scholarly journals Lean Six Sigma in the Service Industry

10.5772/31961 ◽  
2012 ◽  
Author(s):  
Alessandro Laureani
Keyword(s):  
Six Sigma ◽  
Service Industry ◽  
Lean Six Sigma

Applying Lean Production and Six Sigma in Global Operations

2018 ◽  
pp. 582-612 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Health Care ◽  
Organizational Performance ◽  
Six Sigma ◽  
Business Performance ◽  
Service Industry ◽  
Lean Production ◽  
Lean Six Sigma ◽  
Lean Product Development ◽  
Strategic Goals ◽  
Global Operations

This chapter aims to apply the Lean Production and Six Sigma in global operations, thus describing the theoretical and practical overviews of Lean Production; Lean Production in sustainable operations; Lean Production in human resource management; Lean Production in health care; Lean Production and environmental management; Lean product development; Lean Management and sustainability; Six Sigma; Six Sigma, learning, and knowledge management; Six Sigma in health care; Six Sigma in service industry; Lean Six Sigma; and the significance of Lean Production and Six Sigma in global operations. The creation of Lean Production and Six Sigma is crucial for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and acquire regular progress in global operations. The chapter argues that applying Lean Production and Six Sigma has the potential to enhance organizational performance and achieve strategic goals in global operations.

Determination of the Critical Success Factors of Philosophies, Techniques, and Tools for Continuous Improvement Applied in the Service Sector

2020 ◽  
pp. 237-260
Author(s):  
Karla F. Madrigal ◽  
Erwin Martinez Gomez ◽  
Salvador A. Noriega Morales ◽  
Vianey Torres-Arguelles ◽  
Roberto Romero López
Keyword(s):  
Six Sigma ◽  
Lean Manufacturing ◽  
Critical Success Factors ◽  
Manufacturing Industry ◽  
Service Sector ◽  
Success Factors ◽  
Service Industry ◽  
Lean Six Sigma ◽  
Growth Trend ◽  
Critical Success

At the global level, the service industry represents a critical component for the economy and its growth trend is above of the other sectors. This sector alone is responsible for 63% of the gross domestic product and 45.5% of labor occupation worldwide. Despite its role in modern economies, the sector receives very little attention. In the literature, the authors have found the efforts that have been made to increase the efficiency and productivity of this type of organizations: adapting philosophies, tools, and/or techniques that were born to achieve this goal in the manufacturing industry, such as Lean manufacturing, total quality management, six sigma, lean six sigma, among others. The objective of this study is to perform an exhaustive literature review of the critical success factors reported in diverse studies of the implementation of these tools or philosophies in the service sector, as well as their differences, similarities, and results.

scholarly journals TOWARDS SUSTAINABILITY THROUGH GREEN, LEAN AND SIX SIGMA INTEGRATION AT SERVICE INDUSTRY: REVIEW AND FRAMEWORK

2018 ◽  
Vol 24 (4) ◽  
pp. 1659-1678 ◽  
Author(s):  
Rodrigo Caiado ◽  
Daniel Nascimento ◽  
Osvaldo Quelhas ◽  
Guilherme Tortorella ◽  
Luis Rangel
Keyword(s):  
Six Sigma ◽  
Service Industry ◽  
Regulatory Compliance ◽  
Lean Six Sigma ◽  
Service Systems ◽  
Critical Factors ◽  
Environmental Commitment ◽  
Sustainable Implementation ◽  
Sustainable Services ◽  
Ethical Relations

In the last decades, sustainable development has increasingly gained importance to service industry and the integration between Green, Lean and Six Sigma approaches in service systems is necessary in order to balance the need for operational efficiency with environmental commitment and social fairness. Because of that, the purpose of this paper is to critically review the Lean and Lean Six Sigma (LSS) methodologies and highlight their importance to achieve sustainable services. To do this, a systematic literature review of the subjects under investigation was conducted. The study has two major contributions. First, it is one of the first researches that examine the compatibility and divergences of Green, Lean and Six Sigma concepts and implications regarding its sustainable implementation in service industry. Second, it provides a holistic Green LSS framework attempting to help practitioners to find ways of institutionalizing it in numerous kinds of services, by pointing out nine critical factors for its implementation, such as continuous customer satisfaction, ethical relations and regulatory compliance, focus on knowledge management and human behaviors, and effective Jidoka automation. The proposed framework indicates new paradigms and pathways to achieve the balance in technical, economic, social and environmental priorities in services.

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

2014 ◽  
Vol 2 (1) ◽  
pp. 31-38 ◽  
Author(s):  
Fotis Vouzas ◽  
Alexandros Psychogios ◽  
Loukas Tsironis
Keyword(s):  
Operations Management ◽  
Six Sigma ◽  
Success Factors ◽  
Service Industry ◽  
Research Question ◽  
Secondary Data ◽  
Lean Six Sigma ◽  
Primary Data ◽  
Main Research ◽  
The Road

Abstract It has been widely investigated that the application of operations management techniques is not only based on technical factors, but it is mainly associated with organisational factors such as culture, previous polices and procedures, etc. A prime example of promisng operations practices is Lean Six Sigma (L6σ). The main research question for L6σ is related to its liabilities and constrains regarding its implementation. Therefore, this paper aims to explore the critical factors related to the application L6σ. The context of the analysis is service industry since it seems that it has been neglected from the literature that mainly focuses on manufacturing. The methodology was based on the qualitative exploration of three case studies from the service industry. Secondary data were collected through an analysis of companies' documents, written procedures and quality assurance policies and primary data were collected through a number of in-depth face-to-face interviews with managers and quality experts. The findings show that there are ten (10) particular factors that influence the implementation of L6σ in service organizations.

scholarly journals Road towards Lean Six Sigma in service industry: a multi-factor integrated framework

2016 ◽  
Vol 22 (4) ◽  
pp. 812-834 ◽  
Author(s):  
Loukas K Tsironis ◽  
Alexandros G. Psychogios
Keyword(s):  
Six Sigma ◽  
Success Factors ◽  
Service Industry ◽  
Critical Role ◽  
Secondary Data ◽  
Great Majority ◽  
Lean Six Sigma ◽  
Primary Data ◽  
Content Type ◽  
Depth Interviews

Purpose – The purpose of this paper is to adopt a multiple case-study approach, of three companies, in order to identify the factors affecting Lean Six Sigma (L6σ) implementation in service industry. Design/methodology/approach – Secondary data were collected through companies’ documents, written procedures and quality assurance policies. Primary data were collected through a number of in-depth interviews with managers and quality experts. Findings – The analysis of qualitative data gathered through in-depth interviews with managers in all three cases resulted in the emergence of variety of critical success factors (CSFs) regarding L6σ implementation in service industry. As it can be seen the great majority of the factors have been identified in all three cases. Moreover the analysis shows that there are two categories of factors emerged. Originality/value – This study has four major contributions. First, it provides an intergraded multi-factor framework regarding the implementation of L6σ in service industry. In particular, this study contributes with three more particular factors that influence the implementation of L6σ in services, namely, top-management active involvement, HR support activities, and practices and systems. Second, it focusses on the responses of managers, who play the critical role in the adoption of L6σ. Third, supports and expands current literature on the key success factors of L6σ application. Finally, it provides future ideas to explore and develop more the suggested L6σ framework.

Applying Lean Production and Six Sigma in Global Operations

2016 ◽  
pp. 44-74 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Health Care ◽  
Organizational Performance ◽  
Six Sigma ◽  
Business Performance ◽  
Service Industry ◽  
Lean Production ◽  
Lean Six Sigma ◽  
Lean Product Development ◽  
Strategic Goals ◽  
Global Operations

This chapter aims to apply the Lean Production and Six Sigma in global operations, thus describing the theoretical and practical overviews of Lean Production; Lean Production in sustainable operations; Lean Production in human resource management; Lean Production in health care; Lean Production and environmental management; Lean product development; Lean Management and sustainability; Six Sigma; Six Sigma, learning, and knowledge management; Six Sigma in health care; Six Sigma in service industry; Lean Six Sigma; and the significance of Lean Production and Six Sigma in global operations. The creation of Lean Production and Six Sigma is crucial for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and acquire regular progress in global operations. The chapter argues that applying Lean Production and Six Sigma has the potential to enhance organizational performance and achieve strategic goals in global operations.

Integrating DMAIC approach of Lean Six Sigma and theory of constraints toward quality improvement in healthcare

2019 ◽  
Vol 34 (4) ◽  
pp. 427-434 ◽  
Author(s):  
Selim Ahmed
Keyword(s):  
Six Sigma ◽  
Healthcare Service ◽  
Service Industry ◽  
Service Providers ◽  
Lean Six Sigma ◽  
Theory Of Constraints ◽  
Healthcare Organizations ◽  
Complex Tasks ◽  
Control Approach ◽  
Five Phases

Abstract Healthcare is a unique service industry and it deals with complex tasks. To overcome complex tasks, healthcare organizations need to implement DMAIC (Define, Measure, Analyze, Improve, Control) approach of Lean Six Sigma (LSS) to improve quality performance. Application of DMAIC in a healthcare organization provides guidelines on how to handle a quality service system toward patient satisfaction. This approach also helps healthcare service providers to reduce waste, variation and work imbalance in the service processes. This chapter discusses five phases of DMAIC approach and its integration with the theory of constraints (TOC) for continuous improvements in healthcare performance. The integration of TOC and DMAIC approach would enhance healthcare performance by reducing medical costs, medical errors, administration errors and defects. Moreover, this integration can improve performance in healthcare service processes where it is not possible to reduce bottlenecks.

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