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 Banking3.2 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
About the Author:
Dr. Vijaya Sunder M is an Assistant Professor, Operations Management at Indian School of Business (ISB), Hyderabad, India. In the past, he was the Head of Business Process Excellence at the World Bank Group. Vijaya holds his PhD in Operational Excellence from Indian Institute of Technology (IIT) Madras, a distinction holder in Master of Business Administration from the Sri Sathya Sai Institute of Higher Learning and a gold medalist in Bachelor of Engineering from the Anna University, India. He is a Lean Six Sigma Master Black Belt, ISO 9001:2015 Quality Lead Auditor, and Lean Facilitator. He has led and mentored various re-engineering and process improvement programs that helped improve the customer experience, employee satisfaction, eliminate process defects, increase productivity and reduce costs across reputed organizations including the World Bank, Barclays, American Express and Citi Group. His research and teaching interests include Operational Excellence, Project Management, Quality Management, Industry 4.0 and Operations Strategy. He has published research papers on quality management and operational excellence in several respected international journals.
Dr. L.S. Ganesh is a Professor in the Department of Management Studies at the Indian Institute of Technology (IIT) Madras, India. Ganesh holds the BE (Hons.) degree in Mechanical Engineering of BITS Pilani, and MTech in Maintenance Engineering and Management from IIT Madras. He completed his PhD from IIT Madras with a thesis on educational planning in Tamil Nadu schools. From then on, he has held many responsible positions including, being the Head of the Department and Dean (Students) at IIT Madras. He is a Distinguished Fellow of the Project Management Institute (India). His research and teaching interests span a wide range of areas including Systems Thinking, Project Management, Knowledge Management, Public Systems (Education and Energy) and Entrepreneurship.
