Improving university facilities services using Lean Six Sigma: a case study

Abstract

Purpose – The purpose of this paper is to present a case study on the use of Lean Six Sigma principles and tools to study the improvement in design and construction services at a university. The quality of facilities services at universities has been criticized by users calling for improvement. Design/methodology/approach – Quality of facilities services at universities has been criticized by users calling for improvement. The purpose of this paper is to present a case study on using Lean Six Sigma principles and tools to study improving design and construction services at a university. Findings – It was found that non-value-added general improvement review form (GIRF) process steps involving revisions and rework for the design and construction result in time delays, cost increases and quality deficiencies and render cost estimates unreliable; these are unnecessary and should be minimized or eliminated. It was additionally noted that administrative reviews and approvals embedded in GIRF processes slow down work flow, leading to similar problems. Because such steps may be needed for institutional reasons precluding elimination, it was recommended that efforts be directed toward reducing their durations and costs. Overall, the Lean Six Sigma methodology proved to be successful for the intended purpose. Originality/value – Although universities are aware of their facilities services’ quality issues and have been addressing them, no published information is available on how to systematically evaluate and improve such services to increase customer satisfaction. This paper aims at filling this gap.

Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects

“…LSS has evolved through the combination of Lean and Six Sigma, both recognised as leading total quality management (TQM) tools for performance improvement in organisations with a proper infrastructure built on leadership and change culture (Dora and Gellynck, 2015;Assarlind et al, 2013;Wang and Chen, 2012;Choi et al, 2012;Hilton and Sohal, 2012;Atmaca and Girenes, 2013;Lee et al, 2011;Delgado et al, 2010;Dahlgaard and Dahlgaard-Park, 2006;McAdam and Lafferty, 2004). LSS is now regarded as one of the most effective and disciplined business transformation initiatives available in strategic operations management as well as an effective top-down methodology for improving quality in both the manufacturing and service small-and medium-sized enterprise (SMEs) and their larger counterparts (Kanpp, 2015;Isa and Usmen, 2015, Bhat et al, 2014, Algassem et al, 2014Biranvand and Khasseh, 2013).…”

Reducing the Scrap Rate in Manufacturing SMEs Through Lean Six Sigma Methodology: An Action Research

“…LSS has ability to foster process incremental and breakthrough innovation through its problem solving and continuous improvement approach [12]. The effective top-down methodology of LSS in both manufacturing and service Small to Medium -Sized Enterprises (SMEs) has been acknowledged by researchers and practitioners [13][14][15][16][17]. In fact, there have been many research studies available in relation to Six Sigma implementation in manufacturing SMEs with the focus on improving the quality of the product, customer satisfaction and financial enhancement [18][19][20][21][22].…”

A Novel Design Method for Information Services

“…It has been suggested that appropriate service designs can improve customer satisfaction [1]. Sangiorgi [2] stated that service design is an important area of research and that it should encompass three fields in both practice and research, namely, investigation of the nature of services and of service design, investigation of product service systems, and investigation of social innovation and sustainability.…”