Employees factors importance in Lean Six Sigma concept

Spasojević-Brkić, Vesna; Tomić, Branislav

doi:10.1108/tqm-10-2015-0131

Cited by 27 publications

(15 citation statements)

References 27 publications

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“…Applying effective rewarding and recognition system (incentive) in healthcare organisation can be considered a motivational approach for implementing lean concept and facilitate change transformation. For example, bonus or monetary prize can facilitate implementation of lean [57].…”

Section: Hospital Culture and Resistance To Change (B6)mentioning

confidence: 99%

“…To overcome this barrier, there is need to share information, work closely, and go against "silo working" (not sharing information) by documenting all information and making it available on intranet (internal network). Communication can affect organisational culture in terms of lean implantation [57]. Poor communication was observed in United Kingdom's healthcare system.…”

Section: Lack Of Effective Communication and Information Sharing (B9)mentioning

confidence: 99%

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Prioritized Solutions for Overcoming Barriers When Implementing Lean in the Healthcare Supply Chain: A Saudi Perspective

et al. 2021

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The main purpose of this paper is to propose solutions for overcoming the obstacles that healthcare organizations might face when implementing lean. An in-depth review of existing barriers for lean implementation in healthcare supply chain is presented and validated by experts. Although there is a widespread use of lean concepts in developed countries, little attention has been paid to implementing a lean approach by healthcare providers in developing countries. The present study’s key novelty and contribution is related to this research gap. The study is thus focused in proposing solutions for healthcare organisations in developing countries, especially in Saudi Arabia. The efficacy of these solutions is assessed through experts’ opinion. The paper enhances the body of knowledge for the successful implementation of lean in a hospital setting.

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Section: Hospital Culture and Resistance To Change (B6)mentioning

confidence: 99%

Section: Lack Of Effective Communication and Information Sharing (B9)mentioning

confidence: 99%

Prioritized Solutions for Overcoming Barriers When Implementing Lean in the Healthcare Supply Chain: A Saudi Perspective

et al. 2021

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“…At an operational level within the manufacturing sector, the LSS model aims to clarify the process of identifying opportunities for non-value added activities, as well as reduce variability and improve the process cycle time and quality of the manufacturing process [25,[40][41][42][43][44]. This will result in some strategic benefits such as customer satisfaction, financial enhancement, higher productivity and satisfaction of employees, and more efficiency in manufacturing processes [12,27,[45][46][47][48][49][50]. Despite all of these benefits, "internal resistance", "the availability of resources", "changing business focus", and "lack of leadership" have been suggested as the greatest impediments to implement LSS in any manufacturing SME [51].…”

Section: Lss In Manufacturing Smesmentioning

confidence: 99%

Reducing the Scrap Rate in Manufacturing SMEs Through Lean Six Sigma Methodology: An Action Research

Shokri

2019

IEEE Eng. Manag. Rev.

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The aim of this project was to investigate operational benefits of the Lean Six Sigma (LSS) methodology to reduce the scrap rate in the production line of a first tier supplier of automotive sector. This is an action research case study using LSS methodology in fully automated subprocess of the manufacturers. The implementation of LSS methodology had an effective and significant impact on the scrap rate reduction with increased First Run Yield (FRY) with significant financial impact at this scale. The research investigation needs to be fully controlled by the team in order to correctly gauge the effect of any changes made to the process. This action research can be replicated in other sub-processes of the production line and other processes of the company. This project addresses novelty about effectiveness of LSS methodology to reduce scrap rate and add value to automated processes in first-tier manufacturing SMEs supplying automotive sector. The project had greater saving than expected by the managers at £98k per annum. The approach of this research project combines proven statistical tools with some basic but effective lean tools to be applied in an original sequence in order to design robust product and match manufacturing capabilities.

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“…Such knowledge can take the form of a repository for an organisation, and if turned into customised training material, it can overcome the barriers to attaining required quality maturity (Nonthaleerak and Hendry, 2008;Anand et al, 2010). Six Sigma implementing organisations need continuous training of employees, measurement of training effectiveness and improving the training materials (Spasojevic Brkic and Tomic, 2016). An organisation can reap strategic benefits if all the members of the team are well trained and possess knowledge of Six Sigma.…”

Section: Six Sigma Project Capability Deficienciesmentioning

confidence: 99%

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

Hudnurkar

Ambekar

Bhattacharya

2019

TQM

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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.

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Employees factors importance in Lean Six Sigma concept

Cited by 27 publications

References 27 publications

Prioritized Solutions for Overcoming Barriers When Implementing Lean in the Healthcare Supply Chain: A Saudi Perspective

Prioritized Solutions for Overcoming Barriers When Implementing Lean in the Healthcare Supply Chain: A Saudi Perspective

Reducing the Scrap Rate in Manufacturing SMEs Through Lean Six Sigma Methodology: An Action Research

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

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