Lean six sigma as a strategic review tool: Exploration of critical success factors in a global service company


Manville, G., Greatbanks, R., Krishnasamy, R. and Parker, D. (2010) Lean six sigma as a strategic review tool: Exploration of critical success factors in a global service company. International Journal of Quality and Reliabiliy Management (Submitted).

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Description/Abstract

Purpose: six sigma has been embraced by the service sector and is receiving increasing attention within both academe and practice. Many organisations are operating in a dynamic competitive environment and experiencing increasing competition. As a result organisations in the service sector are continually seeking opportunities to remove waste and improve performance. The purpose of this paper is to evaluate six sigma as a strategic review tool.

Design/methodological approach: a mixed method approach involving a structured survey to 200 managers and semi-structured interviews with two of the management team.

Findings: highlights the importance of developing learning capabilities in the middle management team and the empowering of them. A greater role should be given to middle management in performance improvement and strategy formulation.

Research limitations/implications: it only applies to one case so it is difficult to make assumptions across different sectors. More research with regard to change management in Lean Six Sigma implementations.

Practical Value: this paper shows that developing dynamic capabilities in middle management along with a learning culture will facilitate participation in strategy formulation.

Item Type: Article
ISSNs: 0265-671X (print)
Related URLs:
Keywords: lean six sigma, xerox, strategy, learning, performance improvement, case Study
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: University Structure - Pre August 2011 > School of Management
ePrint ID: 79291
Date Deposited: 23 Mar 2010
Last Modified: 27 Mar 2014 19:00
URI: http://eprints.soton.ac.uk/id/eprint/79291

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