Creating successful process improvement programs: The roles of consultant and industry

Document Type

Article

Date of Original Version

1-1-2012

Abstract

This study finds that Fortune 500 companies implement expensive process improvement programs only to often abandon them in the long run due to dismal performance, resulting in a waste of the resources used to implement the programs. To prevent this waste, this study develops an implementation model that promotes program sustainability for the long term. Using a technique called Learning by Doing, this model guides the implementation of process-improvement programs. Using a combination of empirical studies and four action-research field studies, this model connects the research on process improvement, Learning by Doing, and consultancy to support program sustainability.

Publication Title, e.g., Journal

Journal of Enterprise Transformation

Volume

2

Issue

4

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