“…Spending an appropriate amount time in the Define phase allows team members to uncover and share relevant knowledge that is crucial to problem formulation and the subsequent phases (Anand et al. , Singh and Khanduja ). In particular, we expect that the effect of the time spent during the problem definition phase on project duration will exhibit a U‐shaped relationship.H1.…”
Section: Impact Of Problem Definition On Project Durationmentioning
confidence: 99%
“…With lessexperienced members, implementing deadlines at different project stages could offset the deleterious effects associated with lack of experience (Sarin and Mahajan 2001). Such Six Sigma project teams also can focus more on applying Six Sigma tools during problem definition (Linderman et al 2004, Singh andKhanduja 2012). On the other hand, a team with experienced individuals can work more intuitively because they are able to recognize meaningful patterns in a problem that novices cannot (Crossan et al 1999).…”
Section: Figure 3 Interaction Plot Between Define Intensity and Ln(ormentioning
confidence: 99%
“…As Daft and Lengel (1986) argued, information processing in organizations involves not only collecting data to remedy a lack of data (uncertainty) but also interpreting data to mitigate a lack of clarity (equivocality). When multiple problem definitions are possible and goals are ambiguous, sharing opinions and interpretations of data among team members play an important role in the Define phase (Singh and Khanduja 2012). 3 Note that we did not specifically measure team experience in our study.…”
T his study examines how time spent in problem definition affects problem solving in projects such as Six Sigma projects. Our hypotheses are tested using data collected from 1558 Six Sigma projects in a company. The results show evidence of a U-shaped relationship between the amount of time spent in the Define phase and project duration. This finding suggests that spending too little time on problem definition potentially causes poor problem formulation, which leads to deficient problem solving and lengthens overall project time. On the other hand, too much time spent on problem definition can lead to unneeded delays in project completion due to diminishing returns on problem definition efforts. Furthermore, the optimal balance between spending too little and too much time depends on prior project experience and project complexity. Prior project experience reduced project completion time and weakened the U-shaped effect. Conversely, complex projects took longer and appeared to show some evidence of a stronger U-shaped effect; this suggests balancing the time spent in the Define phase was more challenging for complex projects. Our study also underscores the importance of managing project duration, as projects that were completed faster tended to be associated with higher project savings.
“…Spending an appropriate amount time in the Define phase allows team members to uncover and share relevant knowledge that is crucial to problem formulation and the subsequent phases (Anand et al. , Singh and Khanduja ). In particular, we expect that the effect of the time spent during the problem definition phase on project duration will exhibit a U‐shaped relationship.H1.…”
Section: Impact Of Problem Definition On Project Durationmentioning
confidence: 99%
“…With lessexperienced members, implementing deadlines at different project stages could offset the deleterious effects associated with lack of experience (Sarin and Mahajan 2001). Such Six Sigma project teams also can focus more on applying Six Sigma tools during problem definition (Linderman et al 2004, Singh andKhanduja 2012). On the other hand, a team with experienced individuals can work more intuitively because they are able to recognize meaningful patterns in a problem that novices cannot (Crossan et al 1999).…”
Section: Figure 3 Interaction Plot Between Define Intensity and Ln(ormentioning
confidence: 99%
“…As Daft and Lengel (1986) argued, information processing in organizations involves not only collecting data to remedy a lack of data (uncertainty) but also interpreting data to mitigate a lack of clarity (equivocality). When multiple problem definitions are possible and goals are ambiguous, sharing opinions and interpretations of data among team members play an important role in the Define phase (Singh and Khanduja 2012). 3 Note that we did not specifically measure team experience in our study.…”
T his study examines how time spent in problem definition affects problem solving in projects such as Six Sigma projects. Our hypotheses are tested using data collected from 1558 Six Sigma projects in a company. The results show evidence of a U-shaped relationship between the amount of time spent in the Define phase and project duration. This finding suggests that spending too little time on problem definition potentially causes poor problem formulation, which leads to deficient problem solving and lengthens overall project time. On the other hand, too much time spent on problem definition can lead to unneeded delays in project completion due to diminishing returns on problem definition efforts. Furthermore, the optimal balance between spending too little and too much time depends on prior project experience and project complexity. Prior project experience reduced project completion time and weakened the U-shaped effect. Conversely, complex projects took longer and appeared to show some evidence of a stronger U-shaped effect; this suggests balancing the time spent in the Define phase was more challenging for complex projects. Our study also underscores the importance of managing project duration, as projects that were completed faster tended to be associated with higher project savings.
“…whereas in an outsourced SOC, the customer has to be included into the stakeholder list, as well. Stakeholder expectations and metrics together are called as critical to quality (CTQ) definitions [25]. In other words, CTQ includes which services or processes are critical to SOC team, and what are the target requirements of the organization.…”
This study addresses maturity and capability assessment of Security Operation Centres (SOC). It aims to contribute to continuous improvement for SOCs by proposing a complementary methodology that provides SOCs a self‐assessment capability. The method basically involves an assessment of the gaps between the current and the desired states of the organization and facilitates determining critical aspects that have priority. The proposed methodology is based on the define, measure, analyze, improve, and control methodology of the Six Sigma approach and offers a service‐oriented improvement process for SOCs. The applicability of the methodology is demonstrated by a case study. We evaluated subject matter experts’ reviews using simplified conversation analysis as a qualitative, content‐analysis approach.
“…In this preliminary step, the project's definition has been created which demonstrates not only the overall scope, objective and goal of project but also determines the project leader, team members, sponsor, stakeholders and relevant schedule (Singh and Khanduja, 2012). It also defines the business process by chalking out flow charts, process mapping or suppliers-inputs-process-outputs-customers diagrams (Antony, 2011).…”
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AbstractPurpose -The aim of this paper is to follow an analytic-deductive approach to realize the issues related to the present power crisis and growing demand of backup power systems (BPSs), especially in India. It not only explores the need of high-cost BPSs in the current scenario but also puts an emphasis to reduce the running cost through parametric optimizations. Design/methodology/approach -Literature review identifies dependency of every sector on BPS and also highlights present and future challenges erupting in this age of power scarcity. Different improvement initiatives being used to improve efficiency of BPS have been studied, but quite rare application of Six Sigma in BPS sector, in actual was found. A define-measure-analyze-improve-control (DMAIC) model of Six Sigma is being suggested and practiced for bringing a breakthrough in efficiency or mileage of a diesel genset (used as a BPS). Findings -Importance of BPS cannot be ignored, particularly in developing countries, but feeble effort was seen to improve its power generation cost. An imprecise and outdated framework used for bringing a change in the BPS sector is unable to increase its overall equipment efficiency. The diversified methodology of Six Sigma has been successfully implemented through a case study discussed and further validates the approach adopted to tackle the problem formulated further in the paper.Research limitations/implications -The whole work more or less revolves around the Indian energy scenario and seems to be talking about the power generation process and its optimization, in context of only diesel genets as BPS. Originality/value -The paper outlines the need for energy reform in industry. The DMAIC approach of Six Sigma in the BPS sector is too infrequent and next, motivates to reduce BPS cost and its associated expenditures, which are generally ignored.
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