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Increasing the implementation capability of Lean Six Sigma through the integration with a learning organisation concept

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EN
Abstrakty
EN
Companies throughout the world have always been working on improving their operations and challenging their bottom lines. With a the increased competition triggered by globalization, it has become vital for them to run their businesses in the most efficient and effective ways.
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30--36
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Bibliogr. 44 poz., il. kolor., 1 wykr.
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autor
  • Tomas Bata University in Zlin, Faculty of Management and Economics, Department of Industrial Engineering and Information Systems, Mostní 5139, 760 01 Zlín, Czech Republik
Bibliografia
  • [1] Agresti A., An Introduction to Categorical Data Analysis (second edition), ISBN: 9780471226185, p. 372, 2008.
  • [2] Aguinis H., Pierce C.A., Bosco F.A., Muslin, I., First decade of Organizational Research Methods: Trends in design, measurement, and data-analysis topics, Organizational Research Methods, 12, 69-112, 2009.
  • [3] Albliwi S., Antony J., Abdul H., Ton, W., Critical failure factors of Lean Six Sigma: a systematic literature review, International Journal of Quality & Reliability Management, 31, 9, 1012-1030, 2014.
  • [4] Banuelas A.J., Critical success factors for the successful implementation of Six Sigma projects, The TQM Magazine, 14, 2, 92-9, 2002.
  • [5] Bendell T., A review and comparison of six sigma and the lean organisations, The TQM Magazine, 18, 3, 255-262, 2006.
  • [6] Brady J.E., Allen T.T., Six Sigma literature: a review and agenda for future research, Quality and Reliability Engineering International, 22, 335-367, 2006.
  • [7] Bryman A., Social Research Methods (2nd edition), Oxford, Oxford University Press, 2004.
  • [8] Dag Näslund, Lean and six sigma - critical success factors revisited, International Journal of Quality and Service Sciences, 5, 1, 86-100, 2013.
  • [9] De Koning H., De Mast J., A rational reconstruction of Six Sigma’s breakthrough cookbook, Int. J. Quality and Reliability Management, 23, 766-787, 2006.
  • [10] Dennis P., Lean Production Simplified - A Plain Language Guide to the World’s Most Powerful Production System, Second edition, Productivity press, New York, 2017.
  • [11] Duarte B., Montgomery D., Fowler J., Konopka J., Deploying LSS in a global enterprise - project identification, International Journal of Lean Six Sigma, 3, 3, 187-205, 2012.
  • [12] Francis D.E., Lean and Learning organisation in Higher Education, Canadian Journal of Educational Administration and Policy, Iss. 157, 2014.
  • [13] Garg P., Garg A., An empirical study on critical failure factors for enterprise resource planning implementation in Indian retail sector, Business Process Management Journal, 19, 3, 496-514, 2013.
  • [14] Garvin D.A., West J., Time Life, Inc, Harvard Business School Case, 395-012, 1995.
  • [15] George M.L., Lean Six Sigma: Combining Six Sigma quality with lean speed, New York, McGraw-Hill, 2002.
  • [16] Gray D., Doing research in the real world (2nd ed.), London, Sage, 2009.
  • [17] Grills S., Prus R., Management Motifs - An Interactionist Approach for the Study of Organizational Interchange, Springer Verlag, ISBN 978-3-319-93428-0, 2019.
  • [18] Hines P., Holweg M., Rich N., Learning to evolve - a review of contemporary lean thinking, International Journal of Operations & Production Management, 24, 10, 994-1011, 2004.
  • [19] Hox J.J., Boeije H.R., Data collection, primary versus secondary, [in:] K. Kempf-Leonard [Ed.], Encyclopedia of Social Measurement, San Diego, CA, Academic Press, 2005.
  • [20] Jeyaraman K., Teo L.K., A conceptual framework for critical success factors of lean Six Sigma, International Journal of Lean Six Sigma, 1, 3, 191-215, 2010.
  • [21] Laureani A., Antony J., Critical success factors for the effective implementation of Lean Sigma, International Journal of Lean Six Sigma, 3, 4, 274-283, 2012.
  • [22] Liker J.K., The Toyota way: 14 management principles from the world’s greatest manufacturer, New York, McGraw-Hill, 2004.
  • [23] Linderman K., Schroeder R.G., Zaheer S., Six Sigma: a goal-theoretic perspective, Journal of Operations Management, 21, 193-203, 2003.
  • [24] Manville G., Greatbanks R., Krishnasamy R., Parker D.W., Critical success factors for Lean Six Sigma programmes: a view from middle management, The International Journal of Quality & Reliability Management, 29, 1, 7-20, 2012.
  • [25] Ohno T., Toyota Production System: beyond large-scale production, Productivity Press, 9780915299140, 1988.
  • [26] Pande P.S., Neuman R.P., Cavanagh, R.R., The Six Sigma Way: How GE, Motorola and Other Top Companies are Honing Their Performance, McGraw-Hill, New York, NY, 2000.
  • [27] Pay R., Everybody’s jumping on the lean bandwagon, but many are being taken for a ride - lean might not always produce the expected benefits and here’s why, Industry Week, May 1, 2008.
  • [28] Pedler M., Burgoyne J., Boydell T., The Learning Company. A strategy for sustainable development, London, McGraw-Hill, 1998.
  • [29] Powers D.A., Xie Y., Statistical Methods for Categorical Data Analysis, Emerald Group Publishing, 2008.
  • [30] Pyzdek T., Keller P., The Six Sigma Handbook, Fourth Edition. McGraw Hill Professional, ISBN 9780071840545, 2014.
  • [31] Reichert D., Vito C., Barjasic I., Lean&Green: Best Practice, Springer Verlag, ISBN 978-3-658-21685-6, 2018.
  • [32] Rheem H., The Learning Organization, Harvard Business Review, 73, 2, 10, 1995.
  • [33] Rungasamy S., Antony J.G.S., Critical success factors for SPC implementation, The TQM Magazine, 14, 4, 217-224, 2002.
  • [34] Seddon J., Caulkin S., Systems thinking, lean production and action learning, Action Learning: Research and Practice, 4, 1, 9-24, 2007.
  • [35] Senge P.M., The fifth discipline: The art and practice of the learning organization, New York, Doubleday/ Currency, 1990.
  • [36] Snee R.D., Lean Six Sigma - getting better all the time, International Journal of Lean Six Sigma, 1, 1, 9-29, 2010.
  • [37] Spector R., How constraints management enhances lean and six sigma, Supply ChainManagement Review, 10, 1, 42-74, 2006.
  • [38] Stone K.B., Four decades of lean: a systematic literature review, International Journal of Lean Six Sigma, 3, 2, 112-132, 2012.
  • [39] Watkins K.E., Marsick V.J., Dimensions of learning organization questionnaire, Warwick R.I.: Partners for the Learning Organization, 1997.
  • [40] Womack J.P., Jones D.T., Lean thinking: Banish waste and create wealth in your corporation, New York, NY, Simon & Schuster, 1996.
  • [41] Womack J.P., Daniel T.J., Roos D., The machine that changed the world, New York, Rawson Associates, Macmillan Publishing Co., ISBN 978-0-7432-9979-4, 2007.
  • [42] Yoo M.J., Glardon R., Manufacturing Operations Management, World Scientific Publishing, ISBN 9781786345332, 2018.
  • [43] Zhang Q., Lean Six Sigma: A Literature Review, Institute of Interdisciplinary Business Research, 3, 10, 599-605, 2012.
  • [44] Zikmund W.G., Babin B.J., Carr J.C., Griffin M., Business Research Methods (9th ed.), Mason - USA, South Western Cengage Learning, 2013.
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-b0c7aae6-ecf5-49ae-a476-9e698c6cf086
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