This book explores a range of prospective avenues, models, and operational and strategic approaches to Lean Six Sigma (LSS), a contemporary Continuous Improvement (CI) practice for achieving a quality-based competitive edge in organisations. Lean Six Sigma project case studies from banking organizations help to illustrate the operational dimensions of LSS, while the case-specific and cross-case analyses presented here demonstrate its strategic value. While the case data used to arrive at the findings come from the Banking firms, it allows generalizability beyond the Banking and Financial Services sector. The book contends that LSS is not merely a CI practice, but a higher-order organizational capability, more precisely a dynamic capability, that allows firms to gain a competitive edge based on quality. Addressing the interests of practitioners and researchers alike, the book strikes a balance between theory and practice.

For practitioners, it offers guidance on using LSS to gain a competitive advantage, and on evidence-based practice in quality management and operational excellence. For researchers, it presents a wealth of literature and expands the body of knowledge on quality management. Accordingly, the book is of immense value to both practitioners and researchers, helping the former unlock the value of LSS as both an operational and strategic resource, and highlighting potential research directions and applications for the latter.
"This book provides a deep understanding of Lean Six Sigma applications. It inspires by transferring the principles of the concept into uncommon areas of operations and management behind the usual quality and project management. While reading the book I got hit by a great idea of applying Lean Six Sigma in my digital business as well. My impression at the end of the book was that sky is the limit for the right employment of Lean Six Sigma, especially while viewing it from a dynamic capabilities' lens. Readers of this book will surely receive insights for improving their business processes both operationally and strategically. Although the book is focused on banking, it is actually suitable for a really wide audience. This is a brilliant piece of research as a book that will serve as a guide for transformation by the prism of Lean Six Sigma."

• Professor. Dr. ZornitsaYordanova, Chief Assistant Professor of Innovation Management, University of National and World Economy, Sofia, Bulgaria

"Lean Six Sigma needs to be understood from a systems perspective and there exists a huge knowledge gap in this area of finding holistic solutions to business problems. This book is a very welcome work that addresses this call. It integrates quality management resources and dynamic capabilities view towards practice. Banking and Financial Services was aptly chosen as it has the most direct applicability for social enterprises. Anyone interested in creating more impact with less will surely benefit from reading the book"

-Alex Abraham, Chief Executive Officer, Lean Success Partners, Winnipeg, Manitoba, Canada

"The book is a refreshing booster to the world of Quality Management especially in the context of Banking and Financial Services. Concepts and terms like "Rapidness of Lean & robustness of Six Sigma to solve operational problems" "Hybrid methodology" resonate very well with what we do in the industry today. Another interesting fact about the book is applying "Dynamic Capabilities approach" to Quality Management, that sets a fresh Quality Oven and ensures this book is definitely a good investment of authors' intellect.Best part - Even if a reader is new to the world of Quality,this book will be appropriate and resonating. For Researchers and Practitioners, both being leaders orfresh entrants, this book stands out to be a must-read, as it demonstrates the success of the Lean Six Sigma methodology via case studies and practical applications."

-Udit Salvan, Director, Global Transformation & Engineering Network,An American Multinational Financial Services Corporation, New York, USA

Autorentext

Dr. Vijaya Sunder M is an Assistant Professor, Operations Management at Indian School of Business (ISB), Hyderabad, India. In the past, he was the Head of Business Process Excellence at the World Bank Group. Vijaya holds his PhD in Operational Excellence from Indian Institute of Technology (IIT) Madras, a distinction holder in Master of Business Administration from the Sri Sathya Sai Institute of Higher Learning and a gold medalist in Bachelor of Engineering from the Anna University, India. He is a Lean Six Sigma Master Black Belt, ISO 9001:2015 Quality Lead Auditor, and Lean Facilitator. He has led and mentored various re-engineering and process improvement programs that helped improve the customer experience, employee satisfaction, eliminate process defects, increase productivity and reduce costs across reputed organizations including the World Bank, Barclays, American Express and Citi Group. His research and teaching interests include Operational Excellence, Project Management, Quality Management, Industry 4.0 and Operations Strategy. He has published research papers on quality management and operational excellence in several respected international journals.

Dr. L.S. Ganesh is a Professor in the Department of Management Studies at the Indian Institute of Technology (IIT) Madras, India. Ganesh holds the BE (Hons.) degree in Mechanical Engineering of BITS Pilani, and MTech in Maintenance Engineering and Management from IIT Madras. He completed his PhD from IIT Madras with a thesis on educational planning in Tamil Nadu schools. From then on, he has held many responsible positions including, being the Head of the Department and Dean (Students) at IIT Madras. He is a Distinguished Fellow of the Project Management Institute (India). His research and teaching interests span a wide range of areas including Systems Thinking, Project Management, Knowledge Management, Public Systems (Education and Energy) and Entrepreneurship.

Inhalt

CHAPTER 1 INTRODUCTION

1.1 The need for the hour

1.2 An introduction to Quality Management

1.3 From Lean and Six Sigma to Lean Six Sigma

1.4 Focus on this book

1.5 Scope and methods used

1.6 Summary of Chapter 1

CHAPTER 2 BACKGROUND OF KEY CONCEPTS

2.1 A Brief Overview of Service Quality

2.2 Competitive Advantage in Quality

2.3 Continuous Improvement

2.4 Organizational Learning in The Context of CI

2.5 Lean Services

2.6 Six Sigma in Services

2.7 A Brief Overview of Lean Six Sigma

2.8 Summary of Chapter 2

CHAPTER 3 AN OVERVIEW OF BANKING SECTOR 3.1 Introduction to Banking 3.2 Types of Banking and associated practices

3.3 Quality Management in Banking

3.4 Process Improvement in Banking vs other sectors

3.5 Summary of Chapter 3

CHAPTER 4 A MORPHOLOGICAL ANALYSIS OF RESEARCH LITERATURE ON LEAN SIX SIGMA FOR SERVICES

4.1 An Overview of Lean Six Sigma in Services

4.2 Data from Literature and their Classification

4.2.1 Fundamental Classification

4.2.2 Methodological Classification

4.2.3 Chronological Classification

4.2.4 Sector-Wise Classification

4.3 Morphological Analysis of the Literature

4.3.1 Dimension 1: Organizational Context of Application

4.3.2 Dimension 2: Desired Outcomes

4.3.3 Dimension 3: Implementation Systems

4.3.4 Dimension 4: LSS Tools and Techniques

4.3.5 Dimension 5: Integration with Other Philosophies

4.3.6 Dimension 6: Evaluation Methods

4.4 Discussion

4.5 Summary of Chapter 4

CHAPTER 5 LEAN SIX SIGMA PROJECTS IN BANKING FIRMS - Analysis of Implementation Cases

5.1 An Overview of Research Literature on LSS in Banking

5.2 Evidence from Practitioners' Literature

5.3 Real Time Applications of LSS in Banking

5.3.1 Approach

5.3.2 LSS Project Management Method Used

5.4 Case Studies

5.4.1 Case A: Optimization of Employee Utilization

5.4.2 Case B: Accuracy Improveme…