Comparing viewpoints of top management, consultants and employees about Lean Six Sigma

Neeraj Yadav · Ali Al Owad

16 citations0/0 files storedJournal of Manufacturing Technology Management

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Quality and Supply Management Management and Optimization Techniques Management Systems and Quality Improvement

Abstract

Purpose Despite extensive research on Lean Six Sigma (LSS), it predominantly remains focussed on organisational aspects. Individual perceptions were often sidelined. Comparative studies about different perspectives of LSS from the point of view of top management, consultants and employees are unavailable. This paper captures the opinions of these stakeholders about different dimensions of LSS and presents the comparison. Design/methodology/approach Using empirical research, opinion is captured of three LSS stakeholder categories: top management/business owners, facilitators/consultants and practising managers/employees. Their opinions about 15 different perspectives of LSS, including its future in the Industry 4.0/Quality 4.0 era, are evaluated in this study under 95 variables (decision aspects). Comparison among the opinions of these stakeholders is performed using chi-square hypothesis testing and ANOVA (analysis of variance) methods. Findings In a total of 95 comparisons, a statistically significant difference among different stakeholders' views is observed in 62 cases. In 33 cases, the opinions of the three stakeholder groups can be considered in agreement with one another. Research limitations/implications The findings will help different LSS stakeholder groups better understand the expectations of other groups. During LSS implementation, it will help in aligning priorities and achieving success. Theoretically, it will help in narrowing the research gap about the rarity of comparing views of multiple stakeholder groups. Originality/value The comparison among views of three critical LSS stakeholder groups – top management/business owners, facilitators/consultants and managers/employees, is currently unavailable, and therefore, this research provides a fresh perspective to an otherwise extensively researched theme. It is immensely helpful in preventing LSS failures arising from misaligned stakeholder views and expectations.

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References

2015Common methods variance detection in business research 2008Stakeholder Theory: Reviewing a Theory That Moves Us 2017Lean Six Sigma: yesterday, today and tomorrow 2017A Comparison of Parametric and Non-Parametric Methods Applied to a Likert Scale 2013Managing CSR Stakeholder Engagement: A New Conceptual Framework 2010Six Sigma: a literature review 2011A conceptual model for the successful deployment of Lean Six Sigma 2016Business process performance measurement: a structured literature review of indicators, measures and metrics

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