Top ten reasons for process improvement project failures

2019 ◽  
Vol 10 (1) ◽  
pp. 367-374 ◽  
Author(s):  
Jiju Antony ◽  
Sandeep Gupta
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Resistance To Change ◽  
Risk Mitigation ◽  
Recognition System ◽  
Lean Six Sigma ◽  
Mitigation Strategies ◽  
Monitoring And Control ◽  
Improvement Project ◽  
Content Type

Purpose The purpose of this paper is to provide the top ten reasons of process improvement projects termination or failure to Lean and Six Sigma professionals and researchers. Design/methodology/approach The top ten reasons of process improvement projects termination or failure are based on literature, interaction of authors with Lean Six Sigma Master Black Belts, consultants, practitioners and trainers on various topics of Lean, Six Sigma, general quality management and continuous improvement along several years’ experience of the authors. Findings The top ten reasons in our opinion include lack of commitment and support from top management; poor communication practices; incompetent team; inadequate training and learning; faulty selection of process improvement methodology and its associated tools/techniques; inappropriate rewards and recognition system/culture; scope creepiness; sub-optimal team size and composition; inconsistent monitoring and control; and resistance to change. Research limitations/implications The top ten reasons mentioned in this study are based on only literature and authors’ opinion. The authors of this paper have been pursuing a global study to critically evaluate the reasons behind process improvement projects failure based on a case-study approach. Originality/value The chief operations officers and senior executives of various businesses can use these top ten reasons to develop project failure risk mitigation strategies and save significant cash-savings associated with such project terminations or failures in some other cases.

scholarly journals A study into the reasons for process improvement project failures: results from a pilot survey

2019 ◽  
Vol 36 (10) ◽  
pp. 1699-1720 ◽  
Author(s):  
Jiju Antony ◽  
Fabiane Letícia Lizarelli ◽  
Marcelo Machado Fernandes ◽  
Mary Dempsey ◽  
Attracta Brennan ◽  
...  
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Manufacturing Companies ◽  
Improvement Project ◽  
Content Type ◽  
Pilot Survey ◽  
Project Failures ◽  
The Impact

Purpose Process improvement initiatives, such as Lean, Six Sigma and Lean Six Sigma, typically have common characteristics that are carried through projects. Whilst a project’s performance is an important determinant of the successful implementation of continuous improvement (CI) initiatives, its failure can undermine the impact of any CI initiative on business performance. As a result, an understanding of the reasons of process improvement project failures is crucial. The purpose of this paper is to present the results of a pilot survey highlighting the most common reasons for process improvement project failures. Design/methodology/approach This paper presents a pilot survey of 42 Brazilian manufacturing specialists who have been involved in process improvement projects. The participants of this survey were Six Sigma Master Black Belts, Black Belts, Green Belts and Six Sigma champions from manufacturing companies in Brazil. The survey questionnaire was piloted with five experts in the field in order to ensure that the questions were valid and technically sound. Findings The execution of Six Sigma projects in organizations results in a moderate rate of project failures. These failures can cost organizations several millions of dollars especially within the context of larger organizations. The main reasons for project failure, as cited by the specialists include: resistance to change, lack of commitment and support from top management and incompetent teams. Research limitations/implications The authors report the findings from a pilot survey having a limited sample size. Moreover, the data have been collected from one country and primarily from large manufacturing companies. Originality/value To the best of the authors’ knowledge, this is the first empirical study looking into the reasons for process improvement project failures. The authors argue that if the top reasons for such failures are understood, a framework can be developed in the future that can mitigate the chance of project failures during project execution. This could potentially lead to significant savings to the bottom-line of many organizations.

Ten commandments of Lean Six Sigma: a practitioners’ perspective

2018 ◽  
Vol 67 (6) ◽  
pp. 1033-1044 ◽  
Author(s):  
Jiju Antony ◽  
Sandeep Gupta ◽  
Vijaya Sunder M. ◽  
E.V. Gijo
Keyword(s):  
Six Sigma ◽  
Recognition System ◽  
Environmental Management System ◽  
Lean Six Sigma ◽  
Senior Managers ◽  
Content Type ◽  
Ten Commandments ◽  
Reward And Recognition ◽  
Organisational Strategy ◽  
Selection Of

Purpose The purpose of this paper is to provide lean and six sigma professionals and researchers of tomorrow with Ten Commandments of Lean Six Sigma (LSS). Design/methodology/approach The Ten Commandments of LSS are based on several years’ experience of four authors who act as researchers, LSS Master Black Belts, consultants, practitioners and trainers on various topics of Lean, Six Sigma and general quality management and continuous improvement. Findings The Ten Commandments in our opinion include: alignment of LSS initiative with organisational strategy, LSS project selection and prioritisation, selection of top talent for the project execution, leadership for LSS, effective training and design of appropriate curriculum for different LSS roles, development of reward and recognition system, LSS sustainability, Linking LSS with Organisational Learning and Innovation, Linking LSS with Environmental Management System Standards and finally LSS and Big Data. Research limitations/implications The key features outlined in this paper are based on the practitioners of LSS. The authors of this article are planning to pursue a global study to critically evaluate these commandments by various practitioners of LSS. Originality/value The senior managers and executives of various businesses can use these commandments of LSS as a guide to achieve and sustain competitive advantage.

Requirements, challenges and impacts of Lean Six Sigma applications – a narrative synthesis of qualitative research

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Alblooshi ◽  
Mohammad Shamsuzzaman ◽  
Michael Boon Chong Khoo ◽  
Abdur Rahim ◽  
Salah Haridy
Keyword(s):  
Six Sigma ◽  
Resistance To Change ◽  
Impact Category ◽  
Lean Six Sigma ◽  
Process Efficiency ◽  
Future Research ◽  
Narrative Synthesis ◽  
Qualitative Synthesis ◽  
Content Type ◽  
Research Studies

Purpose The purpose of this paper is to identify, present and categorise the main requirements, challenges and impacts of Lean Six Sigma (LSS) applications. Emphasis is given to the soft impacts of LSS applications, which are intangible in nature and difficult to quantify and measure, highlighting the most frequently cited ones. Design/methodology/approach A qualitative synthesis of the studies using the narrative synthesis approach is adopted to descriptively summarise and categorise the requirements, challenges and impacts of LSS applications. The studies were searched by using the following keywords: “LSS applications,” “LSS requirements,” “LSS challenges” and “LSS impacts” in almost all major electronic databases such as Emerald, Taylor and Francis, ScienceDirect and Wiley. A total of 116 articles published between 2007 and 2017 in 41 academic journals were collected and reviewed. Consideration was also given to a number of substantial publications in 2006, 2018 and 2019. Findings In addition to its process efficiency and financial impacts, LSS was found to have another impact category related to individual and organisational behaviours. Management commitment, training and organisational culture were concluded to be amongst the most important and required categories for successful LSS applications. It was also found that the lack of awareness of LSS tools and benefits and the lack of change management and resistance to change were amongst the most cited categories of implementation challenges. Research limitations/implications The studies published between 2007 and 2017 are mainly considered in this paper. It is believed that 10-year publication period considered in this research is sufficient to study the evolution, benefits, limitations and future trends of a particular research topic. However, the exclusion criteria used in the search process with respect to the articles’ year of publication and search terms and keywords may limit the generalisation of the research findings. In addition, the qualitative nature of this research study and the lack of empirical data to support its findings is another limitation that future research should consider. Practical implications This research paper may serve as a valuable source of information for LSS researchers as it will provide them with useful and new insights and directions for further research in LSS. It will also increase the awareness of LSS practitioners about the kind of impact LSS has, and therefore, achieve a better utilisation of its tools by ensuring availability of application requirements and overcoming application challenges. Originality/value This study differs from previous research studies as it focusses attention on the soft impacts of LSS applications and highlights them. The study identifies and prioritises LSS application impacts, requirements and challenges. The study on these aspects was found to be limited and lacking in previous research studies.

Using the socio-economic approach to management to augment Lean Six Sigma

2016 ◽  
Vol 65 (1) ◽  
pp. 80-97 ◽  
Author(s):  
Sean P. Goffnett ◽  
Lawrence Lepisto ◽  
Randall Hayes
Keyword(s):  
Action Research ◽  
Process Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Economic Approach ◽  
Production Environment ◽  
Organizational Assessment ◽  
Content Type ◽  
Organizational Issues ◽  
Operational Change

Purpose – The purpose of this paper is to present a framework and a case that delineates the coordinated use of the socio-economic approach to management (SEAM) and Lean Six Sigma (LSS) to facilitate operational change. Design/methodology/approach – This study uses action research and thematic analysis to explore the augmentation of existing process improvement and organizational assessment methodologies in a production environment. Findings – Organizations are under increasing pressure to improve all aspects of business. Project leaders and consultants often follow popular quantitatively oriented protocols like LSS to evaluate explicit operational processes. Including a qualitatively oriented protocol like SEAM expands the project leader’s capability through greater consideration of implicit organizational issues. This paper presents a case where LSS was complemented by SEAM to assess a process that was entangled with several latent organizational dysfunctions. Practical implications – SEAM and LSS are accepted protocols to facilitate process improvement and organizational change. Pairing the two protocols into a SEAM-LSS model offers the strengths of each approach, while compensating for the limitations of each. The result is a more inclusive change protocol that reduces potential oversights and inefficiencies that could occur if project leaders worked within the purview of only one methodology. Originality/value – This paper uses action research to propose a model to bring qualitative and quantitative methodologies together into a larger complementary framework to use when evaluating organizational problems and opportunities. This paper aims to stimulate discussion and research that would lead to more robust process improvement protocols.

A critical perspective on the changing patterns of Lean Six Sigma research

2019 ◽  
Vol 68 (1) ◽  
pp. 248-258 ◽  
Author(s):  
Bryan Rodgers ◽  
Jiju Antony ◽  
Sandeep Gupta
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Design Methodology ◽  
Lean Six Sigma ◽  
Critical Perspective ◽  
Research Activity ◽  
Content Type ◽  
Changing Patterns ◽  
Integrated Approaches ◽  
Practical Implications

Purpose The purpose of this paper is to utilise the research patterns of the most prolific contributors to Lean and Six Sigma methodologies over a 15-year period to inform the discussion on whether the methodologies should be or are being integrated. Design/methodology/approach Structured searches using keywords were carried out using a single database (SCOPUS) to identify the most prolific contributors to research articles in the areas of Lean, Six Sigma and Lean Six Sigma, and thereafter patterns were analysed in five-year periods between 2000 and 2015. Findings This research demonstrates clear changing and evolving patterns of research activity. Not only is there a clear emergence of research focussed on Lean Six Sigma rather than a single methodology, there are also indications that researchers publish work using different methodologies in response to different challenges. Research limitations/implications The research is restricted to a single database and includes only the 21 most prolific contributors in each five-year period. The analysis is based on the focus of each peer-reviewed paper contributed to. Practical implications This research is intended to support and inform organisations which are developing or running business process improvement approaches by demonstrating the flexibility of Lean and Sigma, and evidencing that researchers work across different approaches and combine them when appropriate. Originality/value This paper provides a unique perspective on the debate for the integration of Lean and Six Sigma by looking at the patterns of work of researchers themselves to identify whether the focus of research has in fact moved on from exclusively lean or Six Sigma to more integrated approaches as has been argued in individual pieces of research.

scholarly journals The role of organisational climate in readiness for change to Lean Six Sigma

2017 ◽  
Vol 29 (5) ◽  
pp. 666-676 ◽  
Author(s):  
Jackie Douglas ◽  
David Muturi ◽  
Alexander Douglas ◽  
Jacqueline Ochieng
Keyword(s):  
Six Sigma ◽  
Resistance To Change ◽  
Lean Six Sigma ◽  
Readiness For Change ◽  
Average Score ◽  
Success Factor ◽  
Content Type ◽  
Organisational Climate

Purpose The purpose of this paper is to examine the role of organisational climate in readiness for change (RFC) with particular focus on Lean Six Sigma (LSS) and to develop and operationalise an instrument to measure organisational climate to determine the organisational readiness of the Kenya Institute of Management (KIM) to progress to the next stage of the LSS implementation lifecycle. Design/methodology/approach A case study outlining the KIM journey to LSS is described. A quantitative survey was developed based on the ten organisational climate dimensions discovered by Ekvall (1983) and redefined by Lauer (1994). This was then used to measure the climate of the case study organisation. Data were analysed to determine individual perceptions of the climate dimensions within KIM. The average score for each dimension was used to determine overall organisational performance and hence RFC. Findings The generally positive scores across each dimension of the survey indicate that the KIM climate is ready for the next stage of its LSS implementation lifecycle although there may be some isolated pockets (individuals or groups) of resistance to change. However, the range of scores on each dimension indicates that there is disagreement within the survey group about the overall organisational climate. Research limitations/implications The response rate to the climate survey questionnaire was only two-thirds of the total staff at KIM Headquarters and approximately one-fifth of all staff. The views of non-respondents are therefore not known and this may bias the results. Practical implications Since climate influences RFC it is essential that an organisation can measure it to ensure its environment is conducive to the implementation of change generally and LSS particularly. The developed questionnaire is easy to use, easy to analyse and easy to interpret making it an ideal climate measurement instrument. Originality/value Previous papers on LSS concentrate on organisational culture rather that climate as a success factor for LSS implementation. This paper addresses that omission.

A reconsideration of Lean Six Sigma in healthcare after the COVID-19 crisis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alex Kuiper ◽  
Robert H. Lee ◽  
Vincent J.J. van Ham ◽  
Ronald J.M.M. Does
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Healthcare Operations ◽  
Content Type ◽  
Healthcare Needs ◽  
Strong Focus ◽  
New Perspective ◽  
Carry Over ◽  
The Impact

Purpose The purpose of this study is to reflect upon the ramifications of two decades of Lean Six Sigma implementations in Dutch healthcare institutions in the light of the current COVID-19 pandemic. Design/methodology/approach The authors provide an evaluation of the impact that Lean Six Sigma implementations have had on the ability of Dutch healthcare institutions to respond adequately to healthcare needs during the COVID-19 crisis. Findings Process improvement in healthcare has had a tendency to cut capacity and flexibility which are needed to deal with excessive demand shocks, such as during a pandemic. The main reason for this failure seems to be an overly strong focus on cost reduction instigated by Lean Six Sigma during stable times. Research limitations/implications Besides the research method being an inferential procedure, the research focuses on the Netherlands and so the generalizability might be limited. However, using Lean Six Sigma to improve healthcare processes has found broad acceptance, so the implications may well carry over to other countries. Practical implications The authors call for a more comprehensive approach of process improvement within healthcare that takes flexibility and buffering in anticipation of excess variability and disruption into greater account. Therefore, this study provides a new perspective on how and to which aim Lean Six Sigma should be applied in healthcare. Originality/value An assessment is given of the impact of Lean Six Sigma implementations on the ability to respond to the COVID-19 crisis. This is done by identifying the focus points of improvement projects and considering the impact on the resilience of healthcare operations.

Improving ED specimen TAT using Lean Six Sigma

2015 ◽  
Vol 28 (5) ◽  
pp. 428-440 ◽  
Author(s):  
Janet H Sanders ◽  
Tedd Karr
Keyword(s):  
Process Improvement ◽  
Teaching Hospital ◽  
Six Sigma ◽  
Tertiary Care ◽  
Lean Six Sigma ◽  
Blood Draw ◽  
Content Type ◽  
Improvement Methodologies ◽  
Percent Decrease

Purpose – Lean and Six Sigma are continuous improvement methodologies that have garnered international fame for improving manufacturing and service processes. Increasingly these methodologies are demonstrating their power to also improve healthcare processes. The purpose of this paper is to discuss a case study for the application of Lean and Six Sigma tools in the reduction of turnaround time (TAT) for Emergency Department (ED) specimens. This application of the scientific methodologies uncovered opportunities to improve the entire ED to lab system for the specimens. Design/methodology/approach – This case study provides details on the completion of a Lean Six Sigma project in a 1,000 bed tertiary care teaching hospital. Six Sigma’s Define, Measure, Analyze, Improve, and Control methodology is very similar to good medical practice: first, relevant information is obtained and assembled; second, a careful and thorough diagnosis is completed; third, a treatment is proposed and implemented; and fourth, checks are made to determine if the treatment was effective. Lean’s primary goal is to do more with less work and waste. The Lean methodology was used to identify and eliminate waste through rapid implementation of change. Findings – The initial focus of this project was the reduction of turn-around-times for ED specimens. However, the results led to better processes for both the internal and external customers of this and other processes. The project results included: a 50 percent decrease in vials used for testing, a 50 percent decrease in unused or extra specimens, a 90 percent decrease in ED specimens without orders, a 30 percent decrease in complete blood count analysis (CBCA) Median TAT, a 50 percent decrease in CBCA TAT Variation, a 10 percent decrease in Troponin TAT Variation, a 18.2 percent decrease in URPN TAT Variation, and a 2-5 minute decrease in ED registered nurses rainbow draw time. Practical implications – This case study demonstrated how the quantitative power of Six Sigma and the speed of Lean worked in harmony to improve the blood draw process for a 1,000 bed tertiary care teaching hospital. The blood draw process is a standard process used in hospitals to collect blood chemistry and hematology information for clinicians. The methods used in this case study demonstrated valuable and practical applications of process improvement methodologies that can be used for any hospital process and/or service environment. Originality/value – While this is not the first case study that has demonstrated the use of continuous process improvement methodologies to improve a hospital process, it is unique in the way in which it utilizes the strength of the project focussed approach that adheres more to the structure and rigor of Six Sigma and relied less on the speed of lean. Additionally, the application of these methodologies in healthcare is emerging research.

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.

scholarly journals The Lean Six Sigma Algorithm—A Pathway for Decreasing the Continuous Improvement Projects Failure Rate

Proceedings ◽  
2020 ◽  
Vol 63 (1) ◽  
pp. 47
Author(s):  
Karam Al-Akel ◽  
Liviu-Onoriu Marian
Keyword(s):  
Failure Rate ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Manufacturing Processes ◽  
Timely Manner ◽  
Improvement Project ◽  
Project Failures ◽  
Specific Order ◽  
Selection Of

Even if Lean and Six Sigma tools are available for large audiences, many of the continuous improvement projects fail due to the lack of a pathway that ensures appropriate results in a timely manner. We would like to address this universal issue by generating, testing and validating an algorithm that improves manufacturing processes in a controlled manner. With a selection of the most valuable set of tools and concepts implemented in a specific order, a guideline for successful project implementation is proposed. Decreasing the overall number of continuous improvement project failures is the main scope of our algorithm and suggested methodology.

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