The paper “ Implementation Lean Six Sigma in the Saudi Capital Market Authority” is a meaty example of the research paper on management. Lean six sigma is not just any other management fads and theories but when applied appropriately has been proven to lead to an improvement in the services delivery. The combination of Lean and Six Sigma brought a synergy on processes improvements focussed on efficiency management within organizations and target services and product delivery that meets the customer’ s needs hence providing a onetime methodology that ensures internal efficiency and customer satisfaction when appropriately implemented (Sanchez, 2001). Entropy and other negative tendencies of the organization to lose focus on its mission coupled with technological changes have pushed organizations to appreciate a continuous improvement methodology in their management practices so the environmental feedback can always be used to bring to course the progress of the organization.
The application of Lean Six Sigma as a continuous improvement tool is invaluable to all industries as it cuts through both service and manufacturing entities (Snee, 2002). The application of Lean Six Sigma has been attributed to not only process and service improvement but also widely felt in the domains of cost management and changing of the organization culture.
The challenges to its implementation have mainly been in resistance to change, rigid organization cultures, and lack of management commitment yet its implication has always been synonymous to organization re-engineering. The appreciation of the challenges of early implementers of Lean Six Sigma has been a greater input to the change in their implementation methodology to have it driven by the top-level management, teamwork and assume a project management approach where discrete deliverables and processes are clearly defined and adhered to (Radnor, 2006).
This research focuses on Saudi Arabia CMA and the implementation of Lean Six Sigma in its reporting processes (Smith, 2003).
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