽  
Six Sigma ◽  
Data Driven ◽  
Manufacturing Processes ◽  
Management Performance ◽  
Chain Management ◽  
Content Type

PurposeData-driven quality management systems, brought about by the implementation of digitisation and digital technologies, is an integral part of improving supply chain management performance. The purpose of this study is to determine a methodology to aid the implementation of digital technologies and digitisation of the supply chain to enable data-driven quality management and the reduction of waste from manufacturing processes.Design/methodology/approachMethodologies from both the quality management and data science disciplines were implemented together to test their effectiveness in digitalising a manufacturing process to improve supply chain management performance. The hybrid digitisation approach to process improvement (HyDAPI) methodology was developed using findings from the industrial use case.FindingsUpon assessment of the existing methodologies, Six Sigma and CRISP-DM were found to be the most suitable process improvement and data mining methodologies, respectively. The case study revealed gaps in the implementation of both the Six Sigma and CRISP-DM methodologies in relation to digitisation of the manufacturing process.Practical implicationsValuable practical learnings borne out of the implementation of these methodologies were used to develop the HyDAPI methodology. This methodology offers a pragmatic step by step approach for industrial practitioners to digitally transform their traditional manufacturing processes to enable data-driven quality management and improved supply chain management performance.Originality/valueThis study proposes the HyDAPI methodology that utilises key elements of the Six Sigma DMAIC and the CRISP-DM methodologies along with additions proposed by the author, to aid with the digitisation of manufacturing processes leading to data-driven quality management of operations within the supply chain.

Lean Six Sigma in policing services

2018 ◽  
Vol 67 (5) ◽  
pp. 935-940 ◽  
Author(s):  
Jiju Antony ◽  
Bryan Rodgers ◽  
Inness Coull ◽  
Vijaya Sunder M.
Keyword(s):  
Six Sigma ◽  
Design Methodology ◽  
Single Case ◽  
Lean Six Sigma ◽  
Single Case Study ◽  
Content Type ◽  
The Public ◽  
Study Approach ◽  
Learning Points

Purpose This paper is based on a single case study carried out as part of a change programme but is used as a reflective tool to draw on some of the wider organisational learning which can be considered when implementing, reviewing or re-energise a Lean Six Sigma (LSS) Programme. The paper aims to discuss this issue. Design/methodology/approach A case study approach has been used and referenced throughout the paper with references to literature to support the wider learning points drawn which are then applied to any continuous improvement (CI) programmes. Findings The paper presents a range of learning points which are drawn from a successful deployment of LSS within a change project carried out as part of an overall programme in Scottish policing services. Research limitations/implications The points are drawn from a single case study which was deployed within a wider change programme and is supported by wider literature but is used as a vehicle for informing strategic considerations within an organisation. Originality/value This case study is drawn from policing services in the public sector which alone is an area that has not been significantly studied. It is used to explore wider implications in terms of strategic alignment, organisational performance and project management and presents the argument that the design of a CI programme is much wider than the implementation of LSS itself.

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