The DOI matches its Crossref record.
Reasons for Operational Excellence Deployment Failures and How to Avoid Them
Open accessAbstract
Globalization of business accompanied with increased margin squeeze has been leading many companies in western Europe during the last decade to deploy substantial Operational Excellence (OPEX) programs to remain competitive. Mainly proven Six Sigma and Lean techniques for quality and process improvement have been adopted however with variable lasting success. What are the reasons for success or failure? Which are the applied approaches? What are the circumstances leading to the outcome? This paper shows that management competence as well as the selected approach is decisive for success or failure. In addition, an optimized deployment approach to achieve a sustainable implementation of the OPEX program is presented.
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“In Europe, rather the classic Lean Introduction approach is applied with the roll-out beginning on the shopfloor starting with Hansei/Kaizen teams, 5S, followed usually by standardized work, TPM (Total Productive Maintenance) and so on, i.e. centered around shopfloor Kaizen culture, or other more or less successful partial deployment approaches [6].”
From Going beyond Triviality: The Toyota Production System—Lean Manufacturing beyond Muda and Kaizen (2016) · cites this paper as [6]
Citations
Cites
No references could be resolved yet.
Research works printed but not linked: 6
- Ohno, T. (1988) Toyota Production System—Beyond Large Scale Production. Productivity Press, New York.
- Womack, J.P., Jones, D.T. and Roos, D. (1990) The Machine That Changed the World. Free Press, New York.
- Womack, J.P. and Jones, D.T. (2003) Lean Thinking. Free Press, New York.
- George, M.L. (2002) Lean Six Sigma: Combining Six Sigma Quality with Lean Speed. McGraw-Hill, New York.
- Rüttimann, B.G., Fischer, U.P. and Stöckli, M.T. (2011) Aufstieg und Fall von Six Sigma... Oder Warum Heute Lean Wichtiger Ist. IO New Management, Springer, Axel Springer Schweiz, Zürich.
- 10.4236/jssm.2014.75032 · DOI · Paper page
Cited by
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Going beyond Triviality: The Toyota Production System—Lean Manufacturing beyond Muda and Kaizen
Rüttimann, B. G., & Stöckli, M. T. (2016) · Journal of Service Science and Management · doi:10.4236/jssm.2016.92018 · Cited by 57
“Indeed, DMAIC is a very effective and powerful problem solving approach, and here another mess has its origin, which will not be investigated in this essay (see also [6]).”
BackgroundSelf-citation
Metadata
- Authors
- Rüttimann, B. G., & Stöckli, M. T.
- Affiliations
- ETH Zurich (CH)
- Inspire (CH)
- Venue
- Journal of Service Science and Management
- Publisher
- Scientific Research Publishing, Inc.
- Published
- 2015
- Volume
- 08
- Issue
- 04
- Pages
- 612-618
- ISSN
- 1940-9893 (ISSN-L)
- 1940-9907
- OpenAlex
- W1518890932
- Cited by
- 9
- References
- 0
- Citations by year
- 2025: 1 · 2024: 3 · 2022: 2 · 2019: 1 · 2017: 1 · 2016: 1
- FWCI
- 1.46
- Type
- journal article
- Language
- en
- Open access
- diamond
- doi.org
- Locations
- Journal of Service Science and Management (publishedVersion, cc-by)
- Topics
- Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
- Social Sciences › Business, Management and Accounting › Strategy and Management › Management and Optimization Techniques
- Social Sciences › Business, Management and Accounting › Strategy and Management › Management Systems and Quality Improvement
- Keywords
- operational excellence, deployment failure, Six Sigma, lean manufacturing, quality improvement, process improvement, managerial competencies, implementation strategies, competitiveness, margin squeeze
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