Road towards Lean Six Sigma in Service Industry: A Multi-Factor Integrated Framework

Purpose - This study adopted 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 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. Firstly, it provides an intergraded multifactor 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 & systems. Secondly, it focuses on the responses of managers, who play the critical role in the adoption of L6σ. Thirdly, 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

Lean Six Sigma in a service context: a multi‐factor application approach in the telecommunications industry

Purpose: The purpose of this paper is to investigate issues related to the application of Lean Six Sigma (L6σ) in a service industry. By adopting a case‐study approach this paper analytically explores the critical success factors that affect L6σ implementation. Design/methodology/approach: The study adopts a qualitative approach attempting to explore the nature of L6σ application in a service context. In particular, two case studies from the telecommunications industry have been selected. Secondary data were collected through an analysis of companies' documents, written procedures and quality assurance policies. Moreover, primary data were collected through a number of interviews with managers and quality experts. Findings: There are particular factors that influence the implementation of L6σ in organizations, that can be distinguished in facilitators like Top Management Involvement & Support, Quality‐driven Organizational Culture, Quality‐driven Training, Top Down & Bottom Up Project Selection, Customer Satisfaction, Prior implementation of other quality improvement programs and Supportive Performance Management & IT Systems, and inhibitors such as Lack of Awareness for L6σ, Lack of Awareness for the Need of Continuous Quality Improvement Programs & L6σ, Lack of Strategic Orientation, Working Mentality & Habits. Research limitations/implications: The main limitation of the study is the fact that in both cases only managers and top administrators were approached. Frontline employees who are directly involved in L6σ approach may offer a clearer view on issues related to the impact of critical factors on L6σ application. Originality/value: This study has four major advantages. First, it expands our understanding regarding the implementation of L6σ in a service industry, in which the application of management models is more complex and problematic. Second, it focuses on the responses of managers, who always play the most significant role in the adoption of such techniques. Third, it explores the quality management initiatives in the telecommunications industry. Finally, it provides future studies with a L6σ multi‐factor application approach that can be further tested and developed.</p