Inter-industry generic Lean Six Sigma project definitions

Abstract

Purpose The objective of this research is to provide practitioners with inter-industry applicable rules and guidelines for the Lean Six Sigma (LSS) project definition phase. This research resulted in 13 inter-industry generic project definitions that are divided by four performance dimensions: quality, dependability, speed and cost efficiency. Design/methodology/approach A total of 312 previously executed LSS improvement projects in a broad variety of industries at black belt or master black belt level are analyzed. All these projects have followed the LSS methodology and are characterized by the use of critical to quality (CTQ) measurements and the structured improvement method of define, measure, analyse, improve and control for operations improvement. Findings This research resulted in 13 inter-industry generic project definitions that are divided by four performance dimensions: quality, dependability, speed and cost efficiency. Three factors that have stood out in this research are; the difficulty to capture the performance dimension flexibility in LSS project definitions, the strong focus on internal organizational benefits in defining CTQs for LSS project definitions and the unclear alignment of LSS project definitions to existing strategic objectives of the company. Originality/value This research established useable generic LSS project definitions including generic CTQ’s measures, applicable to multiple industries. These generic LSS project definitions provide useful guidance in the initial LSS project phase, helping to decompose strategic focal points into clear and measurable project objectives.

Stakeholder Analysis in the Feasibility Process of Projects: A Structural Evaluation of the Power-Oriented Relationship

“…During recent years, researchers have emphasized the necessity of secondary stakeholder participation. For this purpose, communication and negotiation (Fageha & Aibinu, 2013;Kähkönen, 1999;Taylan et al, 2014;Winch & Kelsey, 2005;Yang, Zou, et al, 2015), transparency, and information sharing (Lameijer et al, 2016;Liu et al, 2016;Taylan et al, 2014) are essential. Effective participation in the feasibility process includes challenges such as coordination difficulties of stakeholders, leading to increases in time and cost (Kähkönen, 1999;Taylan et al, 2014); low stakeholder motivation (Liu et al, 2016;Winch & Kelsey, 2005); low stakeholder capability and awareness (Taylan et al, 2014); increased risk (Yang, Chen, et al, 2015); political pressure (Aaltonen et al, 2015;Sarhadi et al, 2018); severe conflicts of interest among government, public, and executive stakeholders (Yuan, 2017); and, finally, lack of adequate participation mechanisms (Innes & Booher, 2004).…”

“…Many of the studies around project initiation concentrate on some specific challenges, such as massive volume of nonclassified information (Samset & Volden, 2016;Winch & Kelsey, 2005), ignoring strategic goals (Lameijer et al, 2016;Pinto & Winch, 2016;Samset & Volden, 2016), diverse and contradictory goals, high levels of uncertainty; unrealistic beliefs, and lack of innovation (Kähkönen, 1999). However, structural issues (Taylan et al, 2014;Winch & Kelsey, 2005) and various agent-based behaviors of stakeholders, such as directing feasibility study reports (FSRs) toward pre-made decisions, instead of conducting authentic feasibility studies, have not been addressed appropriately due to the excessive focus of studies on tools and techniques and disregarding soft aspects (Pollack, 2007;Winch & Kelsey, 2005).…”

Ranking lean tools for world class reach through grey relational analysis

“…With equipment presenting smaller failures and fewer stops, a positive scenario emerges for the use of Six Sigma because it can eliminate variations and defects in the process (Lameijer et al, 2016), helping reduce the number of defects and increase the financial benefit…”

Discussion of “Quality and statistical thinking in a parliament and beyond”

“…In Lameijer et al (2016a), we studied 312 LSS projects that have been implemented in organizations under the supervision of IBIS UvA in the period 2003-2015. The results show that although manufacturing is an important sector for LSS project implementations, sectors such as finance and insurance, healthcare services, construction and indeed public administration and public utilities are well represented (Table 1).…”

“…Then we introduce our experience on implementing LSS projects in organizations in the public sector, and finally we discuss three exemplary LSS projects in this sector. Our contribution is based upon a research on LSS project implementations we have performed by Lameijer et al (2016a).…”