Lean Six Sigma in policing services: A case study from an organisational learning perspective

Antony, J and Rodgers, B and Coull, I and Sunder M, V (2018) Lean Six Sigma in policing services: A case study from an organisational learning perspective. International Journal of Productivity and Performance Management, 67 (5). pp. 935-940. ISSN 1741-0401

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This paper is based on a single case study carried out as part of a change programme but is used as a reflective tool to draw on some of the wider organisational learning which can be considered when implementing, reviewing or re-energise a Lean Six Sigma (LSS) Programme. The paper aims to discuss this issue.
A case study approach has been used and referenced throughout the paper with references to literature to support the wider learning points drawn which are then applied to any continuous improvement (CI) programmes.
The paper presents a range of learning points which are drawn from a successful deployment of LSS within a change project carried out as part of an overall programme in Scottish policing services.
Research limitations/implications
The points are drawn from a single case study which was deployed within a wider change programme and is supported by wider literature but is used as a vehicle for informing strategic considerations within an organisation.
This case study is drawn from policing services in the public sector which alone is an area that has not been significantly studied. It is used to explore wider implications in terms of strategic alignment, organisational performance and project management and presents the argument that the design of a CI programme is much wider than the implementation of LSS itself.

Item Type: Article
Additional Information: The research article was published by the author with the affiliation of IIT Madras
Subjects: Operations Management
Date Deposited: 05 Sep 2023 13:45
Last Modified: 05 Sep 2023 13:45
URI: https://eprints.exchange.isb.edu/id/eprint/2077

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