Integrating Six Sigma with Quality Management Systems for the Development and Continuous Improvement of Higher Education Institutions

Pavel, Adina-Petruta; Sârbu, Roxana

doi:10.1016/j.sbspro.2014.07.456

Cited by 28 publications

(9 citation statements)

References 5 publications

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“…Using statistical and reliable data and analysis tools and techniques within systematic roadmaps, LSS implementation in manufacturing facilitates breakthrough results with enhanced quality of products and services (Gijo et al, 2018;Zhang et al, 2016;Thomas et al, 2016;Sharma Green implementation of Lean Six Sigma and Sharma, 2014). Adina-Petruta and Roxana (2014) presented key strategic benefits of LSS as sustainable improvement with high productivity level and accelerated results, while many scholars have presented operational benefits of LSS as reduced process variability, improved product quality, waste and defect reduction (Singh and Rathi, 2019;Thomas et al, 2016;Tlapa et al, 2016;Chaneski, 2016;Dragulanescu and Popescu, 2015). Despite extensive evidence for benefits of LSS, many scholars have identified key barriers for its implementation in the manufacturing sector such as resistance to change, expenses, lack of resources, poor project selection, the wrong perception of LSS as a set of tools and techniques, inefficient use of techniques and resources, misalignment between project goals and manufacturing strategy, ineffective project management and poor communication (Singh and Rathi, 2019;Yadav et al, 2018;Albliwi et al, 2014;Ismail et al, 2014).…”

Section: Lean Six Sigma In the Manufacturing Sectormentioning

confidence: 99%

Green implementation of Lean Six Sigma projects in the manufacturing sector

Shokri

2020

IJLSS

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Purpose Historically, Lean Six Sigma (LSS) implementation has demonstrated a great deal of enhancement to process efficiency, profitability and customer satisfaction. The emerging market pressure for developing better quality, cheaper and greener products invokes a change of view in LSS economical effectiveness. The purpose of this study is to identify under which condition the final output of LSS projects with traditional strategic benefits are more environmentally friendly. Design/methodology/approach To investigate the choice of different types of LSS projects, the environmental impact under different conditions and the comparison of those conditions, the author developed an analytical mathematical model and analysed four different propositions. Findings The final price and production volume were recommended as mediating factors to leverage an LSS project to achieve a greener, customised and finance-oriented outputs. Research limitations/implications This research contributes to existing LSS research and knowledge development via promoting the different perspectives of LSS and environmental sustainability integration. Practical implications This study further enables managers to identify the cut-off point in relation to the production volume and finished prices to leverage the expected financial outputs and environmental impact of the LSS project. This would potentially promote a green LSS project in both implementation and output, alongside its traditional values. Originality/value This study uses a modelling approach to identify the conditions under which the actual methodology of the LSS project could be green via less energy consumption with consideration of expected LSS values and outcomes.

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Section: Lean Six Sigma In the Manufacturing Sectormentioning

confidence: 99%

Green implementation of Lean Six Sigma projects in the manufacturing sector

Shokri

2020

IJLSS

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“…The HEI management usually sits and waits apprehensively for what next is coming from authorities, then they react to budget cuts, lower numbers of enrolled students, and higher numbers of dissatisfied employers, worsening economy, healthcare, etc. Instead of reacting to issues and dissatisfaction, the university leadership should be searching for ways to prevent those issues of dissatisfaction (Lockheed and Hanushek 1994;Adina-Petruţa and Roxana 2014). Challenges that universities have to face with should be seen as opportunities for improvement, prevention, and reduction.…”

Section: Fig 1 Evolution Of the Six Sigmamentioning

confidence: 99%

Process improvement for fostering leadership at Higher Education Institutions

Blaginin¹,

Strielkowski²,

Tarasova³

2019

Proceedings of the 3rd International Conference On Social, Economic, and Academic Leadership (ICSEAL 2019)

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Process improvement methodology is often crucial for increasing leadership potential. Six Sigma is one of the leading process improvements methodologies that can be closely joined with how well an educational organization implements its strategic vision. As soon as a Higher Education Institutions (HEI) has articulated its mission statement and executed a SWOT analysis, the Six Sigma has the potential to define the areas for improvement and enhance current processes. The methodology assumes to better things within the organization that are real targets of its strategy. It is exceedingly strategy-driven approach and compels for support from the highest levels of university leadership. Besides, Six Sigma accentuates the planning process and makes possible to quantify the expected results. Each step envisaged by the methodology is essential; it is trackable, measurable and shows the impact to the process or procedure you are working on. Basically, if a HEI is willing to make changes and shift into Six Sigma approach in implementing its strategy, the whole educational institution would have to put up with the top down realization of the aims. However, to enjoy the value of the methodology use it should be adopted at all levels of the organization. The HEI should have a strong customer focus, be student-centred, and open to changes. On the other hand, the educational institutions should have robust systems, well-described procedures, and infrastructure to simplify effective collaboration. The paper derives from the analysis of an effectiveness of HEIs, the level of compliance with the results of the educational activities of the mission statement and the level of achievement of the goals and objectives of the organization. Our results and implications show some ways to apply Six Sigma tools and techniques to help Russian HEIs achieve their missions.

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“…Therefore, more and more researchers tried to explore how improve the continuous improvement for raising the teaching quality. For example, [6] adopted the network analysis to explore how improve the continuous improvement; [7][8] suggested the quality management system and six-sigma should be implemented; [9] pointed out that leaders of college should identify for total quality management elements.…”

Section: A Continuous Improvement In Higher Educationmentioning

confidence: 99%

Developing a Communication Decision-Making Model for Continuous Improvement of Teaching Quality

Chen¹,

Chen²

2019

Sustainable Innovations in Education and Technology

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Continuous improvement of teaching quality is necessary. In addition to develop related policy to improve for continuous improvement of teaching quality, leaders of college also positive communicate with faculty and hope faculty can cooperate with related policy. However, due to faculties of different personality traits may have different responding and behaviour, therefore, leaders of college should develop different communication approach based on personality traits. Based on above, the purpose of this study is to develop a communication decision-making model to decrease the conflict with faculty of different personality traits, and ensure they are willing to cooperate with related policy about continuous improvement of teaching quality.

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Integrating Six Sigma with Quality Management Systems for the Development and Continuous Improvement of Higher Education Institutions

Cited by 28 publications

References 5 publications

Green implementation of Lean Six Sigma projects in the manufacturing sector

Green implementation of Lean Six Sigma projects in the manufacturing sector

Process improvement for fostering leadership at Higher Education Institutions

Developing a Communication Decision-Making Model for Continuous Improvement of Teaching Quality

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