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1

Patel, Suresh. The Tactical Guide to SIX SIGMA Implementation. Boca Raton, FL : CRC Press, 2016.: Productivity Press, 2017. http://dx.doi.org/10.1201/9781315368849.

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2

Class A ERP implementation: Integrating Lean and six sigma. Boca Raton, FL: J. Ross Publishing, 2005.

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3

Lee, Kuo-liang. Critical success factors of six sigma implementation and the impact on operations performance. Ann Arbor, MI: UMI Dissertation Services, 2002.

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4

P, Neuman Robert, and Cavanagh Roland R, eds. The Six Sigma way team fieldbook: An implementation guide for project improvement teams. New York: McGraw-Hill, 2002.

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5

Aartsengel, Aristide van. Handbook on Continuous Improvement Transformation: The Lean Six Sigma Framework and Systematic Methodology for Implementation. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013.

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6

Calwell, Patrick Norman. An investigation of the benefits resulting from implementation of the Six Sigma Initiative in Bombardier Shorts. [s.l: The Author], 1999.

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7

Six Sigma, Basic Steps & Implementation. AuthorHouse, 2004.

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8

Six Sigma Methodology and Management's Role in Implementation. New York: McGraw-Hill, 2010.

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9

Six Sigma For Business Leaders: A Guide To Implementation. Goal/QPC, 2004.

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10

Stamatis, D. H., and D. H. Stamatis. Six Sigma and Beyond: The Implementation Process, Volume VII. CRC, 2002.

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11

Hutwelker, Reiner. Six Sigma Green Belt Certification Project: Identification, Implementation and Evaluation. Springer, 2020.

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12

Hutwelker, Reiner. Six Sigma Green Belt Certification Project: Identification, Implementation and Evaluation. Springer, 2019.

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13

Six Sigma 100 Success Secrets The Missing Six Sigma Green Belt Black Belt Training Certification Design And Implementation Guide. Emereo Pty Ltd, 2008.

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14

Six Sigmalean Toolset Mindset For Successful Implementation Of Improvement Projects. Springer-Verlag Berlin and Heidelberg GmbH &, 2013.

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15

Fiore, Clifford. Lean execution: The basic implementation guide for maximizing process performance. 2016.

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16

Neuman, Robert P., Roland R. Cavanagh, and Peter S. Pande. The Six Sigma Way Team Fieldbook: An Implementation Guide for Process Improvement Teams. McGraw-Hill, 2001.

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17

Neuman, Robert P., Roland R. Cavanagh, and Peter S. Pande. The Six Sigma Way Team Fieldbook: An Implementation Guide for Process Improvement Teams. McGraw-Hill, 2001.

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18

Aartsengel, Aristide van, and Selahattin Kurtoglu. Handbook on Continuous Improvement Transformation: The Lean Six Sigma Framework and Systematic Methodology for Implementation. Springer, 2013.

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19

Ronen, Boaz, Joseph S. Pliskin, and Shimeon Pass. The Modern Healthcare Environment (DRAFT). Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190843458.003.0001.

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Management has become more demanding and difficult considering the fierce competition, increased complexity, and diversity of services. Hospitals and clinics face increased demand for their services along with pressure to contain costs. This chapter suggests that the solution is the implementation of novel managerial approaches to identify and improve relevant value drivers. These innovative approaches include the theory of constraints (TOC), Lean, and Six Sigma. These managerial approaches are based on common sense, have evolved from field practice, and negate the input–output myth (“To do more, you more resources”). Instead, these approaches emphasize “doing more with what you have.”
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Wagenaar, Hendrik, Helga Amesberger, and Sietske Altink. Summary and conclusion. Policy Press, 2017. http://dx.doi.org/10.1332/policypress/9781447324249.003.0007.

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The final chapter of the book summarises its main results and conclusions. It formulates two insights. First, prostitution policy is fragile. Legalisation and decriminalisation are easily reversed, and revert back to criminalisation and heavy-handed regulation and control. This is a complex process that, triggered by the ever present sigma on prostitution and a dominant neo-abolitionist discourse, largely occurs at the local level, thereby deviating from, and even undoing, national policymaking. Second, without a detailed exposition and analysis of the design and implementation of prostitution policy at different scales of governance, statements about its nature or outcomes remain necessarily superficial and are at worst misleading. We conclude with the question: What can policy makers do to negotiate the complexity and unpredictability of the prostitution domain? Stimulating variation, facilitating new communication lines and selecting and promoting solutions that work are general strategies for effectively navigating such complexity. This requires the inclusion of stakeholders, particularly of more vulnerable groups such as sex workers, in policy formulation and implementation.
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