Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Lean and six sigma – critical success factors revisited

Lean and six sigma – critical success factors revisited 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Quality and Service Sciences Emerald Publishing

Lean and six sigma – critical success factors revisited

Download PDF
15 pages

Loading next page...
 
/lp/emerald-publishing/lean-and-six-sigma-critical-success-factors-revisited-goDbkZVdP3
Publisher
Emerald Publishing
Copyright
Copyright © 2013 Emerald Group Publishing Limited. All rights reserved.
ISSN
1756-669X
DOI
10.1108/17566691311316266
Publisher site
See Article on Publisher Site

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.

Journal

International Journal of Quality and Service Sciences – Emerald Publishing

Published: Mar 22, 2013

Keywords: Lean; Six Sigma; Critical success factors; Organizational culture

References

  • Management fashion
    Abrahamson, E.
  • Critical success factors for lean implementation within SMEs
    Achanga, P.
  • Managing flexible automation
    Adler, P.S.
  • Revisiting BPR: a holistic review of practice and development
    Al‐Mashari, M.; Zairi, M.
  • Applying Six Sigma to achieve enterprise sustainability: preparations and aftermath of Six Sigma projects
    AlSagheer, A.
  • Quality strategy for the 1990s – the key is middle management
    Anand, K.
  • Six Sigma in service organisations: benefits, challenges and difficulties, common myths, empirical observations and success factors
    Antony, J.; Jiju, F.; Kumar, M.; Cho, B.
  • Enhancing organizational performance: facilitating the critical transition to a process view of management
    Baker, G.; Maddux, H.
  • Decoding the DNA of the Toyota production system
    Bowen, K.; Spear, S.
  • Towards a function and process orientation: challenges for business leaders in the new millennium
    Braganza, A.; Korac‐Kakabadse, N.
  • A historical perspective on fad adoption and abandonment
    Carson, P.P.; Lanier, P.A.; Carson, K.D.; Birkenmeier, B.J.
  • Just say NO to training fads
    Caudron, S.
  • Where process‐improvement projects go wrong
    Chakravorty, S.
  • Reengineering Management: The Mandate for New Leadership
    Champy, J.
  • Six Sigma: a framework for small and medium sized enterprises to achieve total quality
    Chang, T.L.
  • Relationship among organizational support, JIT implementation, and performance
    Chong, H.; White, R.; Prybutok, V.
  • The agile supply chain: competing in volatile markets
    Christopher, M.
  • Getting More from Lean
    Cotte, P.; Farber, A.; Merchant, A.; Paranikas, P.; Sirkin, H.L.
  • Lean production, Six Sigma quality, TQM and company culture
    Dahlgaard, J.; Dahlgaard‐Park, S.
  • TQM: an overview
    Dale, B.G.
  • Just‐in‐time functional model: empirical test and validation
    Daugherty, P.J.; Rogers, D.S.; Spencer, M.S.
  • Reengineering – the fad that forgot people
    Davenport, T.
  • The fad that forgot people
    Davenport, T.H.
  • Reengineering: business change of mythic proportions
    Davenport, T.H.; Stoddard, D.B.
  • Thinking about organizational change: towards two kinds of process intervention
    De Cock, C.; Rickards, T.
  • The implementation of lean Six Sigma in financial services organizations
    Delgado, C.; Ferreira, M.; Castelo Branco, M.
  • Announced layoffs: their effect on corporate financial performance
    DeMeuse, K.P.; Vanderheiden, P.A.; Bergmann, T.J.
  • The challenge of managing organizational change: exploring the relationships of re‐engineering, developing learning organizations and total quality management
    Dervitsiotis, K.
  • The iron cage revisited: institutional isomorphism and collective rationality in organizational fields
    DiMaggio, P.; Powell, W.
  • Are you satisfied with your company's ABC system?
    Dosch, J.; Wilson, M.
  • Learning from less successful Kaizen events: a case study
    Farris, J.; Van Aken, E.; Doolen, T.; Worley, J.
  • Six Sigma: an evolutionary analysis through case studies
    Firka, D.
  • Life story of a management fad: any magic solution finds a ready audience until the inevitable disillusionment sets in
    Furnham, A.
  • Time‐based management of technology: a taxonomic integration of tactical and strategic roles
    Gehani, R.
  • Choosing which process improvement methodology to implement
    Gershon, M.
  • Management fads: emergence, evolution, and implications for managers
    Gibson, J.; Tesone, D.
  • A critique of the literature on just‐in‐time manufacturing
    Goyal, S.K.; Deshmukh, S.G
  • Classification and application of problem solving quality tools
    Hagemeyer, C.; Gershenson, J.; Johnson, D.
  • Process management and the future of Six Sigma
    Hammer, M.
  • Ten reasons why TQM doesn't work
    Harari, O.
  • Just‐in‐time: the issue of implementation
    Harber, D.; Samson, D.; Sohal, A.; Wirth, A.
  • The dynamics of process‐product life cycles
    Hayes, R.; Wheelwright, S.
  • Making quality pay
    Holland, C.; Dey, K.
  • A conceptual framework for critical success factors of lean Six Sigma: implementation on the performance of electronic manufacturing service industry
    Jeyaraman, K.; Teo, L.K.
  • Lean logistics
    Jones, D.; Hines, P.; Rich, N.
  • Lean production practices for efficiency
    Kocakulah, M.; Austill, D.; Schenk, D.
  • Six Sigma implementation framework for SMEs – a roadmap to manage and sustain the change
    Kumar, M.; Antony, J.; Tiwari, M.K.
  • Organisational learning and Six Sigma deployment readiness evaluation: a case study
    Lagrosen, Y.; Rana Chebl, R.; Rios Tuesta, M.
  • Financial Times
    London, S.
  • Are ERP implementations qualitatively different from other large system implementations?
    Milford, M.; Stewart, G.
  • Spotting a management fad
    Miller, D.; Hartwick, J.
  • Critical factors and performance measures of TQM
    Motwani, J.
  • Lean, Six Sigma and lean sigma: fads or real process improvement methods?
    Näslund, D.
  • Organizational Improvement Methods: Deconstruction and Prediction
    Näslund, D.; Andreas, N.
  • Organizational improvement methods: deconstruction and prediction
    Näslund, D.; Norrman, A.
  • Operationalizing the concept of value – an action research based model
    Näslund, D.; Olsson, A.; Karlsson, S.
  • Exploring the Six Sigma phenomenon using multiple case study evidence
    Nonthaleerak, P.; Henry, L.
  • Everybody's jumping on the lean bandwagon, but many are being taken for a ride – lean might not always produce the expected benefits and here's why
    Pay, R.
  • Knowledge management: another management fad?
    Ponzi, L.; Koenig, M.E.D.
  • Viewpoint: have it both ways, ambidexterous companies can handle incremental change and bold initiatives
    Rae, J.
  • The ‘Six Sigma’ factor for home depot; departure of CEO Nardelli brings into focus a management technique he championed
    Richardson, K.
  • Lean manufacturing, non‐financial performance measures, and financial performance
    Rosemary, R.F.; Wempe, W.F.
  • Managing the white space
    Rummler, G.; Brache, A.
  • Toyota production systems: the ‘Toyota Way’ and labour‐management relations
    Saruta, M.
  • Lean take two! Reflections from the second attempt at lean implementation
    Scherrer‐Rathje, M.; Boyle, T.; Deflorin, P.
  • Japanese Manufacturing Techniques: Nine Hidden Lessons in Simplicity
    Schonberger, R.J.
  • Understanding the obstacles to TQM success
    Sebastianell, R.; Tamimi, N.
  • Fad Surfing in the Boardroom
    Shapiro, E.
  • Zero Quality Control: Source Inspection and the Poka Yoke System
    Shingo, S.
  • Getting More from Lean: Seven Success Factors
    Sirkin, H.; Cotte, P.; Paranikas, P.; Farber, A.; Merchant, A.
  • Use DMAIC to make improvement part of ‘the way we work’
    Snee, R.D.
  • Modeling the enablers of Six Sigma using interpreting structural modeling
    Soti, A.; Shankar, R.; Kaushal, O.
  • How constraints management enhances lean and Six Sigma
    Spector, R.
  • What bandwagons bring: effects of popular management techniques on corporate performance, reputation and CEO pay
    Staw, B.; Epstein, L.
  • Lessons from Toyota's long drive
    Stewart, T.A.; Raman, A.P.
  • Critical success factors of TQM in service organizations: a proposed model
    Talib, F.; Rahman, Z.
  • The success and failure of ABC systems
    Velmurugan, M.
  • Banking sector growth in China: can Six‐Sigma be a solution?
    Wang, L.
  • Design for Six Sigma: caveat emptor
    Watson, G.; DeYong, C.
  • JIT manufacturing: a survey of implementations in small and large US manufacturers
    White, R.; Pearson, J.; Wilson, J.
  • The Power of Appreciative Inquiry: A Practical Guide to Positive Change
    Whitney, D.; Trosten‐Bloom, A.
  • From lean production to the lean enterprise
    Womack, J.; Jones, D.
  • Reductionism and complex thinking during ERP implementations
    Wood, T.; Caldas, M.P.
  • Causation and covariation: an empirical re‐examination of the link between TQM and financial performance
    York, K.M.; Miree, C.E.