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Critical success factors for Lean Six Sigma in business school: A view from the lecturers

International Journal of Evaluation and Research in Education (IJERE) · Vol. 11 No. 1 (2022) · hlm. 280–289

DOI
10.11591/ijere.v11i1.21813
ISSN
2620-5440, 2252-8822
Terbit
2022-03-01
Penerbit
Institute of Advanced Engineering and Science
Bahasa
eng
Lisensi
creativecommons.org/licenses/by-nc/4.0

Abstrak

Lean is a process improvement approach to improve organization’s efficiency by identifying and eliminate non-value-added activities, while Six Sigma is a methodology focused on reduction of process variation. The integration of both, namely Lean Six Sigma (LSS) drives organization on waste elimination, variation reduction and value creation, which ultimately enhancing organizational performance. LSS has been viewed by prior scholars as one of effective approach for business improvement regardless of manufacturing or services industry. However, the research of LSS in education sector, particularly for business school is relatively lacking. Hence, this research aimed to identify the critical success factors (CSFs) for LSS within a business school in Malaysia. The research also aimed to explore the relationship between the LSS, CSFs, and organization performance. There were six CSFs identified from literature review, while organization performance is assessed via the concept of system theory. The research was quantitative based with the lecturers in the business school as the targeted population. Questionnaire was distributed based on stratified sampling plan with 69 responded. Descriptive and Pearson correlation analysis result revealed that lecturers within the business school perceived that all the six LSS CSFs as “very important”, and strongly correlated with organization performance, except CSF “project selection and prioritization”. As implication, finding from this research suggested that the adaption of LSS between manufacturing and education sectors shared the commonality in term of CSF. However, the business school should look into project proposal from the lecturers’ perspective as an alternate source of process improvement opportunity.

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  • University of Technology Malaysia
  • INTI International University
  • Universiti Malaysia Terengganu
  • University of Kuala Lumpur
  • Southern Taiwan University of Science and Technology
  • Raffles University
  • Raffles University Iskandar
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Rekan penulisOrganisasiArtikel bersama
Lim Lee PingUniversity of Technology Malaysia15
Choi Sang LongRaffles University8
Amran RasliINTI International University7
Mohd Saiful Izwaan SaadonUniversiti Malaysia Terengganu7
Chi-Hua WuSouthern Taiwan University of Science and Technology6
Mohamad Fawzy BakryUniversity of Technology Malaysia4
How Wen YenUniversity of Technology Malaysia4
Siti Zulaiha Binti Abdulah ApandiUniversity of Technology Malaysia3
Mohamad Rosni OthmanUniversiti Malaysia Terengganu3
Chong Hui ShiUniversity of Technology Malaysia3
Goh Chin FeiUniversity of Technology Malaysia3
Adriana Mohd RizalUniversity of Technology Malaysia3
Puong Koh HiiRaffles University Iskandar2
Ri Wei MahUniversity of Technology Malaysia2
Wushuang LiUniversity of Technology Malaysia2
Zhou FeiShinawatra University2
Hii Puong KohUCSI University2
Chin Fei GohUniversity of Technology Malaysia1
Sang Long ChoiUniversity of Technology Malaysia1

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Sumber metadata: OAI-PMH (metadata jurnal) http://ijere.iaescore.com/index.php/IJERE/oai, pertama di-harvest 8 Nov 2026, terakhir terlihat 8 Nov 2026.
Metadata asli (oai_dc) 
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	<dc:title xml:lang="en-US">Critical success factors for Lean Six Sigma in business school: A view from the lecturers</dc:title>
	<dc:creator>Kowang, Tan Owee</dc:creator>
	<dc:creator>Peidi, Lim</dc:creator>
	<dc:creator>Yew, Lim Kim</dc:creator>
	<dc:creator>Hee, Ong Choon</dc:creator>
	<dc:creator>Fei, Goh Chin</dc:creator>
	<dc:creator>Kadir, Baharudin</dc:creator>
	<dc:subject xml:lang="en-US">Business school; Critical success factors; Lean Six Sigma; Organization performance</dc:subject>
	<dc:description xml:lang="en-US">Lean is a process improvement approach to improve organization’s efficiency by identifying and eliminate non-value-added activities, while Six Sigma is a methodology focused on reduction of process variation. The integration of both, namely Lean Six Sigma (LSS) drives organization on waste elimination, variation reduction and value creation, which ultimately enhancing organizational performance. LSS has been viewed by prior scholars as one of effective approach for business improvement regardless of manufacturing or services industry. However, the research of LSS in education sector, particularly for business school is relatively lacking. Hence, this research aimed to identify the critical success factors (CSFs) for LSS within a business school in Malaysia. The research also aimed to explore the relationship between the LSS, CSFs, and organization performance. There were six CSFs identified from literature review, while organization performance is assessed via the concept of system theory. The research was quantitative based with the lecturers in the business school as the targeted population. Questionnaire was distributed based on stratified sampling plan with 69 responded. Descriptive and Pearson correlation analysis result revealed that lecturers within the business school perceived that all the six LSS CSFs as “very important”, and strongly correlated with organization performance, except CSF “project selection and prioritization”. As implication, finding from this research suggested that the adaption of LSS between manufacturing and education sectors shared the commonality in term of CSF. However, the business school should look into project proposal from the lecturers’ perspective as an alternate source of process improvement opportunity.</dc:description>
	<dc:publisher xml:lang="en-US">Institute of Advanced Engineering and Science</dc:publisher>
	<dc:contributor xml:lang="en-US">Ministry of Higher Education Malaysia</dc:contributor>
	<dc:date>2022-03-01</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
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	<dc:identifier>https://ijere.iaescore.com/index.php/IJERE/article/view/21813</dc:identifier>
	<dc:identifier>10.11591/ijere.v11i1.21813</dc:identifier>
	<dc:source xml:lang="en-US">International Journal of Evaluation and Research in Education (IJERE); Vol 11, No 1: March 2022; 280-289</dc:source>
	<dc:source>2620-5440</dc:source>
	<dc:source>2252-8822</dc:source>
	<dc:source>10.11591/ijere.v11i1</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://ijere.iaescore.com/index.php/IJERE/article/view/21813/13280</dc:relation>
	<dc:rights xml:lang="en-US">Copyright (c) 2021 Institute of Advanced Engineering and Science</dc:rights>
	<dc:rights xml:lang="en-US">http://creativecommons.org/licenses/by-nc/4.0</dc:rights>
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