Creating successful process improvement programs: The roles of consultant and industry
Date of Original Version
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.
Journal of Enterprise Transformation
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.