Quality quandaries: deploying operational excellence at a financial service provider

J de Mast, BPH Kemper, A Wiltjer… - Quality Engineering, 2013 - Taylor & Francis
Quality Engineering, 2013Taylor & Francis
The 20th century saw an incredible development of professional organizations. The impact
of technological advances is obvious; in addition, innovations in management structures and
methods have resulted in the highly productive organizations of today. When the race for
outperforming competitors on operational effectiveness gained momentum, companies
started to copy each other's best practices. Consultants and management gurus quickly
jumped in and started giving names to these best practices: total quality management, just-in …
The 20th century saw an incredible development of professional organizations. The impact of technological advances is obvious; in addition, innovations in management structures and methods have resulted in the highly productive organizations of today. When the race for outperforming competitors on operational effectiveness gained momentum, companies started to copy each other’s best practices. Consultants and management gurus quickly jumped in and started giving names to these best practices: total quality management, just-in-time, business process reengineering, statistical process control (SPC), quality circles, lean manufacturing, continuous improvement, etc. Out of these methods, principles, and approaches, time has singled out the ones that really have added value. And though most approaches have been presented as panaceas at one time or another, time has shown that they are in fact complementary. One of the last best practices is called Lean Six Sigma (cf. De Mast et al. 2012; Schroeder et al. 2008).
Lean Six Sigma is not revolutionary. It is built on principles and methods that have proven themselves over the 20th century. It has incorporated the most effective approaches and integrated them into a full program. It offers a management structure for organizing continuous improvement of routine tasks, such as manufacturing, service delivery, accounting, nursing, sales, and other work that is done routinely. Further, it offers a method and tools for carrying out improvement projects effectively. In an economy that is determined more and more by dynamics than by static advantages, continuous improvement of routine tasks is a crucial driver of competitiveness.
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