Abstract

Initiatives such as Six Sigma, total quality management, and lean manufacturing are begun to improve the quality and productivity of processes. This paper examines the impact of the improvement project not just on the target process but also on other related processes. The study used a cross-case study methodology primarily using on-site interviews with members of three companies with improvement project leadership experience. The study confirmed that any consideration of the impact on related processes was done reactively, demonstrating a need for proactively assessing these impacts when planning a project.