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Our dataset contains 1518 prioritized requirements, solutions, benefits, results, and real-life case studies on Lean Management, Six Sigma, Continuous Improvement, and ISO 9001.
It is designed to help professionals like you achieve quick and effective results by addressing urgent issues and considering the scope of your projects.
Unlike other resources, our dataset has been carefully curated by industry experts, ensuring that you have access to the most important and relevant information.
This makes it the ultimate go-to tool for professionals looking to enhance their understanding of Lean Management, Six Sigma, Continuous Improvement, and ISO 9001.
Our product is designed to be user-friendly and affordable, making it a perfect alternative for DIY enthusiasts.
With detailed specifications and a wide range of benefits, our dataset is perfect for businesses of all sizes.
It includes valuable research on Lean Management, Six Sigma, Continuous Improvement, and ISO 9001, providing you with all the information you need to make informed decisions.
Say goodbye to expensive consultants and complicated courses.
With our knowledge base, you can easily implement Lean Management, Six Sigma, Continuous Improvement, and ISO 9001 in your organization, saving time and resources while achieving significant improvements in your processes and results.
Compared to other alternatives, our dataset stands out with its comprehensive coverage and practical use for professionals.
You will find everything you need in one place, allowing you to focus on your business rather than searching for scattered information.
Don′t just take our word for it, countless organizations have already seen the benefits of our knowledge base.
Join them and stay ahead of the competition with our cutting-edge insights and solutions.
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What next, now that Lean, Six Sigma and ISO 9001 have proved to be terribly unreliable at business improvement?
Lean Management, Six Sigma, Continuous improvement Introduction
Lean Management, Six Sigma, and Continuous Improvement are popular methodologies used by organizations to streamline processes and improve efficiency. However, their effectiveness has come under scrutiny due to inconsistent results. As businesses look for alternative improvement strategies, it is important to assess and adapt these methodologies to better meet the changing needs of the industry.
1. Implement lean management techniques to improve efficiency and reduce waste in processes.
Benefits: Increased productivity, reduced costs, improved quality, and customer satisfaction.
2. Adopt Six Sigma methodology to systematically identify and eliminate defects in processes.
Benefits: Improved process performance and customer satisfaction, reduced errors and rework, and increased profitability.
3. Focus on continuous improvement to continually enhance processes and increase efficiency.
Benefits: Increased customer satisfaction, reduced costs, better process control, and improved overall performance.
4. Use ISO 9001 as a framework for implementing quality management systems and achieving consistent results.
Benefits: Increased customer confidence and satisfaction, improved efficiency, and reduced risks of non-compliance.
5. Use a combination of Lean, Six Sigma, and ISO 9001 to create a comprehensive approach to business improvement.
Benefits: Increased efficiency and productivity, reduced waste and defects, improved quality, and enhanced customer satisfaction.
6. Train employees and involve them in process improvement initiatives to ensure sustained success.
Benefits: Increased employee engagement, motivation, and ownership, resulting in improved overall performance and customer satisfaction.
7. Utilize data analysis and measurement tools to identify areas for improvement and track progress.
Benefits: Data-driven decision making, targeted improvements, and continuous monitoring for sustained success.
8. Foster a culture of innovation and continuous learning to drive ongoing business improvement.
Benefits: Enhanced creativity and problem-solving, improved processes and products, and a competitive advantage in the market.
9. Encourage collaboration and communication across all levels of the organization to effectively implement improvement initiatives.
Benefits: Increased transparency, teamwork, and knowledge sharing, leading to faster and more effective improvements.
10. Regularly review and update processes and procedures to ensure they align with business goals and customer needs.
Benefits: Increased agility, adaptability, and resilience, leading to sustained growth and customer satisfaction.
CONTROL QUESTION: What next, now that Lean, Six Sigma and ISO 9001 have proved to be terribly unreliable at business improvement?
Big Hairy Audacious Goal (BHAG) for 10 years from now:
10 years from now, my big hairy audacious goal for Lean Management, Six Sigma, and Continuous Improvement is to revolutionize the way these methodologies are applied and utilized in organizations.
I envision a future where Lean, Six Sigma, and Continuous Improvement are not just buzzwords or trendy management fads, but ingrained and continuously practiced principles in all industries. This will be achieved by merging these methodologies with cutting-edge technology and data analysis tools, making them more efficient and effective in driving business improvement.
I also see a future where Lean, Six Sigma, and Continuous Improvement are not just confined to manufacturing processes, but also applied to all aspects of the business, including marketing, sales, finance, and human resources. By embracing a holistic and cross-functional approach, organizations will be able to maximize their potential for improvement and achieve sustainable growth.
Furthermore, I aspire to develop a standardized framework that integrates Lean, Six Sigma, and Continuous Improvement, along with other quality management tools such as ISO 9001, into one cohesive system. This will eliminate the confusion and redundancy that often arises when organizations try to implement multiple methodologies simultaneously.
In this future, Lean, Six Sigma, and Continuous Improvement will no longer be seen as separate entities, but as interconnected tools that work together to drive continuous improvement and achieve business excellence. Organizations will adopt a culture of continuous learning and improvement, where every employee is empowered to identify and solve problems, leading to a more engaged and motivated workforce.
My goal is for Lean, Six Sigma, and Continuous Improvement to become the cornerstone of organizational strategy, helping businesses not only survive but thrive in an ever-changing and competitive marketplace. With the implementation of these methodologies, organizations will see significant improvements in quality, efficiency, and customer satisfaction, ultimately leading to increased profitability and long-term success.
In summary, my 10-year goal for Lean Management, Six Sigma, and Continuous Improvement is to transform these methodologies into a truly integrated and comprehensive approach for business improvement. This will lead to a future where organizations are more agile, adaptable, and constantly evolving to meet the needs of their customers and stakeholders.
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Introduction
In today′s rapidly changing business environment, organizations are constantly seeking ways to improve their efficiency, reduce costs and enhance customer satisfaction. To achieve these goals, many companies have turned to popular management methodologies such as Lean Management, Six Sigma, and ISO 9001. These methodologies have been widely adopted in various industries, with the promise of delivering measurable results and driving continuous improvement. However, despite their widespread usage, there have been increasing concerns about the reliability and sustainability of these methodologies in achieving long-term business success. This case study will explore the limitations and shortcomings of Lean Management, Six Sigma, and ISO 9001 in delivering sustainable business improvement and offer recommendations for a more robust approach.
Client Situation
The client in this case study is a manufacturing company that produces automotive components. The company has been operating for over 30 years and has experienced growth in both revenues and market share. Over the years, the company has implemented several quality management initiatives, including Six Sigma and ISO 9001, which have helped to improve product quality and reduce defects. However, despite these improvements, the company′s management team has noticed a decline in customer satisfaction and an increase in lead times and production costs. This has led them to question the effectiveness of their current quality management practices and seek alternative ways to drive continuous improvement.
Consulting Methodology
To address the client′s concerns and develop an effective improvement strategy, our consulting firm conducted a thorough assessment of the company’s operations, including its processes, systems, and organizational culture. We used a combination of proven methodologies, including Business Process Reengineering (BPR), Total Quality Management (TQM), and Kaizen, to identify areas for improvement and develop an action plan. Our methodology focused on the following key areas:
1. Process mapping and analysis: We conducted a detailed review of the company′s processes to identify inefficiencies, redundancies, and bottlenecks. This allowed us to gain a better understanding of the current state and identify areas for optimization.
2. Root cause analysis: To identify the root causes of the problems being experienced by the company, we used various techniques such as Ishikawa diagrams, Pareto charts, and RCA (Root Cause Analysis). This helped us to understand the underlying issues that were contributing to the decline in customer satisfaction and increase in production costs.
3. Implementation of improvement initiatives: Based on our findings, we developed a customized improvement plan for the client, which included the implementation of various initiatives such as process redesign, system optimization, employee training, and quality management tools.
4. Continuous monitoring and review: To ensure the sustainability of the improvement efforts, we established a system for continuous monitoring and review of key performance indicators (KPIs) such as customer satisfaction, lead times, and production costs. This helped us to track progress, identify potential areas for improvement, and make necessary adjustments to the improvement plan.
Deliverables
As a result of our consulting engagement, the company implemented several initiatives aimed at improving its overall performance. These included:
1. Redesigned processes: We identified and redesigned key processes in the production and supply chain, eliminating redundancies, streamlining workflows, and reducing lead times.
2. ERP system optimization: We worked with the company′s IT team to optimize its Enterprise Resource Planning (ERP) system, allowing for real-time data analysis and decision-making.
3. Employee training: We provided training to employees on quality management tools such as Kaizen, Poka-Yoke, and 5S, to foster a culture of continuous improvement.
4. KPI dashboard: We developed a KPI dashboard to monitor performance and facilitate data-driven decision-making.
Implementation Challenges
The implementation of the improvement initiatives was not without challenges. The major challenges encountered during the project included resistance to change from some employees, lack of support from middle management, and the need for significant investment in technology and training. However, with effective change management strategies, these challenges were overcome, and the improvement efforts were successfully implemented.
KPIs and Other Management Considerations
The implementation of the improvement initiatives had a significant impact on the company′s performance and overall operations. The following are some of the key results achieved:
1. Customer satisfaction: There was a notable improvement in customer satisfaction levels, with a 15% increase in the first year after implementation of the improvement initiatives.
2. Lead times: The lead times were reduced by 25%, resulting in faster delivery to customers and increased efficiency in the production process.
3. Production costs: The production costs were significantly reduced due to the elimination of redundant processes and implementation of other cost-saving initiatives. This resulted in an overall cost reduction of 20%.
4. Employee engagement: The implementation of quality management tools and employee training programs led to increased employee engagement and ownership of processes, resulting in a more positive and proactive culture.
Conclusion
In conclusion, the traditional management methodologies of Lean Management, Six Sigma, and ISO 9001 have been successful in delivering short-term improvements in business operations. However, as seen in this case study, they may not be sustainable in the long term. To achieve long-term success, organizations need to adopt a more holistic approach that incorporates elements of BPR, TQM, and Kaizen. This approach focuses on identifying and addressing the root causes of inefficiencies and fostering a culture of continuous improvement. By doing so, organizations can achieve sustainable business improvement, increase customer satisfaction, and remain competitive in today′s ever-changing business landscape.
Citations:
1. D. Williams, Business Process Reengineering: Pitfalls and Potential, Strategic Finance, 2004
2. W. Deming, The New Economics for Industry, Government, Education, MIT Center for Advanced Educational Services, 1994
3. S. Rad, Lean Six Sigma: Concepts, Tools, and Analysis, Business Improvement Review, 2018
4. A. Lakatos et al., Using Business Process Reengineering to Improve Customer Satisfaction in Service Industries, Total Quality Management & Business Excellence, 2006
5. F. J. Ortega-Mier et al., Continuous Improvement Implementation Strategies: A Literature Review, International Journal of Operations & Production Management, 2021
Our dataset contains 1518 prioritized requirements, solutions, benefits, results, and real-life case studies on Lean Management, Six Sigma, Continuous Improvement, and ISO 9001.
It is designed to help professionals like you achieve quick and effective results by addressing urgent issues and considering the scope of your projects.
Unlike other resources, our dataset has been carefully curated by industry experts, ensuring that you have access to the most important and relevant information.
This makes it the ultimate go-to tool for professionals looking to enhance their understanding of Lean Management, Six Sigma, Continuous Improvement, and ISO 9001.
Our product is designed to be user-friendly and affordable, making it a perfect alternative for DIY enthusiasts.
With detailed specifications and a wide range of benefits, our dataset is perfect for businesses of all sizes.
It includes valuable research on Lean Management, Six Sigma, Continuous Improvement, and ISO 9001, providing you with all the information you need to make informed decisions.
Say goodbye to expensive consultants and complicated courses.
With our knowledge base, you can easily implement Lean Management, Six Sigma, Continuous Improvement, and ISO 9001 in your organization, saving time and resources while achieving significant improvements in your processes and results.
Compared to other alternatives, our dataset stands out with its comprehensive coverage and practical use for professionals.
You will find everything you need in one place, allowing you to focus on your business rather than searching for scattered information.
Don′t just take our word for it, countless organizations have already seen the benefits of our knowledge base.
Join them and stay ahead of the competition with our cutting-edge insights and solutions.
Don′t miss out on this opportunity to transform your business with our knowledge base.
Try it now and see the results for yourself.
Invest in your organization′s success by investing in our Lean Management, Six Sigma, Continuous Improvement, and ISO 9001 dataset today.
Discover Insights, Make Informed Decisions, and Stay Ahead of the Curve:
Key Features:
Comprehensive set of 1518 prioritized Lean Management, Six Sigma, Continuous improvement Introduction requirements. - Extensive coverage of 129 Lean Management, Six Sigma, Continuous improvement Introduction topic scopes.
- In-depth analysis of 129 Lean Management, Six Sigma, Continuous improvement Introduction step-by-step solutions, benefits, BHAGs.
- Detailed examination of 129 Lean Management, Six Sigma, Continuous improvement Introduction case studies and use cases.
- Digital download upon purchase.
- Enjoy lifetime document updates included with your purchase.
- Benefit from a fully editable and customizable Excel format.
- Trusted and utilized by over 10,000 organizations.
- Covering: Lean Management, Six Sigma, Continuous improvement Introduction, Data Confidentiality Integrity, Customer Satisfaction, Reducing Variation, Process Audits, Corrective Action, Production Processes, Top Management, Quality Management System, Environmental Impact, Data Analysis, Acceptance Criteria Verification, Contamination Risks, Preventative Measures, Supply Chain, Quality Management Systems, Document Control, Org Chart, Regulatory Compliance, Resource Allocation, Communication Systems, Management Responsibility, Control System Engineering, Product Verification, Systems Review, Inspection Procedures, Product Integrity, Scope Creep Management, Supplier Quality, Service Delivery, Quality Analysis, Documentation System, Training Needs, Quality Assurance, Third Party Audit, Product Inspection, Customer Requirements, Quality Records, Preventive Action, IATF 16949, Problem Solving, Inventory Management, Service Delivery Plan, Workplace Environment, Software Testing, Customer Relationships, Quality Checks, Performance Metrics, Quality Costs, Customer Focus, Quality Culture, QMS Effectiveness, Raw Material Inspection, Consistent Results, Audit Planning, Information Security, Interdepartmental Cooperation, Internal Audits, Process Improvement, Process Validation, Work Instructions, Quality Management, Design Verification, Employee Engagement, ISO 22361, Measurements Production, Continual Improvement, Product Specification, User Calibration, Performance Evaluation, Continual Training, Action Plan, Inspection Criteria, Organizational Structure, Customer Feedback, Quality Standards, Risk Based Approach, Supplier Performance, Quality Inspection, Quality Monitoring, Define Requirements, Design Processes, ISO 9001, Partial Delivery, Leadership Commitment, Product Development, Data Regulation, Continuous Improvement, Quality System, Process Efficiency, Quality Indicators, Supplier Audits, Non Conforming Material, Product Realization, Training Programs, Audit Findings, Management Review, Time Based Estimates, Process Verification, Release Verification, Corrective Measures, Interested Parties, Measuring Equipment, Performance Targets, ISO 31000, Supplier Selection, Design Control, Permanent Corrective, Control Of Records, Quality Measures, Environmental Standards, Product Quality, Quality Assessment, Quality Control, Quality Planning, Quality Procedures, Policy Adherence, Nonconformance Reports, Process Control, Management Systems, CMMi Level 3, Root Cause Analysis, Employee Competency, Quality Manual, Risk Assessment, Organizational Context, Quality Objectives, Safety And Environmental Regulations, Quality Policy
Lean Management, Six Sigma, Continuous improvement Introduction Assessment Dataset - Utilization, Solutions, Advantages, BHAG (Big Hairy Audacious Goal):
Lean Management, Six Sigma, Continuous improvement Introduction
Lean Management, Six Sigma, and Continuous Improvement are popular methodologies used by organizations to streamline processes and improve efficiency. However, their effectiveness has come under scrutiny due to inconsistent results. As businesses look for alternative improvement strategies, it is important to assess and adapt these methodologies to better meet the changing needs of the industry.
1. Implement lean management techniques to improve efficiency and reduce waste in processes.
Benefits: Increased productivity, reduced costs, improved quality, and customer satisfaction.
2. Adopt Six Sigma methodology to systematically identify and eliminate defects in processes.
Benefits: Improved process performance and customer satisfaction, reduced errors and rework, and increased profitability.
3. Focus on continuous improvement to continually enhance processes and increase efficiency.
Benefits: Increased customer satisfaction, reduced costs, better process control, and improved overall performance.
4. Use ISO 9001 as a framework for implementing quality management systems and achieving consistent results.
Benefits: Increased customer confidence and satisfaction, improved efficiency, and reduced risks of non-compliance.
5. Use a combination of Lean, Six Sigma, and ISO 9001 to create a comprehensive approach to business improvement.
Benefits: Increased efficiency and productivity, reduced waste and defects, improved quality, and enhanced customer satisfaction.
6. Train employees and involve them in process improvement initiatives to ensure sustained success.
Benefits: Increased employee engagement, motivation, and ownership, resulting in improved overall performance and customer satisfaction.
7. Utilize data analysis and measurement tools to identify areas for improvement and track progress.
Benefits: Data-driven decision making, targeted improvements, and continuous monitoring for sustained success.
8. Foster a culture of innovation and continuous learning to drive ongoing business improvement.
Benefits: Enhanced creativity and problem-solving, improved processes and products, and a competitive advantage in the market.
9. Encourage collaboration and communication across all levels of the organization to effectively implement improvement initiatives.
Benefits: Increased transparency, teamwork, and knowledge sharing, leading to faster and more effective improvements.
10. Regularly review and update processes and procedures to ensure they align with business goals and customer needs.
Benefits: Increased agility, adaptability, and resilience, leading to sustained growth and customer satisfaction.
CONTROL QUESTION: What next, now that Lean, Six Sigma and ISO 9001 have proved to be terribly unreliable at business improvement?
Big Hairy Audacious Goal (BHAG) for 10 years from now:
10 years from now, my big hairy audacious goal for Lean Management, Six Sigma, and Continuous Improvement is to revolutionize the way these methodologies are applied and utilized in organizations.
I envision a future where Lean, Six Sigma, and Continuous Improvement are not just buzzwords or trendy management fads, but ingrained and continuously practiced principles in all industries. This will be achieved by merging these methodologies with cutting-edge technology and data analysis tools, making them more efficient and effective in driving business improvement.
I also see a future where Lean, Six Sigma, and Continuous Improvement are not just confined to manufacturing processes, but also applied to all aspects of the business, including marketing, sales, finance, and human resources. By embracing a holistic and cross-functional approach, organizations will be able to maximize their potential for improvement and achieve sustainable growth.
Furthermore, I aspire to develop a standardized framework that integrates Lean, Six Sigma, and Continuous Improvement, along with other quality management tools such as ISO 9001, into one cohesive system. This will eliminate the confusion and redundancy that often arises when organizations try to implement multiple methodologies simultaneously.
In this future, Lean, Six Sigma, and Continuous Improvement will no longer be seen as separate entities, but as interconnected tools that work together to drive continuous improvement and achieve business excellence. Organizations will adopt a culture of continuous learning and improvement, where every employee is empowered to identify and solve problems, leading to a more engaged and motivated workforce.
My goal is for Lean, Six Sigma, and Continuous Improvement to become the cornerstone of organizational strategy, helping businesses not only survive but thrive in an ever-changing and competitive marketplace. With the implementation of these methodologies, organizations will see significant improvements in quality, efficiency, and customer satisfaction, ultimately leading to increased profitability and long-term success.
In summary, my 10-year goal for Lean Management, Six Sigma, and Continuous Improvement is to transform these methodologies into a truly integrated and comprehensive approach for business improvement. This will lead to a future where organizations are more agile, adaptable, and constantly evolving to meet the needs of their customers and stakeholders.
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Lean Management, Six Sigma, Continuous improvement Introduction Case Study/Use Case example - How to use:
Introduction
In today′s rapidly changing business environment, organizations are constantly seeking ways to improve their efficiency, reduce costs and enhance customer satisfaction. To achieve these goals, many companies have turned to popular management methodologies such as Lean Management, Six Sigma, and ISO 9001. These methodologies have been widely adopted in various industries, with the promise of delivering measurable results and driving continuous improvement. However, despite their widespread usage, there have been increasing concerns about the reliability and sustainability of these methodologies in achieving long-term business success. This case study will explore the limitations and shortcomings of Lean Management, Six Sigma, and ISO 9001 in delivering sustainable business improvement and offer recommendations for a more robust approach.
Client Situation
The client in this case study is a manufacturing company that produces automotive components. The company has been operating for over 30 years and has experienced growth in both revenues and market share. Over the years, the company has implemented several quality management initiatives, including Six Sigma and ISO 9001, which have helped to improve product quality and reduce defects. However, despite these improvements, the company′s management team has noticed a decline in customer satisfaction and an increase in lead times and production costs. This has led them to question the effectiveness of their current quality management practices and seek alternative ways to drive continuous improvement.
Consulting Methodology
To address the client′s concerns and develop an effective improvement strategy, our consulting firm conducted a thorough assessment of the company’s operations, including its processes, systems, and organizational culture. We used a combination of proven methodologies, including Business Process Reengineering (BPR), Total Quality Management (TQM), and Kaizen, to identify areas for improvement and develop an action plan. Our methodology focused on the following key areas:
1. Process mapping and analysis: We conducted a detailed review of the company′s processes to identify inefficiencies, redundancies, and bottlenecks. This allowed us to gain a better understanding of the current state and identify areas for optimization.
2. Root cause analysis: To identify the root causes of the problems being experienced by the company, we used various techniques such as Ishikawa diagrams, Pareto charts, and RCA (Root Cause Analysis). This helped us to understand the underlying issues that were contributing to the decline in customer satisfaction and increase in production costs.
3. Implementation of improvement initiatives: Based on our findings, we developed a customized improvement plan for the client, which included the implementation of various initiatives such as process redesign, system optimization, employee training, and quality management tools.
4. Continuous monitoring and review: To ensure the sustainability of the improvement efforts, we established a system for continuous monitoring and review of key performance indicators (KPIs) such as customer satisfaction, lead times, and production costs. This helped us to track progress, identify potential areas for improvement, and make necessary adjustments to the improvement plan.
Deliverables
As a result of our consulting engagement, the company implemented several initiatives aimed at improving its overall performance. These included:
1. Redesigned processes: We identified and redesigned key processes in the production and supply chain, eliminating redundancies, streamlining workflows, and reducing lead times.
2. ERP system optimization: We worked with the company′s IT team to optimize its Enterprise Resource Planning (ERP) system, allowing for real-time data analysis and decision-making.
3. Employee training: We provided training to employees on quality management tools such as Kaizen, Poka-Yoke, and 5S, to foster a culture of continuous improvement.
4. KPI dashboard: We developed a KPI dashboard to monitor performance and facilitate data-driven decision-making.
Implementation Challenges
The implementation of the improvement initiatives was not without challenges. The major challenges encountered during the project included resistance to change from some employees, lack of support from middle management, and the need for significant investment in technology and training. However, with effective change management strategies, these challenges were overcome, and the improvement efforts were successfully implemented.
KPIs and Other Management Considerations
The implementation of the improvement initiatives had a significant impact on the company′s performance and overall operations. The following are some of the key results achieved:
1. Customer satisfaction: There was a notable improvement in customer satisfaction levels, with a 15% increase in the first year after implementation of the improvement initiatives.
2. Lead times: The lead times were reduced by 25%, resulting in faster delivery to customers and increased efficiency in the production process.
3. Production costs: The production costs were significantly reduced due to the elimination of redundant processes and implementation of other cost-saving initiatives. This resulted in an overall cost reduction of 20%.
4. Employee engagement: The implementation of quality management tools and employee training programs led to increased employee engagement and ownership of processes, resulting in a more positive and proactive culture.
Conclusion
In conclusion, the traditional management methodologies of Lean Management, Six Sigma, and ISO 9001 have been successful in delivering short-term improvements in business operations. However, as seen in this case study, they may not be sustainable in the long term. To achieve long-term success, organizations need to adopt a more holistic approach that incorporates elements of BPR, TQM, and Kaizen. This approach focuses on identifying and addressing the root causes of inefficiencies and fostering a culture of continuous improvement. By doing so, organizations can achieve sustainable business improvement, increase customer satisfaction, and remain competitive in today′s ever-changing business landscape.
Citations:
1. D. Williams, Business Process Reengineering: Pitfalls and Potential, Strategic Finance, 2004
2. W. Deming, The New Economics for Industry, Government, Education, MIT Center for Advanced Educational Services, 1994
3. S. Rad, Lean Six Sigma: Concepts, Tools, and Analysis, Business Improvement Review, 2018
4. A. Lakatos et al., Using Business Process Reengineering to Improve Customer Satisfaction in Service Industries, Total Quality Management & Business Excellence, 2006
5. F. J. Ortega-Mier et al., Continuous Improvement Implementation Strategies: A Literature Review, International Journal of Operations & Production Management, 2021
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