Driving service operational excellence by combining Lean six sigma and business process re-engineering: A Swedish public sector case study
2011 (English)Report (Other academic)
Purpose – To study the cross-functional and cross-dimensional aspects of Lean Six Sigma and BusinessProcess Reengineering for driving service operational excellence. The other purpose is to test the agility of suchhybrid strategy in a government service sector.
Methodology/Approach – The paper uses a case study method. The methodology is similar to DMAICapproach of Lean Six Sigma, popularized as ‘DMARS’. A specific process at a public service sector of Sweden is studied.Findings – Robust solutions for more efficient and less time consuming process were achieved. Substantialsavings in cost, time and human resources were achieved. Enhancement in Quality and productivity was also noticed. The factors that have contributed to the success of the project include efficient process identification,incisive analysis for finding bottlenecks and root causes, efficient reengineering techniques and effectivemeasures to sustain in future.
Practical implication – Some of the critical factors that had to be kept in mind during the design and analysisphase were Government laws and business culture in Sweden. Another hindrance in the project was language.However, one of the findings of this case would suggest that “Language does not come across as a barrier” forthe implementation of Lean.
Originality/Value – The paper is a case study that describes how two state-of-the-art management techniques,i.e. Lean Six Sigma and Business Process Reengineering can be used cross functionally and how they had beensuccessfully implemented in a public sector in Sweden. The value of the paper lies in defining guidelines,roadmaps, and possible deployment pitfalls for initiating improvement process in government organizations.
Place, publisher, year, edition, pages
2011. , 25 p.
Lean Six Sigma, Business Process Reengineering, service operational excellence, Public Sector, DMAIC, DMARS, Process Modelling
IdentifiersURN: urn:nbn:se:kth:diva-124174OAI: oai:DiVA.org:kth-124174DiVA: diva2:633434
QC 201307032013-06-262013-06-262013-07-10Bibliographically approved