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Global perspectives on operational excellence: unveiling critical failure factors and sustainable pathways

Jiju Antony (Department of MOS, Newcastle Business School, Northumbria University, Newcastle upon Tyne, UK)
Michael Sony (Oxford Brookes Business School, Oxford Brookes University, Oxford, UK)
Raja Jayaraman (Department of Management Science and Engineering, Khalifa University, Abu Dhabi, United Arab Emirates)
Vikas Swarnakar (Department of Management Science and Engineering, Khalifa University, Abu Dhabi, United Arab Emirates)
Guilherme da Luz Tortorella (University of Melbourne Queen's College, Parkville, Australia)
Jose Arturo Garza-Reyes (Centre for Supply Chain Improvement, The University of Derby, Derby, UK)
Rajeev Rathi (Department of Mechanical Engineering, National Institute of Technology Kurukshetra, Kurukshetra, India)
Leopoldo Gutierrez (Department of Business Administration, University of Granada, Granada, Spain)
Olivia McDermott (College of Science and Engineering, University of Galway, Galway, Ireland)
Bart Alex Lameijer (Department of Operations Management, Amsterdam Business School, University of Amsterdam, Amsterdam, Netherlands)

International Journal of Quality & Reliability Management

ISSN: 0265-671X

Article publication date: 14 March 2024

68

Abstract

Purpose

The purpose of this global study is to investigate the critical failure factors (CFFs) in the deployment of operational excellence (OPEX) programs as well as the key performance indicators (KPIs) that can be used to measure OPEX failures. The study also empirically analyzes various OPEX methodologies adopted by various organizations at a global level.

Design/methodology/approach

This global study utilized an online survey to collect data. The questionnaire was sent to 800 senior managers, resulting in 249 useful responses.

Findings

The study results suggest that Six Sigma is the most widely utilized across the OPEX methodologies, followed by Lean Six Sigma and Lean. Agile manufacturing is the least utilized OPEX methodology. The top four CFFs were poor project selection and prioritization, poor leadership, a lack of proper communication and resistance to change issues.

Research limitations/implications

This study extends the current body of knowledge on OPEX by first delineating the CFFs for OPEX and identifying the differing effects of these CFFs across various organizational settings. Senior managers and OPEX professionals can use the findings to take remedial actions and improve the sustainability of OPEX initiatives in their respective organizations.

Originality/value

This study uniquely identifies critical factors leading to OPEX initiative failures, providing practical insights for industry professionals and academia and fostering a deeper understanding of potential pitfalls. The research highlights a distinctive focus on social and environmental performance metrics, urging a paradigm shift for sustained OPEX success and differentiating itself in addressing broader sustainability concerns. By recognizing the interconnectedness of 12 CFFs, the study offers a pioneering foundation for future research and the development of a comprehensive management theory on OPEX failures.

Keywords

Citation

Antony, J., Sony, M., Jayaraman, R., Swarnakar, V., Tortorella, G.d.L., Garza-Reyes, J.A., Rathi, R., Gutierrez, L., McDermott, O. and Lameijer, B.A. (2024), "Global perspectives on operational excellence: unveiling critical failure factors and sustainable pathways", International Journal of Quality & Reliability Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/IJQRM-01-2024-0013

Publisher

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Emerald Publishing Limited

Copyright © 2024, Emerald Publishing Limited

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