Stakeholder analysis for Lean Six Sigma project management

2016 ◽  
Vol 7 (4) ◽  
pp. 394-405 ◽  
Author(s):  
Arun Abraham Elias
Keyword(s):  
Project Management ◽  
New Zealand ◽  
Public Sector ◽  
Six Sigma ◽  
Stakeholder Management ◽  
Stakeholder Analysis ◽  
Lean Six Sigma ◽  
Analysis Framework ◽  
Content Type ◽  
Sector Organisation

Purpose This paper aims to illustrate the usefulness of stakeholder analysis for managing Lean Six Sigma (LSS) projects effectively. Design/methodology/approach This research is based on an LSS case study that was initiated in a New Zealand public sector organisation. Findings A ten-step stakeholder analysis framework was applied to a public sector organisation in New Zealand. This analysis identified the stakeholders and their stakes, analysed the efficiency of their stakeholder management processes and evaluated the effectiveness of transactions between the stakeholders and the LSS project management. It also captured the changing salience of stakeholders during an LSS project. Practical implications The stakeholder analysis framework illustrated in this paper provides a practical toolset for managers involved in LSS projects. Originality/value Although some LSS experts have conducted a preliminary stakeholder analysis, the LSS literature lacks concrete examples of a thorough stakeholder analysis. This study tries to address this research gap by illustrating a stakeholder analysis framework for a New Zealand-based LSS project.

Lean six sigma project management – a stakeholder management perspective

2016 ◽  
Vol 28 (1) ◽  
pp. 132-150 ◽  
Author(s):  
Vijaya Sunder M.
Keyword(s):  
Project Management ◽  
Six Sigma ◽  
Financial Services ◽  
Stakeholder Management ◽  
Phase 1 ◽  
Lean Six Sigma ◽  
Project Managers ◽  
Service Industries ◽  
Content Type ◽  
Proposed Model

Purpose – The purpose of this paper is to understand the success of Lean Six Sigma (LSS) in banking and financial services industry and to develop a structured stakeholders management model for successful LSS project management. Design/methodology/approach – A two-phase methodology is used. Phase 1 establishes the literature to understand two key process improvement methodologies – Lean and Six Sigma and to derive synergies by their combination leading to success in banking and financial services. The literature also helps to recognize the importance of stakeholder management in LSS projects and to understand how it helps in accelerating change in organizations. Phase 2 of the methodology is based on the interviews conducted by 56 global LSS project managers. This is to understand the practical challenges faced by the LSS project managers in banking and financial services tying back to the existing literature. Findings – The paper identifies the possible opportunities for structured stakeholder management across different phases of Define-Measure-Analyze-Improve-Control (DMAIC) project flow. The first of this kind, “Inform-Involve-Influence” model has been developed based on the understanding from literature and conclusions from the interviews conducted. The proposed model highlights the different set of stakeholders involved in LSS projects and their role in the project. The model also helps categorizing the stakeholders based on the DMAIC phases. Research limitations/implications – The paper is limited to readymade use in banking and financial service environments for LSS projects. However the paper sets a platform for further research to customize the proposed model for other service industries. Practical implications – The model proposed as part of the paper helps project managers to inform, involve and influence different set of stakeholders at different phases of the DMAIC flow. The model leaves an opportunity for further research and customization for other service industries outside the banking and financial services space like hospitality, government, heath care, etc. Benefits and limitations of the model were presented as part of the paper. Originality/value – The paper is the original work contributed by the author. Both the survey findings and the model developed are author’s original contribution for both academicians and corporate professionals.

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.

A systematic literature review of lean six sigma adoption in European organizations

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikolaos A. Panayiotou ◽  
Konstantinos E. Stergiou
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Complete Analysis ◽  
Future Research ◽  
Analysis Framework ◽  
Inclusion Criteria ◽  
European Organization ◽  
Content Type ◽  
European Institutions ◽  
Practical Implications

Purpose The purpose of this paper is to review of the literature about lean six sigma (LSS) implementation in European organizations written by academics or practitioners from European institutions to extract useful conclusions about LSS adoption in European companies and to suggest direction for future research concerning the broader LSS application in them. Design/methodology/approach This study has been conducted by reviewing 58 papers, found in top journals, coming from European institutions that present studies of European companies and fulfill the selected inclusion criteria. Findings The analysis of the literature revealed the level of penetration of the LSS methodology in organizations of each European country. The study of the papers revealed the sectors and the size of companies that are more active in LSS application, the method used in each project, the tools which are deployed and the interconnection between LSS and other topics through the project implementation. Research limitations/implications The limited access provided by the authors’ institution only to three major publishers (Emerald, Elsevier, Taylor and Francis) and the focus of the search only in European organizations were the main limitations of this review. Practical implications This paper provides both academics and practitioners with valuable insights about LSS implementation in European organizations, presenting a complete analysis framework of the literature and highlighting gaps for further research. Originality/value An extended and detailed analysis of LSS adoption in Europe has not been conducted before. This review presents a clear view about how LSS projects in European organization have been applied so far and suggests ways of how the literature could be enriched to facilitate the LSS implementation.

Lean Six Sigma in consumer banking – an empirical inquiry

2019 ◽  
Vol 36 (8) ◽  
pp. 1345-1369 ◽  
Author(s):  
Vijaya Sunder M. ◽  
L.S. Ganesh ◽  
Rahul R. Marathe
Keyword(s):  
Project Management ◽  
Real Time ◽  
Six Sigma ◽  
Academic Research ◽  
Selection Criterion ◽  
Lean Six Sigma ◽  
Future Research ◽  
Content Type ◽  
Managerial Implications ◽  
Practical Implications

Purpose The evolution of Lean Six Sigma (LSS) within the operations management theory has enjoyed significant success in both manufacturing and services. Though the applicability of LSS is evident in the services sector through various publications, academic research on the use of LSS in the Banking and Financial Services (BFS) is limited, and hence deserves greater attention. The purpose of this paper is to illustrate the application of LSS in consumer banking in real-time setting. Design/methodology/approach A case study method is used to study the application of LSS in two consumer banks with stage 1 featuring identification of appropriate consumer banks where LSS projects could be undertaken, and suitable LSS readiness assessment was performed. In stage 2, LSS project opportunities were identified in the select banks through stakeholder engagement. Finally, in stage 3, LSS projects were executed for process improvements in a real-time setting. Findings The case studies provide evidence of the successful application of LSS in consumer banking and the associated multiple benefits. The extent of applicability and appropriate managerial implications in project management context are elaborated. An LSS project selection criterion is recommended as a part of the study. Further, the study explains five important managerial implications in BFS context, with an outlook for future research. Research limitations/implications Practitioner research shows that BFS organizations have changed their ways of working by adapting LSS over the last decade. However, the academic research concerning the applicability of LSS in BFS is apparently limited, and none of these are specific to “consumer banking.” This study serves as a strong foundation for future research in this area, which is at its nascence and upcoming in the researchers’ community. However, strong generalizations should not be made as this study is limited to two cases. Practical implications Since the cases are executed in the real-time setup of consumer banks, the paper has several practical implications. First, the paper confirms the applicability of LSS in consumer banking and concludes that LSS project management is merely a sub-set of LSS deployment. Second, LSS needs to be understood using a “systems thinking” perspective in order to move away from a narrow project-only approach. An LSS project selection criterion is recommended as a part of the study, which could serve as a managerial resource. Other managerial implications include effective management of stakeholders and change leadership as essential elements of LSS project management in banks. Originality/value LSS has been successful in the past few decades in the manufacturing and service sectors. However, its application in BFS is limited. This study illustrates the applicability of LSS in consumer banks, which deals with high volumes of data, customer bases and associated financial transactions.

Lean six sigma through an Australasian lens: project definition, structure and practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Achinthya Dharani Perera Halnetti ◽  
Nihal Jayamaha ◽  
Nigel Peter Grigg ◽  
Mark Tunnicliffe
Keyword(s):  
New Zealand ◽  
Case Studies ◽  
Six Sigma ◽  
Design Methodology ◽  
Lean Six Sigma ◽  
Implementation Success ◽  
Efficient Manner ◽  
Content Type ◽  
Significant Difference ◽  
The Usa

Purpose The purpose of this paper is to investigate how successful lean six sigma (LSS) manifests in the Australasian (Australian and New Zealand) context relative to the context in the USA in terms of LSS project definition, structure and practices. Design/methodology/approach In-depth investigation through case studies – 12 Australian/New Zealand cases and 4 US cases – on the implementation mechanisms of successful LSS initiatives. Findings A significant difference was found between Australasian and US definitions of an LSS project. However, firms in both regions followed similar project selection, initiating and execution practices. LSS reporting structures were found to be well-established in US organizations, but none of the Australasian organizations were found to be equipped with such a structure, although the effectiveness of LSS implementation success remained unaffected. Research limitations/implications Sufficient uniformity of LSS was found across two regions implying its usefulness/generalizability, but the findings are based only on 12 cases. Originality/value The paper provides the groundwork to develop a unique LSS model for Australasian organizations to improve processes in an effective and efficient manner.

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.

An empirical investigation of implementing Lean Six Sigma in Higher Education Institutions

2018 ◽  
Vol 35 (10) ◽  
pp. 2157-2180 ◽  
Author(s):  
Vijaya Sunder M. ◽  
Sanjay Mahalingam
Keyword(s):  
Higher Education ◽  
Project Management ◽  
Six Sigma ◽  
Higher Education Institutions ◽  
Lean Six Sigma ◽  
Lessons Learned ◽  
Content Type ◽  
Student Teams ◽  
Service Sectors ◽  
Practical Implications

Purpose The purpose of this paper is to empirically investigate the applicability and implementation of Lean Six Sigma (LSS) in Higher Education Institutions (HEIs). LSS is considered as the most recent service quality practice which has proved its success in manufacturing and service sectors. Though there is plenty of literature available with regard to the application and benefits of LSS in services sectors (like Banking, healthcare, information technology sectors, etc.), there is apparently no evidence in the literature about the implementation of LSS in HEIs. Design/methodology/approach A five-phased approach is followed. A multiple case-study method is used in this paper to explore this implementation of LSS in two select international University colleges. LSS toolkit comprising of define-measure-analyze-improve-control phases is used for the execution of the projects. Featuring student teams in LSS project management adds novelty to the approach. Findings The paper empirically validates the application of LSS in HEIs. Further, it highlights the practical challenges and benefits of LSS in the HEI setup. An in-depth empirical analysis of LSS toolkit application, LSS change management and using student teams in LSS project management are the highlights of this paper. The paper concludes that LSS is applicable and could provide positive benefits to HEIs. Research limitations/implications LSS application in HEIs is perhaps a new research area, which is at its nascence and upcoming in the researchers’ community. Hence, this paper would serve as a platform and provide directions for future scholars to ponder on the subject. Practical implications Since the cases are executed in the real-time setup of HEIs, the paper has several practical implications. First, the academia and practitioners’ collaboration in executing projects adds novelty. Second, the involvement of student teams from project selection to execution brings in practical perspectives alongside the academic education. Several other key lessons learned and benefits of LSS in HEI setup are presented as part of the paper. Originality/value LSS has been successful in the past few decades in the manufacturing and service sectors. However, its application in HEIs was very nascent, and few researchers even doubted its relevancy of application in HEIs. This study illustrates its importance and application to the higher education sector which is a highly responsible area of the service sector, for imbibing quality excellence, serving as an excellent resource for researchers and higher education professionals.

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