In the present work, critical success factors (CSFs) of lean implementation within hospitals were investigated. The published lean CSFs were analyzed and grouped in five constructs. Each construct included several measures. The author also hypothesized that five constructs of lean implementation positively impacted lean success. To clarify the interrelations among these constructs, structural equation modeling was used to assess the criticality of the measures included in each CSF category. The results illustrated a close relationship between the CSFs and lean success.
PurposeThe main purpose of this paper is to review the related literature and propose a new decision‐support‐system (DSS) framework for marketing in the business‐to‐business (B2B) arena based on customer‐relationship management (CRM) and knowledge‐driven marketing to help related‐field graduate students and marketing managers.Design/methodology/approachReviews a range of the most important works published between 1966 and 2004 in order to demonstrate both practical and theoretical aspects. The main method of this research is analytical and conceptual and the approach to this subject was to investigate the gap between marketing DSSs and analytical CRM.FindingsProvides information about a customized marketing DSS in a B2B context, indicates related literature and frameworks and, finally, tests the ideas with a case study.Practical implicationsOutcomes and applications are identified for developing new activities in improving marketing decision making and marketing planning based on customer orientation and customer satisfaction.Originality/valueDespite such interdependencies, the research in the fields of DSSs and CRM solutions has not adequately considered the integration of such systems. The novel contribution of this paper lies in integrating marketing DSSs and CRM with regard to knowledge‐driven marketing in B2B marketing, in both theoretical and practical aspects.
Purpose
This paper aims to deploy the Six Sigma methodology to facilitate defect reduction and enhance the bottom-line results of an automotive industry.
Design/methodology/approach
Six Sigma is a business process improvement strategy widely used in manufacturing field for enhancing organizational performance. Six Sigma enables the attainment of defects reduction. In this study, the Six Sigma methodology has been developed with the integration of change management tools.
Findings
Six Sigma has been successfully implemented in the grinding process in automotive engine manufacturing organization. The proposed Six Sigma methodology has been applied to facilitate defect reduction. The developed methodology with linkage of DMAIC (define, measure, analyze, improve and control) and change management techniques reduces defects.
Research limitations/implications
The developed methodology has been implemented in an automotive industrial complex. In future, more number of studies could be conducted, i.e. for mistake proofing. Furthermore, advanced tools and techniques could be included in the methodology for increasing the effectiveness of change management.
Practical implications
The proposed Six Sigma methodology has been successfully implemented in a grinding process of automotive manufacturing organization; in future, the approach could be applied in different industrial sectors with addition of new tools and techniques for improving its effectiveness.
Originality/value
The Six Sigma methodology has been designed and implemented in the grinding process. Researchers have not treated Six Sigma in much detail in the automotive industry. Moreover, previous studies on Six Sigma have not dealt with the grinding process. Besides, most studies in the field of Six Sigma have focused only on DMAIC, but this study adds change management approach to DMAIC.
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