The Road Towards Lean Six Sigma: Sustainable Success Factors in Service Industry

Vouzas, Fotis; Psychogios, Alexandros; Tsironis, Loukas K.

doi:10.2478/nybj-2014-0023

Cited by 5 publications

(6 citation statements)

References 30 publications

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“…(2020). Finally, Vouzas et al. (2014) and Tsironis and Psychogios (2016) examining the service industry in Greece revealed similar results with the present study.…”

Section: Discussionsupporting

confidence: 89%

“…Furthermore, many researchers suggest more studies on the impact of CSFs on the application of lean in various services industries (Psychogios et al. , 2012; Vouzas et al. , 2014; Patel and Patel, 2021; De Almeida et al.…”

Section: Introductionmentioning

confidence: 99%

“…Moreover, De Almeida et al (2017), Madsen et al (2017), Antony et al (2017c), Vadivel et al (2021), Costa et al (2020) and Psomas et al (2022) indicate that lean studies are needed in various public services organizations and different subsectors. Furthermore, many researchers suggest more studies on the impact of CSFs on the application of lean in various services industries (Psychogios et al, 2012;Vouzas et al, 2014;Patel and Patel, 2021;De Almeida et al, 2017;Rodgers and Antony, 2019;Lins et al, 2019;Juliani and de-Oliveira, 2017;Gupta et al, 2016). Finally, it is worth noting that Magnani et al (2019) propose exploring lean transformation from the employee perspective.…”

Section: Introductionmentioning

confidence: 99%

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Critical success factors of lean in the public services sector: the case of the Greek citizen's service centers

Keramida

Psomas²,

Antony³

2022

TQM

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PurposeThe aim of this study is to determine the most critical success factors (CSFs) of lean adoption in a specific Greek public services subsector namely citizen's service centers (CSCs) and to define their underlying structure (latent constructs).Design/methodology/approachIn this study an online structured questionnaire survey was distributed to all the Greek CSCs and six hundred and seventy-two employees responded and fully completed the questionnaire. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were applied to assess the reliability and validity of the latent constructs of the Lean CSFs.FindingsData analysis revealed that the latent constructs of the lean CSFs, namely communication, top management commitment and leadership, organizational culture, training and education, change and project management, availability of resources, teamwork, and employee involvement and empowerment are of major importance for the adoption of lean in the CSCs.Research limitations/implicationsThe small percentage of the responding employees of the Greek CSCs, given their large population and the subjective nature of the data collected constitute the main limitations of the present study.Practical implicationsThe findings of this research can guide managers and decision makers of CSCs in recognizing the key factors that potentially will influence the successful adoption of lean, and the enhancement of the quality management initiatives of these services organizations. Moreover, the formulated model can also serve as a reference for academics and researchers to generate new research ideas. Finally, the results may offer guidelines to managers of public services organizations of other countries with a similar structure of the public sector.Originality/valueThe present study is stimulated by the existing gap identified in the literature in the field of the public sector. Building on the public sector literature, this is the first study that evaluates the importance of the CSFs of lean in the Greek CSCs and defines their underlying structure.

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“…(2020). Finally, Vouzas et al. (2014) and Tsironis and Psychogios (2016) examining the service industry in Greece revealed similar results with the present study.…”

Section: Discussionsupporting

confidence: 89%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Critical success factors of lean in the public services sector: the case of the Greek citizen's service centers

Keramida

Psomas²,

Antony³

2022

TQM

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“…Nonetheless, a significant number of companies achieved an improvement rate between 100 and 300 percent. Notwithstanding, as no standard LSS roadmap or change strategy exists, the implementation of LSS can often lead to failure (Gershon & Rajashekharaiah, 2011;Pepper & Spedding, 2010;Vouzas, et al, 2013). In order to assure a successful LSS implementation, companies must employ a roadmap as a guide detailing steps that have to be taken in order to achieve the expected results (George, 2002).…”

Section: Lean Six Sigma (Lss) Critical Success Factors (Csfs)mentioning

confidence: 99%

Development of a roadmap for Lean Six Sigma implementation and sustainability in a Scottish packing company

Vallejo

Antony

Douglas

et al. 2020

TQM

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PurposeLean Six Sigma (LSS) is a continuous improvement methodology that has been adopted by several companies as a strategy to increase their competitive advantage. However, due to the misuse of LSS theory in practice, a high rate of implementation failure results. There is a need for a structured and standardised framework to describe how the LSS initiative should be implemented and sustained over time. As a result, this study aims to develop a practical, user-friendly and accurate LSS road map for a Scottish manufacturing small and medium enterprise.Design/methodology/approachThe approach was to analyse existing literature on lean and Six Sigma that included road maps and critical success factors (CSFs) in order to design an in-company, quantitative survey instrument. The aim of the survey was to evaluate employees' perceptions on the importance of LSS CSFs for the successful implementation and sustainability of a continuous improvement initiative. Based on the literature and results from the data collected, an LSS reference guide - in the form of a road map - was designed to support LSS implementation and sustainability.FindingsA customised LSS reference guide in a road map format for the Scottish SME was proposed. This road map was developed by adopting existing successful road maps from the literature into consideration and then adapting them to fulfil the company's particular perspective on CI. This study complements current literature on LSS road maps and corroborates LSS CSFs as crucial for successful LSS implementation and sustainability, regardless of the type of company and/or culture. However, a degree of importance is ascribed to the organisation's culture.Research limitations/implicationsWhilst a survey was used as the data collection instrument future interviews with employees would enhance the understanding of the organisational culture and hence further improve the road map.Originality/valueThe authors developed a practical and strategic roadmap for a Scottish packaging small- and medium-sized enterprise (SME) which can be used by other similar SMEs. The proposed LSS road map can be replicated and/or adapted for companies in their application of LSS. The methodology by which this study's road map was designed can be used as a guide in the development of further CI road maps.

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“…Pengurangan Aktivitas Non-Value Added Dalam Alur Proses Pelayanan Kesehatan dengan Pendekatan pelanggan dan menghapus kegiatan pemborosan atau kegiatan yang tidak memberikan nilai pada pelanggan. Six sigma adalah tentang memenuhi persyaratan pelanggan danharapan pemangku kepentingan, dan meningkatkan kualitas dengan mengukur dan menghilangkan cacat (S. Furterer, 2005;Vouzas, 2014). Menggabungkan lean dan prinsip-prinsip sixsigma dimulai pada pertengahan hingga akhir 1990-an, dan dengan cepat mengambil alih ketika perusahaan mengakui sinergi dari kedua metode tersebut (S. L. Furterer, 2009).…”

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Pengurangan Aktivitas Non-Value AddedDalam Alur Proses Pelayanan Kesehatan Dengan Pendekatan Lean Six Sigma

Hayati

Thabrani

2019

JKMW

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Purpose- This study aims to reduce Non-Value Activities in the Health Service Process flow using Lean Six Sigma Approach in the Outpatient department of LubukBuaya Health Center.Methodology - The research reported in this paper is based on a case study carried out using the lean six sigma DMAIC (Define-Measure-Analyze-Control) approach and its application in to reducing non-value activities in the health service process flowin the outpatient department of LubukBuaya health center in Padang. The analytical tools used in this study include value stream mapping, process capability, and fishbone diagram.Finding - From the results of the analysis and research that has been done it turns out thatThe lead time needed in the flow of the outpatient service process is 82.74 minuteswith percentage of process cycle efficiency is 15,03%, it means that the service process to the outpatients is not yet efficient. It is caused by several factors such as there is no online registration application, the number of visits increases at certain hours, and use of the patient's electronic database that is not optimal. Keywords: Reduce, Non-Value Activities, Lean six sigma, DMAIC, Health service, Outpatient.

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The Road Towards Lean Six Sigma: Sustainable Success Factors in Service Industry

Cited by 5 publications

References 30 publications

Critical success factors of lean in the public services sector: the case of the Greek citizen's service centers

Critical success factors of lean in the public services sector: the case of the Greek citizen's service centers

Development of a roadmap for Lean Six Sigma implementation and sustainability in a Scottish packing company

Pengurangan Aktivitas Non-Value AddedDalam Alur Proses Pelayanan Kesehatan Dengan Pendekatan Lean Six Sigma

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