Failure of Continuous Improvement initiatives in manufacturing environments: a systematic review of the evidence

References

• Abrahamson, E. (2000, July–August). Change without pain. Harvard Business Review, pp. 75–79.
   Google Scholar
• Ahire, S. L., Golhar, D. Y., & Waller, M. A. (1996). Development and validation of TQM implementation constructs. Decision Sciences, 27(1), 23–56.
   Web of Science ®Google Scholar
• Al-Najem, M., Dhakal, H., Labib, A., & Bennett, N. (2013). Lean readiness level within Kuwaiti manufacturing industries. International Journal of Lean Six Sigma, 4(3), 280–320.
   Google Scholar
• Angel, D. C., & Pritchard, C. (2008, June). Where ‘Six Sigma’ went wrong. Transport Topics, p. 5.
   Google Scholar
• Angell, L. C. (2001). Comparing the environmental and quality initiatives of Baldrige award winners. Production and Operations management, 10(3), 306–326.
   Google Scholar
• Anonymous. (1995, September–October). Beyond total quality management and reengineering: Managing through processes. Harvard Business Review, pp. 80–81.
   Google Scholar
• Argyris, C. (1998, May–June). Empowerment: The emperor's new clothes. Harvard Business Review, pp. 98–105.
   Google Scholar
• Axelrod, R. H., Axelrod, E., Jacobs, R. W., & Beedon, J. (2006). Beat the odds and succeed in organisational change. Consulting to Management, 17(2), 6–9.
   Google Scholar
• Azis, Y., & Osada, H. (2010). Innovation in management system by Six Sigma: An empirical study of world-class companies. International Journal of Lean Six Sigma, 1(3), 172–190.
   Google Scholar
• Bakker, R. M. (2010). Taking stock of temporary organisational forms: A systematic review and research agenda. International Journal of Management Reviews, 12, 466–486.
   Web of Science ®Google Scholar
• Beer, M. (2003). Why total quality management programs do not persist: The role of management quality and implications for leading a TQM transformation. Decision Sciences, 34(4), 623–642.
   Web of Science ®Google Scholar
• Bhasin, S. (2011). Measuring the leanness of an organisation. International Journal of Lean Six Sigma, 2(1), 55–74.
   Google Scholar
• Bhasin, S. (2012). An appropriate change strategy for Lean success. Management Decision, 50(3), 439–458.
   Web of Science ®Google Scholar
• Bhasin, S. (2013). Impact of corporate culture on the adoption of the Lean principles. International Journal of Lean Six Sigma, 4(2), 118–140.
   Google Scholar
• Bhuiyan, N., & Baghel, A. (2005). An overview of continuous improvement: From the past to the present. Management Decision, 43(5/6), 761–771.
   Google Scholar
• Bolboli, S. A., & Reiche, M. (2013). A model for sustainable business excellence: Implementation and the roadmap. The TQM Journal, 25(4), 331–346.
   Google Scholar
• Breyfogle, F. W. III. (2005). 21 common problems (and what to do about them). ASQ Six Sigma Forum Magazine, 4(4), 35–37.
   Google Scholar
• Breyfogle, F. W. III. (2010). Process improvement projects shortcomings and resolution. International Journal of Lean Six Sigma, 1(2), 92–98.
   Google Scholar
• Candido, C. J. F., & Santos, S. P. (2011). Is TQM more difficult to implement than other transformational strategies? Total Quality Management and Business Excellence, 22(12), 1139–1164.
   Web of Science ®Google Scholar
• Chakraborty, A., & Leyer, M. (2013). Developing a Six Sigma framework: Perspectives from financial service companies. International Journal of Quality & Reliability Management, 30(3), 256–279.
   Google Scholar
• Chiarini, A. (2011). Japanese total quality control, TQM, Deming's system of profound knowledge, BPR, Lean and Six Sigma. International Journal of Lean Six Sigma, 2(4), 332–355.
   Google Scholar
• Cudney, E., & Elrod, C. (2011). A comparative analysis of integrating Lean concepts into supply chain management in manufacturing and service industries. International Journal of Lean Six Sigma, 2(1), 5–22.
   Google Scholar
• Das, A., Handfield, R. B., Calantone, R. J., & Ghosh, S. (2000). A contingent view of quality management – The impact of international competition on quality. Decision Science, 31(3), 649–690.
   Web of Science ®Google Scholar
• Dean, J. W. Jr., & Snell, S. A. (1996). The strategic use of integrated manufacturing – An empirical examination. Strategic Management Journal, 17, 459–480.
   Web of Science ®Google Scholar
• Detert, J. R., Schroeder, R. G., & Mauriel, J. J. (2000). A framework for linking culture and improvement initiatives in organisations. The Academy of Management Review, 25(4), 850–863.
   Web of Science ®Google Scholar
• Frank, H., Kessler, A., Nose, L., & Suchy, D. (2011). Conflicts in family firms: State of the art and perspectives for future research. Journal of Family Business Management, 1(2), 130–153.
   Google Scholar
• Gijo, E. V. (2011). 11 ways to sink your Six Sigma project. ASQ Six Sigma Forum Magazine, 11(1), 27–29.
   Google Scholar
• Gimenez, C., & Tachizawa, E. M. (2012). Extending sustainability to suppliers: A systematic literature review. Supply Chain Management: An International Journal, 17(5), 531–543.
   Web of Science ®Google Scholar
• Godfrey, A. B. (2005). Successes, failures and concerns. ASQ Six Sigma Forum Magazine, 4(3), 6.
   Google Scholar
• Godfrey, A. B. (2008). Eye on data quality. ASQ Six Sigma Forum Magazine, 8(1), 5–6.
   Google Scholar
• Green, T. J. (2012). TQM and organizational culture: How do they link? Total Quality Management & Business Excellence, 23(2), 141–157.
   Web of Science ®Google Scholar
• Hackman, R. J., & Wageman, R. (1995). Total quality management: Empirical, conceptual, and practical issues. Administrative Science Quarterly, 40(2), 309–342.
   Web of Science ®Google Scholar
• Hahn, G. J., & Doganaksoy, N. (2011). The challenge to long-term improvement. ASQ Six Sigma Forum Magazine, 10(4), 4–5.
   Google Scholar
• Hahn, G. J., Doganaksoy, N., Bisgaard, S., Dasgupta, T., & Wu, C. F. J. (2005). Your opinion: What's missing in Six Sigma? ASQ Six Sigma Forum Magazine, 5(1), 35–37.
   Google Scholar
• Hariharan, A. (2006). CEO's guide to Six Sigma success. ASQ Six Sigma Forum Magazine, 5(3), 16–25.
   Google Scholar
• Hendricks, K. B., & Singhal, V. R. (2001). The long run stock price performance of firms with effective TQM programs. Management Science, 47(3), 359–368.
   Web of Science ®Google Scholar
• Hopen, D., & Rooney, J. J. (2013). Treasure hunting: Increasing LSS engagement. ASQ Six Sigma Forum Magazine, 13(1), 37–38.
   Google Scholar
• Huy, Q. N. (2001). Time, temporal capability, and planned change. The Academy of Management Review, 26(4), 601–623.
   Web of Science ®Google Scholar
• Jeyaraman, K., & Teo, L. K. (2010). A conceptual framework for critical success factors of Lean Six Sigma. International Journal of Lean Six Sigma, 1(3), 191–215.
   Google Scholar
• Jun, M., Cai, S., & Peterson, R. T. (2004). Obstacles to TQM implementation in Mexico's maquiladora industry. Total Quality Management & Business Excellence, 15(1), 59–72.
   Web of Science ®Google Scholar
• Jung-Lang, C. (2007). Six Sigma implementation in Taiwan. ASQ Six Sigma Form Magazine, 6(2), 31–37.
   Google Scholar
• Keim, E. M. (2011). Shortcuts don't get you there faster. ASQ Six Sigma Forum Magazine, 10(3), 31.
   Google Scholar
• Keupp, M. M., Palmie, M., & Gassman, O. (2012). The strategic management of innovation: A systematic review and paths for future research. International Journal of Management Reviews, 14, 367–390.
   Web of Science ®Google Scholar
• Klein, K. J., & Sorra, J. S. (1996). The challenge of innovation implementation. Academy of Management Review, 21(4), 1055–1080.
   Web of Science ®Google Scholar
• de Koning, H., Does, R. J. M. M., Groen, A., & Kemper, B. P. H. (2010). Generic Lean Six Sigma project definitions in publishing. International Journal of Lean Six Sigma, 1(1), 39–55.
   Google Scholar
• Kornfeld, B., & Kara, S. (2013). Selection of Lean and Six Sigma projects in industry. International Journal of Lean Six Sigma, 4(1), 4–16.
   Google Scholar
• Kubiak, T. M. (2004). The implementor's dilemna. ASQ Six Sigma Forum Magazine, 3(3), 8.
   Google Scholar
• Kuhnert, J. E. (2014). Getting to ‘yes’. ASQ Six Sigma Forum Magazine, 14(1), 10–14.
   Google Scholar
• Kumar, M., Antony, J., & Tiwari, M. K. (2011). Six Sigma implementation framework for SMEs – A roadmap to manage and sustain the change. International Journal of Production Research, 49(18), 5449–5467.
   Web of Science ®Google Scholar
• Lapre, M. A., Mukherjee, A. S., & Van Wassenhove, L. N. (2000). Behind the learning curve: Linking learning activities to waste reduction. Management Science, 46(5), 597–611.
   Web of Science ®Google Scholar
• Lareau, E. (2011). Sustain your change. ASQ Six Sigma Forum Magazine, 10(4), 13–17.
   Google Scholar
• Li, G., & Rajagopalan, S. (2008). Process improvement, learning, and real options. Production and Operations Management, 17(1), 61–74.
   Web of Science ®Google Scholar
• Lituchy, T., Gopalakrishnan, M., Laframboise, K., Galperin, B., & Kaltsounakis, Z. (1998). A qualitative analysis of leadership and quality improvement. The Leadership Quarterly, 9(2), 177–201.
   Web of Science ®Google Scholar
• Maccoby, M. (1997, November–December). Is there a best way to build a car? Harvard Business Review, pp. 161–171.
   Google Scholar
• Madu, C. N., & Kuei, C. (1995). A comparative analysis of quality practice in manufacturing firms in the U.S. and Taiwan. Decision Sciences, 26(5), 621–635.
   Web of Science ®Google Scholar
• Mariotti, J. L. (2005). What's missing in Six Sigma? ASQ Six Sigma Forum Magazine, 4(4), 44.
   Google Scholar
• Mellahi, K., & Sminia, H. (2009). Guest editors’ introduction: The frontiers of strategic management research. International Journal of Management Reviews, 11(1), 1–7.
   Web of Science ®Google Scholar
• de Menezes, L., & Kelliher, C. (2011). Flexible working and performance: A systematic review of the evidence for a business case. International Journal of Management Reviews, 13, 452–474.
   Web of Science ®Google Scholar
• Moosa, K., & Sajid, A. (2010). Critical analysis of Six Sigma implementation. Total Quality Management & Business Excellence, 21(7), 745–759.
   Web of Science ®Google Scholar
• Mostafa, S., Dumrak, J., & Soltan, H. (2013). A framework for Lean manufacturing implementation. Production & Manufacturing Research: An Open Access Journal, 1(1), 44–64.
   Google Scholar
• Naveh, E., & Erez, M. (2004). Innovation and attention to detail in the quality improvement paradigm. Management Science, 50(11), 1576–1586.
   Web of Science ®Google Scholar
• Nilakantasrinivasan, N., & Nair, A. (2005). DMAIC failure modes. ASQ Six Sigma Forum Magazine, 4(3), 30–34.
   Google Scholar
• Oakland, J. S., & Tanner, S. J. (2007). A new framework for managing change. The TQM Magazine, 19(6), 572–589.
   Google Scholar
• Parr, W. C. (2006). Making Six Sigma last. ASQ Six Sigma Forum Magazine, 5(2), 15–19.
   Google Scholar
• Pascale, R., Millemann, M., & Gioja, L. (1997, November–December). Changing the way we change. Harvard Business Review, pp. 126–139.
   Google Scholar
• Pinedo-Cuenca, R., Olalla, P. G., & Setijono, D. (2012). Linking Six Sigma’s critical success/hindering factors and organizational change (development): A framework and a pilot study. International Journal of Lean Six Sigma, 3(4), 284–298.
   Google Scholar
• Porter, M. E. (1996, November–December). What is strategy? Harvard Business Review, pp. 61–78.
   Google Scholar
• Powell, T. C. (1995). Total quality management as competitive advantage: A review and empirical study. Strategic Management Journal, 16, 15–37.
   Web of Science ®Google Scholar
• Ramu, G. (2007). Six Sigma project assignment: Know your black belts. ASQ Six Sigma Forum Magazine, 6(2), 26–30.
   Google Scholar
• Rashman, L., Withers, E., & Hartley, J. (2009). Organisational learning and knowledge in public service organisations: A systematic review of the literature. International Journal of Management Reviews, 11(4), 463–494.
   Web of Science ®Google Scholar
• Reed, R., Lemak, D. J., & Montgomery, J. C. (1996). Beyond process: TQM content and firm performance. Academy of Management Review, 21(1), 173–202.
   Web of Science ®Google Scholar
• Schroeder, R. G., Linderman, K., & Zhang, D. (2005). Evolution of quality: First fifty issues of production and operations management. Production and Operations Management, 14(4), 468–481.
   Web of Science ®Google Scholar
• Sharma, S., & Chetiya, A. R. (2010). Six Sigma project selection: An analysis of responsible factors. International Journal of Lean Six Sigma, 1(4), 280–292.
   Google Scholar
• Snee, R. D. (2010). Lean Six Sigma – Getting better all the time. International Journal of Lean Six Sigma, 1(1), 9–29.
   Google Scholar
• Soltani, E., Pei-Chun, L., & Gharneh, N. S. (2005). Breaking through barriers to TQM effectiveness: Lack of commitment of upper-level management. Total Quality Management & Business Excellence, 16(8–9), 1009–1021.
   Web of Science ®Google Scholar
• Soltani, E., Singh, A., Liao, Y.-Y., & Wang, W.-Y. (2010). The rhetoric and reality of ‘process control’ in organizational environments with a TQM orientation: The managers’ view. Total Quality Management & Business Excellence, 21(1), 67–77.
   Web of Science ®Google Scholar
• Sousa, R., & Voss, C. A. (2001). Quality management: Universal or context dependant? Production and Operations Management, 10(4), 383–404.
   Web of Science ®Google Scholar
• Stanleigh, M. (2008). Effecting successful change management initiatives. Industrial and Commercial Training, 40(1), 34–37.
   Google Scholar
• Sterman, J. D., Repenning, N. P., & Kofman, F. (1997). Unanticipated side effects of successful quality programs: Exploring a paradox of organizational improvement. Management Science, 43(4), 503–521.
   Web of Science ®Google Scholar
• Tari, J. J. (2011). Research into quality management and social responsibility. Journal of Business Ethics, 102, 623–638.
   Web of Science ®Google Scholar
• Taylor, W. A. (1997). Leadership challenges for smaller organisations: Self-perceptions of TQM implementation. Omega, 25(5), 567–579.
   Web of Science ®Google Scholar
• Taylor, W. A., & Wright, G. H. (2003). A longitudinal study of TQM implementation: Factors influencing success and failure. OMEGA: IJOMS, 31, 97–111.
   Web of Science ®Google Scholar
• Thorpe, R., Holt, R., Macpherson, A., & Pittaway, L. (2005). Using knowledge within small and medium-sized firms: A systematic review of the evidence. International Journal of Management Reviews, 7(4), 257–281.
   Web of Science ®Google Scholar
• Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence-informed management knowledge by means of systematic review. British Journal of Management, 14, 207–222.
   Web of Science ®Google Scholar
• Venkatesan, R., Baird, L., Maznevski, M., & Banks, G. (1996, November–December). How can Jimenez guide the project to success? Harvard Business Review, pp. 22–23.
   Google Scholar
• Venkateswarlu, P., & Nilakant, V. (2005). Adoption and persistance of TQM programmes – Case studies of five New Zealand organisations. Total Quality Management & Business Excellence, 16(7), 807–825.
   Web of Science ®Google Scholar
• Watson, G. H. (2007). Change management: How important is it for Six Sigma? ASQ Six Sigma Forum Magazine, 6(4), 39–40.
   Google Scholar
• Westphal, J. D., Gulati, R., & Shortell, S. M. (1997). Customisation or conformity? An institutional and network perspective on the content and consequences of TQM adoption. Administrative Science Quarterly, 42(2), 366–394.
   Web of Science ®Google Scholar
• Womack, J. P., & Jones, D. T. (1996, September–October). Beyond Toyota: How to root out waste and pursue perfection. Harvard Business Review, pp. 140–158.
   Google Scholar
• Yeung, A. C. L., Cheng, T. C. E., & Lai, K. (2006). An operational and institutional perspective on total quality management. Production and Operations Management, 15(1), 156–170.
   Web of Science ®Google Scholar
• Zbaracki, M. J. (1998). The rhetoric and reality of total quality management. Administrative Science Quarterly, 43(3), 602–636.
   Web of Science ®Google Scholar