5.1 Conclusion
This research explored the synergies resulting from the combination of the state-of-the- art quality initiatives, Lean, Six Sigma and Design for Six Sigma, and developed two integrated Lean Six Sigma and Design for Lean Six Sigma methodologies for their applications to service process improvement and design and/or redesign. For the improvement of a service process, both of the complementary strengths of Lean and Six Sigma and the shortcomings of the adoption of either system alone can provide support for the integration of the two approaches on theoretical basis. Furthermore, it was noted that the results of the case studies of both patent filing service and IT help desk service all indicated that a more stable and consistent work schedule, the reduction of overall process cycle time, and total cost savings were all substantiated and achieved. Upon reflection, these findings suggested that Lean Six Sigma approach can be a viable solution for service quality improvement since substantial benefits can be realized in terms of service quality, speed, and cost.
On the other hand, this research also investigated the benefits resulting from combining DFSS with Lean and the application of the combined approach to the critical design stage of service processes. The rationale for developing an integrated methodology is elucidated and used as a justification for the appropriateness of the approach. In addition, since the essentials of service quality dimensions are considered and involved in the development of the methodology, therefore it is a logical statement that the integrated system is built specifically for the service
application. Meanwhile, in view of the case study of software development process, the considerable benefits obtained from implementing the methodology are substantiated. The empirical results not only provide evidence for demonstrating the efficacy of the mixed strategy, but also highlight the competence of the methodology.
5.2 Future research
Finally, to suggest the future study of leveraging the advantages of both Lean with Six Sigma or Lean with DFSS, there are some potential areas that deserve to investigate. For instance, the sustainability of the implementation results for both integrated methodologies was not discussed in this research, and thus it deserves to be explored in the future. Next, the people issue had not been dealt with during this research process, that is, the concern of change management in an organization was not emphasized, and therefore it can become a topic for further study. Recently, improving or designing and/or redesigning marketing processes through the approach of either Lean Six Sigma or Design for Lean Six Sigma has been emerging topics in both the academic and practical fields. It might be another success in the marketing arena following manufacturing and service.
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