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This book explores a range of prospective avenues, models, and operational and strategic approaches to Lean Six Sigma (LSS), a contemporary Continuous Improvement (CI) practice for achieving a quality-based competitive edge in organisations. Lean Six Sigma project case studies from banking organizations help to illustrate the operational dimensions of LSS, while the case-specific and cross-case analyses presented here demonstrate its strategic value. While the case data used to arrive at the findings come from the Banking firms, it allows generalizability beyond the Banking and Financial Services sector.

The book contends that LSS is not merely a CI practice, but a higher-order organizational capability, more precisely a dynamic capability, that allows firms to gain a competitive edge based on quality. Addressing the interests of practitioners and researchers alike, the book strikes a balance between theory and practice.

For practitioners, it offers guidance on using LSS to gain a competitive advantage, and on evidence-based practice in quality management and operational excellence. For researchers, it presents a wealth of literature and expands the body of knowledge on quality management. Accordingly, the book is of immense value to both practitioners and researchers, helping the former unlock the value of LSS as both an operational and strategic resource, and highlighting potential research directions and applications for the latter.

"This book provides a deep understanding of Lean Six Sigma applications. It inspires by transferring the principles of the concept into uncommon areas of operations and management behind the usual quality and project management. While reading the book I got hit by a great idea of applying Lean Six Sigma in my digital business as well. My impression at the end of the book was that sky is the limit for the right employment of Lean Six Sigma, especially while viewing it from a dynamic capabilities' lens. Readers of this book will surely receive insights for improving their business processes both operationally and strategically. Although the book is focused on banking, it is actually suitable for a really wide audience. This is a brilliant piece of research as a book that will serve as a guide for transformation by the prism of Lean Six Sigma."

- Professor. Dr. ZornitsaYordanova, Chief Assistant Professor of Innovation Management, University of National and World Economy, Sofia, Bulgaria

"Lean Six Sigma needs to be understood from a systems perspective and there exists a huge knowledge gap in this area of finding holistic solutions to business problems. This book is a very welcome work that addresses this call. It integrates quality management resources and dynamic capabilities view towards practice. Banking and Financial Services was aptly chosen as it has the most direct applicability for social enterprises. Anyone interested in creating more impact with less will surely benefit from reading the book"

-Alex Abraham, Chief Executive Officer, Lean Success Partners, Winnipeg, Manitoba, Canada

"The book is a refreshing booster to the world of Quality Management especially in the context of Banking and Financial Services. Concepts and terms like "Rapidness of Lean & robustness of Six Sigma to solve operational problems" "Hybrid methodology" resonate very well with what we do in the industry today. Another interesting fact about the book is applying "Dynamic Capabilities approach" to Quality Management, that sets a fresh Quality Oven and ensures this book is definitely a good investment of authors' intellect.Best part - Even if a reader is new to the world of Quality,this book will be appropriate and resonating. For Researchers and Practitioners, both being leaders orfresh entrants, this book stands out to be a must-read, as it demonstrates the success of the Lean Six Sigma methodology

Lean Six Sigma in Banking Services: Operational and Strategy Applications for Theory and Practice

CHAPTER 1 INTRODUCTION

1.1 The need for the hour

1.2 An introduction to Quality Management

1.3 From Lean and Six Sigma to Lean Six Sigma

1.4 Focus on this book

1.5 Scope and methods used

1.6 Summary of Chapter 1

 

CHAPTER 2 BACKGROUND OF KEY CONCEPTS

2.1 A Brief Overview of Service Quality

2.2 Competitive Advantage in Quality

2.3 Continuous Improvement

2.4 Organizational Learning in The Context of CI

2.5 Lean Services

2.6 Six Sigma in Services

2.7 A Brief Overview of Lean Six Sigma

2.8 Summary of Chapter 2

 

CHAPTER 3 AN OVERVIEW OF BANKING SECTOR
3.1 Introduction to Banking

3.2 Types of Banking and associated practices

3.3 Quality Management in Banking

3.4 Process Improvement in Banking vs other sectors

3.5 Summary of Chapter 3

 

CHAPTER 4 A MORPHOLOGICAL ANALYSIS OF RESEARCH LITERATURE ON LEAN SIX SIGMA FOR SERVICES

4.1 An Overview of Lean Six Sigma in Services

4.2 Data from Literature and their Classification

4.2.1 Fundamental Classification

4.2.2 Methodological Classification

4.2.3 Chronological Classification

4.2.4 Sector-Wise Classification

4.3 Morphological Analysis of the Literature

4.3.1 Dimension 1: Organizational Context of Application

4.3.2 Dimension 2: Desired Outcomes

4.3.3 Dimension 3: Implementation Systems

4.3.4 Dimension 4: LSS Tools and Techniques

4.3.5 Dimension 5: Integration with Other Philosophies

4.3.6 Dimension 6: Evaluation Methods

4.4 Discussion

4.5 Summary of Chapter 4

 

CHAPTER 5 LEAN SIX SIGMA PROJECTS IN BANKING FIRMS - Analysis of Implementation Cases

5.1 An Overview of Research Literature on LSS in Banking

5.2 Evidence from Practitioners' Literature

5.3 Real Time Applications of LSS in Banking

5.3.1 Approach

5.3.2 LSS Project Management Method Used

5.4 Case Studies

5.4.1 Case A: Optimization of Employee Utilization

5.4.2 Case B: Accuracy Improvement in Payments Processing

5.5 Lessons Learned and Managerial Implications 

5.5.1 LSS Project Management is a sub-Set of LSS Deployment

5.5.2 LSS As a Systems Approach for Process Improvement

5.5.3 Identification of Correct LSS Candidates

5.5.4 Management of Stakeholders in LSS Projects

5.5.5 Change Leadership for LSS Projects

5.6 Summary of Chapter 5

 

CHAPTER 6 LEAN SIX SIGMA AS A DYNAMIC CAPABILITY - An Analysis of Banking Firms

6.2 Approach

6.2.1 Case Selection

6.2.2 Site Visits and Preliminary Interviews

6.2.3 Additional Interviews and Cross-Case Analysis

6.3 Findings

6.3.1 Compelling need for purposive creation of LSS Capability

6.3.2 LSS as a Vital Component of the Capabilities Network

6.3.3 Path Dependency and Emergence

6.3.4 LSS Enables Organizational Learning

6.3.5 Technical and Evolutionary Fitness of LSS

6.3.6 LSS exhibits VRIN Characteristics

6.3.7 LSS exhibits Agility towards Environmental Dynamism

6.4 Summary of the Conceptual Model

6.4.1 Motivational Drivers

6.4.2 Input Factors

6.4.3 Activity Components

6.4.4 Influencing Factors

6.4.5 Outcomes

6.5 Discussion

6.6 Summary of Chapter 6

 

CHAPTER 7 SUMMARY AND CONCLUSIONS

7.1 Overall Summary

7.2 Summary of Findings and Affirmations

7.3 Implications

7.3.1 Practical Implications for Managers/Practitioners

7.3.2 Theoretical Implications

7.4 Limitations and Directions for Future

7.5 Conclusions