A comparative analysis of trilateral and concurrent business improvement methodologies in the high technology sector

Abstract

Many organisations in the high technology sector have suffered from a large fall in market confidence. This fall has resulted in postponed investment and large-scale unemployment. This slowdown in the hi-tech sector has led to a renewed examination of business improvement methodologies to improve organisational competitiveness. Typical questions are, "Which methodology is best" and "Can different methods be used effectively concurrently"? In this study, a longitudinal and explanatory case analysis is used to conduct a comparative analysis on the application of six sigma, self managed teams and lean manufacturing business improvement methodologies. These methodologies were running concurrently in the subject organisation. The main conclusions emanating from this study are: six sigma, lean manufacturing and self-managed teams are compatible; six sigma is highly measurable; the deployment of six sigma has made the largest contribution; it is difficult to assess the contribution made by self-managed teams; the rationale changes over time for the deployment of any initiative; there is no formula for success other than the level of leadership, which is critical to success.