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Process Engineering & Group Development: The Propulsion of Organizational Excellence and Continuous Improvement: Group Development Model and Lean Six Sigma Project Team Outcomes
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About Process Engineering & Group Development: The
This book examines, through rigorous scientific research standards, if there is a difference between service-sector Lean Six Sigma (LSS) project teams that progress through Tuckman’s group development model and those that do not in terms of the number of completed projects, the number of projects completed on time, the length of time to complete the projects, and the total cost savings and avoidance due to the projects. Social implications – The study demonstrates that all groups should attempt to progress through the stages of Tuckman’s (2010) group development model to enjoy the benefits of working in a cohesive, task-focused team. Practical implications – The recommendation for practice is binate. First, service-sector LSS project teams should ensure they progress through the stages of Tuckman’s group development model to enjoy the significantly improved project outcomes. Second, LSS practitioners and trainers should ensure that Tuckman’s group development model is part of the training curriculum.
