2021
DOI: 10.1108/ijopm-09-2020-0645
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Exploring the process of management system implementation: a case of Six Sigma

Abstract: PurposeThe purpose of this study is to discover the learning mechanisms and temporal dynamics of implementing systems (Six Sigma) as it unfolds over time.Design/methodology/approachThe data come from a European engineering company that was implementing a Six Sigma-based quality management system (QMS) over a seven-year period. The analysis is based on an event-sequence reconstruction of the implementation process as it unfolded over time and discovers four different learning mechanisms that emerged: programmat… Show more

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Cited by 13 publications
(9 citation statements)
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References 73 publications
(164 reference statements)
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“…They conclude that activating cycles of employee pull help to sustainably improve processes without “command-and-control management”. From a six sigma implementation study, De Mast et al. (2021) add that implementations of management systems such as six sigma and lean production are dynamic learning processes.…”
Section: Discussionmentioning
confidence: 99%
See 1 more Smart Citation
“…They conclude that activating cycles of employee pull help to sustainably improve processes without “command-and-control management”. From a six sigma implementation study, De Mast et al. (2021) add that implementations of management systems such as six sigma and lean production are dynamic learning processes.…”
Section: Discussionmentioning
confidence: 99%
“…They conclude that activating cycles of employee pull help to sustainably improve processes without "command-and-control management". From a six sigma implementation study, De Mast et al (2021) add that implementations of management systems such as six sigma and lean production are dynamic learning processes. This paper continues with this dynamic perspective, as it focuses on the interplay between lean operating and CI routines, and the role of different actors in establishing these routines.…”
Section: Generic Process Modelmentioning
confidence: 99%
“…Lean practices such as pull, setup or suppliers' development are not off-the-shelf solutions. Rather, they are complex to implement and require knowledgeable employees, making learning an imperative to augment lean practice efficacy (De Mast et al, 2021;Onofrei et al, 2019;Powell and Coughlan, 2020;Tortorella et al, 2019). In successful lean implementations, employees improve organizational processes and systems through collaboration, consensus building, suggestion systems and group decision-making, which together constitute a supporting infrastructure for individual and group learning (Spear and Bowen, 1999).…”
Section: Lean Organizational Culture and Dcs Microfoundationsmentioning
confidence: 99%
“…In a similar vein, Liker and Morgan (2006) stress the importance of using an integrated framework that combines technology, people, and processes when using lean outside manufacturing environments such as NPD. Recent research also shows that the implementation of PIAs rarely follows a sequence of "turn-key" steps and instead consists of practices that are often constructed via adaptive and dialectical learning (De Mast et al, 2022). While these studies discuss various managerial and behavioral aspects, little attention has been paid to the role of individuals' perspectives in the adoption of PIAs (Camuffo and Gerli, 2018;Cho and Linderman, 2019).…”
Section: Process Improvement and The New Product Development Processmentioning
confidence: 99%
“…In a similar vein, Liker and Morgan (2006) stress the importance of using an integrated framework that combines technology, people, and processes when using lean outside manufacturing environments such as NPD. Recent research also shows that the implementation of PIAs rarely follows a sequence of “turn-key” steps and instead consists of practices that are often constructed via adaptive and dialectical learning (De Mast et al. , 2022).…”
Section: Literature Reviewmentioning
confidence: 99%