Abhishek Vashishth, Bart Alex Lameijer, Ayon Chakraborty, Jiju Antony and Jürgen Moormann
The purpose of this paper is to contribute to the limited body of empirical knowledge on the impact of Lean Six Sigma (LSS) program implementations on organizational performance…
Abstract
Purpose
The purpose of this paper is to contribute to the limited body of empirical knowledge on the impact of Lean Six Sigma (LSS) program implementations on organizational performance in financial services by investigating how antecedents of Lean Six Sigma program success (motivations, selected LSS methods and challenges) affect organizational performance enhancement via LSS program performance.
Design/methodology/approach
A sample of 198 LSS professionals from 7 countries are surveyed. Structural equation modeling (SEM) is performed to test the questioned relations.
Findings
This study’s findings comprise: (1) LSS program performance partially mediates the relationship between motivations for LSS implementation and organizational performance, (2) selected LSS method applications has a fully (mediated) indirect impact on organizational performance, (3) LSS implementation challenges also have an indirect (mediated) impact on organizational performance and (4) LSS program performance has a positive impact on organizational performance.
Originality/value
The findings of this research predominantly provide nuances and details about LSS implementation antecedents and effects, useful for managers in advising their business leaders about the prerequisites and potential operational and financial benefits of LSS implementation. Furthermore, the paper provides evidence and details about the relationship between important antecedents for LSS implementation identified in existing literature and their impact on organizational performance in services. Thereby, this research is the first in providing empirical, cross-sectional, evidence for the antecedents and effects of LSS program implementations in financial services.
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Hilma Dhiginina Isack, Michael Mutingi, Hileni Kandjeke, Abhishek Vashishth and Ayon Chakraborty
As the demand for efficiency and quality in the health-care industry has increased over the past few years, adoption of Lean principles and tools in the medical laboratory…
Abstract
Purpose
As the demand for efficiency and quality in the health-care industry has increased over the past few years, adoption of Lean principles and tools in the medical laboratory industry has become increasingly crucial. The purpose of this study is to explore the level of adoption, barriers and enablers of Lean principles and tools in the Namibian medical laboratory industry.
Design/methodology/approach
A descriptive cross-sectional study was carried out to examine the level of usage, barriers and enablers, impact of Lean tools and to suggest appropriate strategies for adopting Lean in the Namibian medical laboratory services.
Findings
Research findings reveal that Lean tools are moderately implemented in most laboratories. Standard operating procedures, root cause analysis, overall equipment effectiveness and visual management are the important Lean tools used in the industry. Results of the survey also show that Lean tools had a positive impact on operational performance, employee motivation, turnaround time and cost reduction. Furthermore, top management involvement, adequate training and proper planning emerged as important enablers, while lack of support from the management, financial constraint and staff resistant to change are major barriers to the adoption of Lean principles in the Namibian medical laboratory industry.
Research limitations/implications
The paper has inherent limitations of survey research, which the authors will overcome by using case studies with medical laboratories.
Practical implications
The findings of the authors’ work will help in widening the application of Lean principles in more medical laboratories in Namibia and in other parts of the world.
Originality/value
The paper is based on numerous health-care studies on Lean. This is one of the few papers investigating the adoption of Lean principles, specifically in medical laboratories, from an emerging economy such as Namibia.
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Ayon Chakraborty, Michael Mutingi and Abhishek Vashishth
Small- and medium-sized enterprises (SMEs) have now become an important part of economy for not only developed nations but also for emerging economies. Irrespective of the…
Abstract
Purpose
Small- and medium-sized enterprises (SMEs) have now become an important part of economy for not only developed nations but also for emerging economies. Irrespective of the benefits that can be derived, SMEs in emerging economies still lack the will to implement quality management (QM) practices. Using a comparative study, the purpose of this paper is to understand the status of QM practices in SMEs of emerging economies.
Design/methodology/approach
A survey-based approach was adopted to understand the established QM practices in the SMEs. A survey instrument was designed by reviewing the literature on QM initiatives in SMEs. A sample of 270 SMEs across Southern India and 189 SMEs in Namibia was selected through stratified random sampling technique.
Findings
The overall response rate was 19.52 percent for India and 26.46 percent for Namibia, respectively. There were similarities and differences in responses from SMEs in both countries. Similarities are in terms of limited implementation of QM practices, and also less use of tools and techniques. Reasons for not implementing include unknown to the authors, and the high cost of training. Differences emerged in the type of market (Indian SMEs catering to one major customer), CSFs and business performance indicators. It was interesting to find that management commitment and involvement do not have a major influence as CSF for SMEs in both the countries.
Originality/value
The research is the first attempt in bringing a comparative study about QM practices in SMEs from developing countries. The insights will help emerging economies to develop policies for education and training, and thus facilitate implementation of QM practices in SMEs.