Cultural Impact on Lean Six Sigma and Corporate Success Causal Analy
To achieve a better understanding of the influence of National Culture, Corporate Culture and Leadership Style on Lean Six Sigma implementation and Corporate Success a quantitative empirical web-based survey with Lean Six Sigma professionals involved in t
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Die zunehmende Globalisierung führt zu einem verschärften Wettbewerb, vor allem in den Bereichen Qualität, Zeit und Kosten. Vor diesem Hintergrund werden in der Schriftenreihe aktuelle Forschungsergebnisse sowohl zu strategischen Fragen der marktorientierten Unternehmensführung als auch zur operativen Unsetzung durch konsequente Kundenorientierung präsentiert. Dazu werden innovative Konzeptionen entwickelt, theoretische Ursache-Wirkungs-Beziehungen analysiert und pragmatische Gestaltungsempfehlungen gegeben.
Herausgegeben von Professor Dr. Katja Gelbrich Katholische Universität Eichstätt-Ingolstadt Professor Dr. Reinhard Hünerberg Universität Kassel
Professor Dr. Andreas Mann Universität Kassel Professor Dr. Armin Töpfer Technische Universität Dresden
Miriam Jacobs
Cultural Impact on Lean Six Sigma and Corporate Success Causal Analyses Considering the Effects of National Culture and Leadership Foreword by Prof. Dr. Armin Töpfer
Miriam Jacobs Dresden, Germany Dissertation Technische Universität Dresden, 2014
ISBN 978-3-658-07339-8 ISBN 978-3-658-07340-4 (eBook) DOI 10.1007/978-3-658-07340-4 Library of Congress Control Number: 2014953880 Springer Gabler © Springer Fachmedien Wiesbaden 2015 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, speci¿cally the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on micro¿lms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a speci¿c statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. Printed on acid-free paper Springer Gabler is a brand of Springer Fachmedien Wiesbaden Springer Fachmedien Wiesbaden is part of Springer Science+Business Media (www.springer.com)
To Jonna Lil
Foreword The management concept Lean Six Sigma claims to improve company performance by creating zero-defect and lean processes. Its enormous popularity is based on success stories from major multinational companies which have recognized early, that Lean Management and Six Sigma do not present competing philosophies but should be combined to one single concept in order to maximize the benefits of both approaches. Many companies have attempted to copy these success stories by investing heavily in the underlying methodology for structured process mana
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