Lean Six Sigma is a methodology that reduces waste and variation in organizational processes and, thereby, expedites the gaining of efficiencies and improving global competitiveness. This study addressed the failure of service sector Lean Six Sigma projects in conjunction with no research on the effects of Tuckman’s group development model on service sector Lean Six Sigma project teams. The purpose of this quantitative, descriptive study was to examine if there is a difference between Lean Six Sigma project teams that progress through Tuckman’s group development model and those that do not in terms of the number of completed projects, the number of projects completed on time, the length of time to complete the projects, and the total cost savings and avoidance due to the projects. The theoretical framework for this study was the group development theory and entailed Tuckman’s group development model. The study consisted of 96 service sector Lean Six Sigma practitioners, a survey instrument, one independent construct with two levels, four dependent constructs, and a multivariate analysis of variance. The results for teams that progressed through Tuckman’s group development model included a) completion of more projects, b) more projects completed on-time, c) reduced length of time to complete the projects, and d) significantly more total cost savings and avoidance due to the projects. The findings from this study are consistent with past studies that showed group behavior dynamics have considerable influence on the success of teams. The recommendation for practice is binate and include a) service sector Lean Six Sigma project teams should ensure they progress through the stages of Tuckman’s group development model to enjoy the significantly improved project outcomes and b) Lean Six Sigma practitioners and trainers should ensure that Tuckman’s group development model is part of the training curriculum. Recommendations for further research include a) the relationship between Tuckman’s group development model with manufacturing, farming, mining, and fishing; b) if Tuckman’s group development model influences other dependent constructs not included in this study, c) the effects of the integrated theoretical group model on Lean Six Sigma project results, d) the development and validation of other group development model instruments, and e) a quantitative, descriptive study investigating the effects of Tuckman’s (2010) group development model and manager’s leadership style on LSS project team performance.
|Commitee:||Kapoor, Bhanu, Kimmel, Sharon|
|Department:||Business and Technology Management|
|School Location:||United States -- California|
|Source:||DAI-B 79/03(E), Dissertation Abstracts International|
|Subjects:||Management, Engineering, Organizational behavior|
|Keywords:||Development, Group, Lean, Sigma, Six, Tuckman|
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