Implementing Lean Six Sigma in financial services: the effect of motivations, selected methods and challenges on LSS program- and organizational performance

Vashishth, Abhishek; Lameijer, Bart A.; Chakraborty, Atreya; Antony, Jiju; Moormann, Jürgen

doi:10.1108/ijqrm-05-2022-0154

Cited by 11 publications

(1 citation statement)

References 73 publications

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“…The specific type of DC integration with LSS depends on the organisation's goals and priorities. Sensing capabilities, encompassing the identification of opportunities and threats, align seamlessly with LSS's focus on process improvement, quality enhancement, and waste reduction [94]. LSS provides tools for data-driven decision-making that amplify the effectiveness of sensing by enabling organisations to detect emerging trends and customer needs promptly [93].…”

Section: The Integration Of the Lss As Dcsmentioning

confidence: 99%

Exploring Lean Six Sigma as Dynamic Capability to Enable Sustainable Performance Optimisation in Times of Uncertainty

Ndrecaj,

Mohamed Hashim,

Mason-Jones

et al. 2023

Sustainability

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The purpose of this study is to develop a nested theoretical model (LSS-DC) by critically examining two distinct theoretical concepts, including Lean Six Sigma (LSS) and Dynamic Capabilities (DC), for achieving organizational sustainable performance optimizations (PO). The robust integration of this dynamic concept is achieved using a systematic literature review, synthesis, and empirical evidence derived from 2005 to 2022. The vital benefits of LSS-DC are identified. This study utilizes a systematic literature review method adapted. It reveals the cross-sectional literature search strategy deploying selective keywords DCs, LSS, DCs and LSS, DCs and LSS and PO. In this niche domain employing descriptive and thematic analysis, key insights are extracted from the literature, encompassing a total of 21 peer-reviewed journals. The selection criteria revolve around three aspects: ‘Purpose’, ‘Authorship’, and ‘Credibility and Accuracy’. The authors gathered the secondary data from credible databases such as Scopus, Web of Science, PubMed, ERIC, and IEEE using the keyword search. The study reveals the robust integration of theoretical concepts of LSS and DCs and their impact on organisational performance. The findings suggest that integrating the micro-foundations of DCs (sensing, seizing, and transforming) with LSS allows organisations to not only identify improvement opportunities but also efficiently and effectively act upon them, ultimately leading to sustainable performance optimisation across various aspects of the business. The specific type of DC integration with LSS depends on the organisation’s goals and priorities. The findings of this study are subjective to some extent due to the applied research methodology. Further empirical research is needed to gain a deeper understanding of the phenomenon. This study considers LSS as DC providing an empirical (LSS-DCs) model for sustainable performance optimisation. This is achieved by robustly integrating two distinct theoretical concepts derived from an extensive literature review and the analysis of the data-driven implementation. Finally, the study offers a deeper understanding in terms of how contextual organisational characteristics enhance the outcome of LSS-DC.

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Section: The Integration Of the Lss As Dcsmentioning

confidence: 99%