Affiliative leader

, 5–6

Agile and Lean Six Sigma

, 87, 89, 91–92

commonalities and differences

, 89

integrating

, 91

Agile Manifesto

, 87–88

principles of

, 88

Ambidextrous organization

, 84

American Society for Quality (ASQ)

, 45

Architectural innovations

, 84

Artificial intelligence (AI)

, 93

Behavioural integrity of leader

, 10–11

Behavioural perspective

, 4

Bonus schemes

, 47

Bottom-up approach

, 72–73

Bureaucratic leaders

, 5–6

Business strategy

, 70, 79

Catchball

, 81

Cause and Effect Diagram

, 86

Collective problem identification

, 29, 57–58

Communication/awareness

, 33–36

Communicative mechanisms

, 22–23

Competency perspective

, 4

Connection, competence and character (three Cs)

, 29–30, 57

Constancy of purpose

, 11

Contingency perspective

, 4

Cpk

, 86

Critical success factor (CSF)

, 1, 13, 18

average importance scores

, 17

for Lean Six Sigma

, 3, 14, 19

Cronbach’s alpha coefficient

, 14

Culture

of acknowledging problems

, 57–58

change

, 36, 55, 73

Define, measure, analyse, design, optimize, verify (DMADOV)

, 86

Define, measure, analyse, improve, control problem-solving methodology (DMAIC problem-solving methodology)

, 86

Design for Lean Six Sigma (DFLSS)

, 85

Effective communication

, 22

systems and strategies

, 23

systems and structures

, 34

Employees

addressing employee concerns

, 58–60

employee motivation/teamwork

, 46–48

involvement

, 55–56

motivation

, 11

win hearts and minds of

, 56–63

Exploratory factor analysis (EFA)

, 15–16, 19

Financial accountability

, 18–19

Financial rewards

, 47

Fourth industrial revolution. See Industry 4.0

Full time equivalent (FTEs)

, 59

General Electric (GE)

, 26

Green Lean initiatives

, 109

Higher Education and Training Awards Council (HETAC)

, 45

Hoshin Kanri (strategy deployment tool)

, 77–79

and PDCA cycle

, 78

for selection and prioritization of Lean Six Sigma projects

, 80–82

Inclusive bonus structure

, 60–61

Inclusive language

, 61–63

Incremental innovations

, 84

Industry 4.0

, 108

Lean Six Sigma in

, 108–109

Innovation and Lean Six Sigma

, 83–87

Leadership

, 3, 10, 18, 67

commitment

, 26

commitment to Lean Six Sigma

, 50–53

and Lean Six Sigma

, 10–11

perceptions of Lean Six Sigma

, 49–50

styles

, 5–6, 73–74

theories

, 4

traits

, 7, 9, 19, 31–32

transparency

, 56

Leadership dependency model

, 93, 100, 103–104, 106

interview respondents

, 94–95, 102–103

matrix of coding pattern

, 97

impact of sector

, 99–100

impact of size of organization on leadership

, 96–99

traits

, 104–106

Lean principle

, 36

Lean Six Sigma (LSS)

, 1, 3, 13, 16–17, 34–35, 93

critical success factors

, 14–19

deployment

, 10, 34, 55, 65

emerging themes of leadership for

, 106–111

emerging trends

, 107

employees’ involvement and

, 55–56

hierarchical roles, responsibilities and relations

, 66–68

in industry 4.0

, 108–109

interviewees’ positions and level of

, 20

launching

, 66–69

leadership

, 3, 10–11

leadership commitment to

, 50–53

leadership perceptions of

, 49–50

leadership traits for effective deployment of

, 19–32

management

, 69–71

momentum in spite of external forces

, 69–70

as part of holistic improvement strategy

, 110–111

project selection and prioritization

, 79–80

research methodology

, 13–14

resources

, 68–69

set-up metrics and reviews

, 70–71

supportive cultural environment

, 71–73

survey respondents

, 15–16

and sustainability

, 109–110

sustaining

, 71–74

win hearts and minds of employees

, 56–63

Level 5 leader

, 5–6

Middle management

, 68

Minitab

, 44

Non-financial rewards

, 46–47

NVivo 9

, 20

Operational excellence (OpEx)

, 1, 93

Organization management

, 67

Organization’s leader

, 33

communication/awareness

, 33–36

employee motivation/teamwork

, 46–48

leadership commitment to Lean Six Sigma

, 50–53

leadership perceptions of Lean Six Sigma

, 49–50

training

, 36–45

Pareto Chart

, 86

Participative leader

, 5–6

Plan-Do-Check-Act cycle (PDCA cycle)

, 78

Hoshin Kanri and

, 78

Problem-solving

, 29, 57–58

Process Capability

, 86

Project management

, 16–17

Reward system

, 46–47

Rewards for employees

, 48

Risk-Driven Business Model, The

, 85

Roles, responsibilities and relations (three Rs)

, 24, 66

Salary increments

, 47

Servant leader

, 5–6

Service processes

, 100

Six Sigma

, 5–6

Small and medium-sized manufacturing enterprises (SMEs)

, 3

Smart Products

, 108

Stakeholder engagement

, 91

Strategy deployment

, 77

Hoshin Kanri

, 77, 79–80, 82

Lean Six Sigma project selection and prioritization

, 79–80

Sustainability

, 109–110

Symbolic recognition gestures

, 47

Task-oriented leadership

, 4

‘Those-to-be-affected’ basis

, 35

Top talented staff, selection of

, 18

Top-down approach

, 72

Training

, 36–45

factors for selecting candidates for

, 38

format

, 42

Transactional leader

, 5–6

Transcendent leader

, 5–6

Transformational leaders

, 4–6

Trust building

, 29, 56–57

Value StreamMap

, 86

Visionary leader

, 5–6