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Using the socio-economic approach to management to augment Lean Six Sigma

Author

Listed:
  • Sean P. Goffnett
  • Lawrence Lepisto
  • Randall Hayes

Abstract

Purpose - – The purpose of this paper is to present a framework and a case that delineates the coordinated use of the socio-economic approach to management (SEAM) and Lean Six Sigma (LSS) to facilitate operational change. Design/methodology/approach - – This study uses action research and thematic analysis to explore the augmentation of existing process improvement and organizational assessment methodologies in a production environment. Findings - – Organizations are under increasing pressure to improve all aspects of business. Project leaders and consultants often follow popular quantitatively oriented protocols like LSS to evaluate explicit operational processes. Including a qualitatively oriented protocol like SEAM expands the project leader’s capability through greater consideration of implicit organizational issues. This paper presents a case where LSS was complemented by SEAM to assess a process that was entangled with several latent organizational dysfunctions. Practical implications - – SEAM and LSS are accepted protocols to facilitate process improvement and organizational change. Pairing the two protocols into a SEAM-LSS model offers the strengths of each approach, while compensating for the limitations of each. The result is a more inclusive change protocol that reduces potential oversights and inefficiencies that could occur if project leaders worked within the purview of only one methodology. Originality/value - – This paper uses action research to propose a model to bring qualitative and quantitative methodologies together into a larger complementary framework to use when evaluating organizational problems and opportunities. This paper aims to stimulate discussion and research that would lead to more robust process improvement protocols.

Suggested Citation

  • Sean P. Goffnett & Lawrence Lepisto & Randall Hayes, 2016. "Using the socio-economic approach to management to augment Lean Six Sigma," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 65(1), pages 80-97, January.
  • Handle: RePEc:eme:ijppmp:v:65:y:2016:i:1:p:80-97
    DOI: 10.1108/IJPPM-02-2014-0028
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    Citations

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    Cited by:

    1. Jacek Pasieczny & Beata Glinka, 2016. "Organizational Dysfunctions: Sources and Areas," Entrepreneurial Business and Economics Review, Centre for Strategic and International Entrepreneurship at the Cracow University of Economics., vol. 4(4), pages 213-223.
    2. Gérard Desmaison & Georges Vandenhove, 2017. "FROM HIDDEN COSTS TO MEASUREABLE PERFORMANCE From Heterodox Practices to Orthodox Practises," Post-Print halshs-02073905, HAL.
    3. Pasieczny Jacek, 2017. "Organisational Pathologies Under Conditions of Economic Downswing," Economics and Culture, Sciendo, vol. 14(1), pages 21-30, June.
    4. María-Ángeles Rastrollo-Horrillo & Julia Martín-Armario, 2019. "Organisational barriers to nascent born-global growth: Learning from the inside," Journal of International Entrepreneurship, Springer, vol. 17(3), pages 454-473, September.

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