Browsing by Author "Alnadi, Mohammad"

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    Developing a framework of leadership behaviours to facilitate the effective use of lean six sigma in manufacturing: the case of Jordan.
    (Cranfield University, 2022-03) Alnadi, Mohammad; McLaughlin, Patrick; Fan, Ip-Shing
    This study aims to explore the leadership behaviours that facilitate the effective use of Lean Six Sigma, whereby organisations and leaders can realise the required behaviours to use the Lean Six Sigma successfully. Leadership is identified as one of the vital factors for the successful implementation of Lean Six Sigma. Thus, this research studies leadership from a behavioural lens. It would be helpful for organisations to get the expected benefits of Lean Six Sigma. An interpretive research philosophy is adopted; reality is constructed through social interaction in which people construct shared meanings and reality. A grounded theory methodology was used to collect and analyse the qualitative data. From that, identifying the required leadership behaviours was based and grounded on the themes that emerged from the data analysis. Twenty-seven interviews were conducted and, through analysing these interviews, thirty-six aspects of leadership behaviours emerged. The researcher made a constant comparison to let the aspects emerge during data analysis. These aspects were given to the participants in the focus group workshop to group them into core categories (themes). Then, ideal position descriptions for each theme were developed to describe what each theme looked like in the most effective and established organisations. The researcher adopted and relied on three sources to identify the possible leadership behaviours to develop the proposed framework. These sources are a focus group workshop, interviews analysis, and the literature. The framework is a series of leadership behaviours that target specific themes. The framework was validated through experts’ judgment from industry. The experts’ feedback was this framework is comprehensive and covers all topics. They believe that adopting these behaviours can lead to achieving the desired goal, which enhances operations efficiency. This research has contributed to facilitating the effective use of Lean Six Sigma by identifying the leadership behaviours required for the successful use of the Lean Six Sigma. Furthermore, it is novel in explaining how the leadership behaviours can support Lean Six Sigma; the themes’ descriptions explain how influence the use of Lean Six Sigma.
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    Leadership behaviours for Lean Six Sigma: Jordan as a case study
    (Emerald, 2024-05-21) Alnadi, Mohammad; McLaughlin, Patrick; Abushaikha, Ismail
    Purpose This paper aims to identify leadership behaviours in the manufacturing sector in Jordan that enable successful Lean Six Sigma implementation. Design/methodology/approach Qualitative data were collected through 27 interviews to identify the leadership behaviours that facilitate Lean Six Sigma and a focus group to categorise the aspects by grouping them into themes. A grounded theory approach was used in the field study. The processes of constant comparisons helped in identifying the relevant aspects of leadership behaviours and integrating specific aspects into themes; these processes were iteratives. Therefore, this research project relies on the grounded theory methodology to collect and analyse the data. The authors also used a focus group to categorise the aspects by grouping them into themes. In that, the aspects were grouped around core categories. Findings After analysing the data, 36 aspects have emerged. The data analysis processes helped in discovering the aspects of leadership that support the use of Lean Six Sigma in the manufacturing sector in Jordan. The aspects were developed through an iterative process of analysis until the saturation level was reached. Eight themes that influence the successful use of Lean Six Sigma emerged: Training and development; Continuous improvement and development; Communication; Empowering employees; Motivating employees; Managing qualities and operations; Employees engagement and involvement; and Supporting culture Research limitations/implications There are some research limitations to this study, which opens avenues for future research. First, the data was collected through qualitative methods, which limits the generalizability of the results. Future studies are needed to generalize the results to the wider business community. Second, the data was collected only from manufacturing organizations and did not consider other sectors. Future researchers are urged to replicate the study in other sectors. Third, this study considered only Jordanian firms; therefore, the authors call upon further research to investigate other national settings that may have a different business culture. Practical implications This study encourages businesses to follow and adopt these behaviours in organisations, which can help in developing desirable behaviours among leaders to reach advanced levels in using Lean Six Sigma. Moreover, practitioners can develop training programmes for developing leaders. Thus, the Lean Six Sigma journey can become smoother by addressing the issues that face practitioners during the different phases of implementing Lean Six Sigma. In that respect, the practical implication of this research is to describe the practices that the leadership of organisations must develop to maintain high levels of Lean Six Sigma deployment. Originality/value Scholarly studies in this field are scarce, especially in developing countries, so identifying the leadership behaviours can help researchers create a theory of leadership behaviours for Lean Six Sigma. Furthermore, practitioners of Lean Six Sigma can take into account these behaviours as crucial to the effective use of Lean Six Sigma. They can encourage leaders to follow and adopt these behaviours in organisations which can help in developing desirable behaviours among leaders to reach advanced levels in using Lean Six Sigma. Thus, the Lean Six Sigma journey can become smoother by addressing the issues that practitioners face during the different phases of implementing Lean Six Sigma.
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    Leadership that facilitates the successful implementation of Lean Six Sigma
    (Association for Computing Machinery (ACM), 2020-09-01) Alnadi, Mohammad; McLaughlin, Patrick
    Researchers have identified leadership as a critical success factor for Lean Six Sigma implementation. It is essential to understand leadership behaviours that facilitate the use of Lean Six Sigma. This paper aims to identify leadership styles from the literature that can facilitate Lean Six Sigma implementation, which in turn broaden the current understanding of the suitable leadership styles. Also, the authors aim to explore how leadership styles can enhance Lean Six Sigma operations. The authors systematically reviewed the literature on leadership styles and Lean Six Sigma. The results determined the leadership styles that can enable the use of Lean Six Sigma successfully. These leadership styles are as follows: situational (task-oriented or relation-oriented behaviour), transformational, servant, authentic, empowering, and distributed leadership. The authors provide a better understanding for practitioners and researchers from existing literature on how leaders' behaviours can enhance Lean Six Sigma implementation. It is not clear which style is the most dominant and effective. There is a lack in interpreting how these leadership styles linked to Lean Six Sigma implementation. There is a lack of empirical evidence most of the studies depended on a theoretical base. Very few studies have focused on leadership styles and Six Sigma success; to the best of the authors' knowledge only one paper has studied this. Also, there is scarcity in papers that addressed leadership styles that facilitate Lean Six Sigma implementation. This paper initiates a call to study Lean Six Sigma rather than focus only on either Lean or Six Sigma. This proposition guides future research based on the view that Lean management can share underlying assumptions with Lean Six Sigma characteristics. However, the mean limitation of this review is the use of specific keywords and database to identify studies.