Lean and six sigma – critical success factors revisited

Abstract

Purpose -The purpose of this paper is to provide a review of the critical success factors (CSF) for lean and six sigma and an analysis of these CSF as compared to previously popular change methods. Design/methodology/approach -The paper uses a literature search and comparative analysis complemented with examples from previous case studies. Findings -With only slight variations, the critical success factors are similar for all the change methods. Furthermore, the critical success factors seem to be relatively constant over time. Another important finding is that the CSF tend to relate more to how an organization approaches the change effort versus change method specific factors. The issues of management support and organizational culture are often emphasized as especially critical. The paper highlights and discusses three additional important CSF: strategic alignment, project management and training. Practical implications -The awareness of CSF, in combination with an awareness of similarities between the methods, can potentially guide organizations in implementations of existing change efforts, and also prepare them for the next widely popular change method -when it arrives. Originality/value -The paper presents the comparison of such aspects as goals, approaches, structure and tools and a detailed analysis of critical success factors.

Continuous improvement and organizational practices in service firms: Exploring impact on cost reduction

“…While the study confirms positive impact of four selected practices on CI -Cost reduction relationship, the study demonstrates that management commitment may have a negative impact on the cost reduction efforts. These findings provide an interesting case for further scholarly work, since previous studies largely support the high importance of management commitment in ensuring effectiveness of CI (Liker & Morgan, 2006;Chakravorty, 2009;Bon & Mustafa, 2013;Näslund, 2013;Swartling and Poksinska, 2013;Dubey et al, 2015). Since management commitment may negatively affect CI -Cost Reduction, further research is needed to explore the possibilities of management involvement in the CI initiative for achievement of cost reduction.…”

Embracing the ROFO Principle before Implementing Lean Production: A Chief Operating Officer’s Experiences and Reflections

“…• Nelson Mandela (1918-2013, the first President of South Africa, an antiapartheid fighter who fought for freedom and equal rights for his people. • Lee Kuan Yew, the former prime minister of Singapore, who is highly respected by Singaporeans as father of Singapore and also for his untiring efforts and commitment in transforming Singapore into a modern nation, comparable to any developed country in the world.…”

“…Continuous improvement (CI) programs such as Total Quality Management (TQM), Six Sigma, and Lean Production (LP) have been pursued aggressively by organizations to improve their business results. Despite the extensive application of the aforesaid tools (or management concepts), many have been unsuccessful (Katz, 1993;Nwabueze, 2001;New, 2007;Näslund, 2013). Staats and Upton (2011) state that Lean Production (= Toyota Production System (TPS)) can be argued as one of the most vital inventions in manufacturing operations after Henry Ford's manufacturing model for producing the T-model but attempts to implement it have proved to be disappointingly difficult.…”

“…Staats and Upton (2011) state that Lean Production (= Toyota Production System (TPS)) can be argued as one of the most vital inventions in manufacturing operations after Henry Ford's manufacturing model for producing the T-model but attempts to implement it have proved to be disappointingly difficult. Näslund (2013) states that a survey on Lean Production by Industry Week reveals that only 2 percent attained their expected goals whereas 74 percent did not make satisfactory progress. On the other hand, there are reports that companies which successfully have implemented continuous improvement programs have achieved substantial savings (Hendricks and Singhal, 1997;.…”

Development of Enabler Based Hierarchical Structure to Facilitate the Implementation of Lean Six Sigma

“…Their results also disclosed that linking of SS to HR rewards and broadening LSS to supply chain also plays a critical character for successful LSS. Number of articles such as [1], [3], [6]- [8] also identified the enablers of LSS but very less number of articles presented them in a structured form. The ranking and prioritizing of LSS enablers by several decision making techniques will enhance the execution power of practitioners for effective LSS implementation.…”