Purpose -Many organisations are operating in a dynamic competitive environment and experiencing increasing competition. As a result organisations in the service sector are continually seeking opportunities to remove waste and improve performance. Six sigma has been embraced by the service sector and is receiving increasing attention within both academe and practice. The purpose of this paper is to evaluate lean six sigma from a middle managers' perspective. Design/methodology/approach -A mixed method approach was adopted involving a structured survey to 200 managers and semi-structured interviews with two of the management team. Findings -The paper highlights the importance of developing learning capabilities in the middle management team and the empowering of them. A greater role should be given to middle management in performance improvement and strategy formulation.Research limitations/implications -The research findings only apply to one case so it is difficult to make assumptions across different sectors. More research is required with regard to change management in lean six sigma implementations. Originality/value -This paper shows that developing dynamic capabilities in middle management along with a learning culture will facilitate participation in strategy formulation.

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PurposeThis paper describes the use and application of a structured approach to the basic implementation of quality management tools and techniques such as the QC7 tools.Design/methodology/approachA methodology based around the application of a structured approach to the use of basic quality management tools is adopted, and provides a simple yet powerful means by which the steps of problem solving can be sequentially linked together.FindingsEveryday process examples are used to highlight the benefits of such tools and techniques in contributing to a greater understanding of the process by the process operator or owner. For each example, the use of appropriate tools or techniques are examined and their application analysed. The paper then goes on to discuss the wider implications of quality management tool application within industry and business.Research limitations/implicationsIt is not suggested the examples detailed are thoroughly scientific in methodology but they do serve to illustrate that by applying the tools in a systematic manner, even the simplest of processes can be understood in greater detail.Practical implicationsThe following are key for the successful implementation, use and success of applying the QC and M7 tools and techniques: in‐depth knowledge of the process; formal training in problem‐solving techniques; appropriateness of tools selected for use; and apply simple models at all levels in the organisation to aid communication and learning.Originality/valueThe paper concludes by arguing that the wider use of the tools, ideally by the process operatives themselves, tangibly lead to a fuller understanding of specific processes. This will ultimately impact upon their organisation.

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Purpose -Many papers discuss the use of the balanced scorecard yet few provide empirical evidence within a longitudinal context. Still fewer studies present balanced scorecard evidence from within public services. This study seeks to consider the impact of implementing and using the balanced scorecard within a public service city council environment. Design/methodology/approach -The paper reviews the recent literature within the area of public sector performance measurement. A longitudinal case study approach is adopted using interview and documentation analysis to consider the impact of balanced scorecards in a public sector organisation. The impact of balanced scorecards was evaluated at three levels: strategic planning, team management, and individual staff performance. Findings -The empirical evidence suggests that the use of scorecards within the case organisation enables employees to clearly appreciate their role, and focus on delivery of performance-related measures which support organisational strategy. Clarity of role appears to have a positive influence on the achievement of the organisation's business plan and excellence goals regarding the delivery of customer service. Research limitations/implications -As with any single longitudinal case study, issues of generalisability to other settings and environments can occur. Practical implications -This paper indicates the potential benefits and pitfalls of introducing and developing the balanced scorecard within a public sector organisation. Originality/value -This research is set within a public service environment and by providing empirical case evidence contributes to the literature within this area.