Selection a strategic process for applying the Lean Six Sigma methodology to improve performance by using a hybrid approach, BSC & DEA
Subject Areas :اردشیر بذرکار 1 , Soleyma Iranzadeh 2 *
1 -
2 -
Abstract :
Most organizations to increase productivity and ultimately achieve sustainable competitive advantage for survival in the global business arena, focusing much of their attention to fix the problems, difficulties and weaknesses in their own systems and processes. Organizations spend a lot of time and resources to plan and develop their own strategies, but most of them fail in the implementation of the strategy.Organizations are looking for a breakthrough performance through integrated processes and technology to respond to the needs of our customers. The use of Lean Six Sigma methodology for organizations that operate in a competitive world is very functional. The importance of implementing Lean Six Sigma in an organization that is in issue or to be discovered process properly investigated and the selection process to the strategic objectives of the organization so that the organization can be targeted to improve process performance and take steps towards continuous improvement. The purpose of this research is a strategic process through the accounting department processes to improve performance through the application of Six Sigma methodology Ghavamin Bank was pure. Therefore, in this study, the criteria for the selection process to select a strategic process through six main measure Balanced Scorecard and by experts Ghavamin Bank, were identified. Then processes information related to the accounting department of the bank through a database of Ghavamin as well as interviews with experts were collected Bank. The final step using cross efficiency DEA model to assess the efficiency of the process was done, the results showed that the process was No. 18 in the first place. And as the bank's strategic process to make continuous improvement in the Lean Six Sigma methodology was introduced.
- كاپلان، رابرت اس و ديويد پي نورتون(1383)، سازمان استراتژي محور، ترجمه پرويز بختياري، چاپ اول، تهران: سـازمان مديريت صنعتي.#
2- رضایی قهرمان،محمدرضا؛آقاسیدحسینی، سید مهدی (1390)، دوازده گام تا تدوین و پیاده سازی کارت امتیازی متوازن و تعیین شاخص های عملکردی، چاپ اول ، انتشارات برگا، تهران.#
3- Antony, J. (2005), “Six sigma for service processes”, Business Process Management Journal, Vol. 12 No. 2, pp. 234-48.
4- Bandyopadhyay, J.K. and Lichtman, R. (2007), “Six Sigma approach to quality and productivity improvement in an institution for higher education in the United States”, International Journal of Management, Vol. 24 No. 4.
5- Byrne, G. Lubowe, D. Blitz and A., (2007), "Using a Lean Six Sigma approach to drive innovation", Journal of Strategy and Leadership, vol.-35, no.-2, pp. 5-10.
6- Brady, J.E. and Allen, T.T. (2006), “Six sigma literature: a review and agenda for future research”, Quality and Reliability Engineering International, Vol. 22 No. 3, pp. 335-367.
8- Charnes, A., Cooper, W., & Rhodes, E. (1978). Measuring the efficiency of decision making units. European Journal of Operational Research (2), 429–444.
9- Doyle, J., Green, R., (1994). Efficiency and cross efficiency in DEA: Derivations, meanings and the uses. Journal of the Operational Research Society 45 (5), 567 578.
10- Harry, M.J. and Schroeder, R., Six Sigma: The Breakthrough Management Strategy Revolutionizing the World’s Top Corporations, Currency Publishers, Sydney, 2000.
11- Hu, G., Wang, L., Fetch, S. and Bidanda, B. (2008), “A multi-objective model for project portfolio selection to implement lean and Six Sigma concepts”, International Journal of Production Research, Vol. 46 No. 23, pp. 6611-6625.
12- Jeffery, A.B. (2005), “Integrating organizational development and Six Sigma: Six Sigma as a process improvement intervention in action research”, Organizational Development Journal, Vol. 23, pp. 20-31.
13- Kwak, Y.H. and Anbari, F.T. (2004), “Benefits, obstacles and future of six sigma approach”, Tec novation, Vol. 20, pp. 1-8.
14- L. Liang, J. Wu, W. Cook, J. Zhu, Alternative secondary goals in dea cross efficiency evaluation, International Journal of Production Economics (36) (2008) 1025-1030.
15- M. Ehrgott. (2000) Multicriteria Optimization, volume 491 of LectureNotes in Economics and Mathematical Systems. Springer-Verlag, Berlin.
16- Moeini, M., Karimi, B., Khorram, E. A Cross-Efficiency Approach for Evaluating Decision Making Units in Presence of Undesirable Outputs. In book: Modelling, Computation and Optimization in Information Systems and Management Sciences, Publisher: Springer, pp.487-498.
17- R. Shah, A. Chandrasekaran and K. Linderman, "In pursuit of implementation patterns: The context of Lean and Six Sigma", International Journal of Production Research, Vol.- 46, no.- 23, pp. 6679-6699,2008.
18- Sexton, T.R., Silkman, R.H., Hogan, A.J., (1986). Data envelopment analysis: Critique and extensions. In: Silkman, R.H. (Ed.), Measuring Efficiency: An Assessment of Data Envelopment Analysis, vol. 32. Jossey-Bass, San Francisco, pp. 73–105.
19- Snee, R.D., (2001), “Dealing with the Achilles’ heel of six sigma initiatives – project selection”, Quality Progress, Vol. 34 No. 3, pp. 66-72.
20- W. Cook, L. M. Seiford, Data envelopment analysis (dea): Thirty years on, European Journal of Operational Research (2) (2009) 1-17.
21- Wang, F.K and Chen, K.SH. (2010), "Applying Lean Six Sigma and TRIZ methodology in banking services", Total Quality Management, Vol. 21, No. 3, March 2010, 301–315.
22- W. Rodder, E. Reucher, Advanced x-efficiencies for ccr- and bcc-models: towards peer-based dea controlling, European Journal of Operational Research (219) (2012) 467-476.
23- W. Rodder, E. Reucher, A consensual peer-based dea-model with optimized cross-efficiencies: input allocation instead of radial reduction, European Journal of Operational Research (36) (2011) 148-154.