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
Citation/Publisher Attribution
Chakravorty, Satya S., and Douglas N. Hales. "Creating successful process improvement programs: The roles of consultant and industry." Journal of Enterprise Transformation 2, 4 (2012): 250-271. doi: 10.1080/19488289.2012.747841.
