Management Models in Comparison

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Table of Contents

Introduction
Discussion
Features of AGILE
Conclusion
References

Introduction

In the process of carrying out professional activities, specialists use different theoretical models. This is explained by the fact that the theory acts as a tool for improving the efficiency of work and the final result.

Discussion

As a professional, I prefer Lean Six Sigma to a model like Kanban because of the easier integration into activities. For example, for identifying flaws and weaknesses in professional detail work, Six Sigma is much better suited primarily because of its autonomy (Bini & Bellucci, 2019). In other words, by implementing such a system, there is no need to attract additional specialists to ensure it, and the results are achieved in the shortest possible time. In the case of Kanban integration, it is necessary to have programming experience in the field of design, that is, additional responsibilities are added (Factor & Ulhøi, 2021). In the case of a search for a specialist in this field, the process becomes more complicated and lengthy, and for the general activity, there are additional costs in the form of providing a programmer (Henver et al., 2020). Thus, I, like other professionals, choose the theory to use based on its cost, effectiveness, and comparison with other models.

Features of AGILE

Meanwhile, it is worth highlighting the AGILE system separately, which has much in common with the above models, but also fundamentally differs from them. I would like to start with the fact that if Six Sigma is based on the generalization and connection of all processes, considering them as a whole, then AGILE single out people and their interactions separately. In other words, this theory places particular emphasis on the relationship of a specialist with colleagues or clients (Information Resources Management Association, 2019). In addition, AGILE itself is not a complete project management method, it is a development management philosophy (Waldeck, 2021). This is the main difference from Six Sigma or Kanban, which serve as a complete management tool. Nevertheless, it is worth highlighting the general similarities, including the focus on the most effective results.

Conclusion

Even though in AGILE this criterion is regarded as customer satisfaction, and in Six Sigma as a reduction in costs and shortcomings, their focus is the same (Information Resources Management Association, 2019). Another similarity is the emphasis on flexibility and easy implementation of the theory into activities. This explains why many other project management systems are based on it.

References

Bini, L. & Bellucci, M. (2019). Integrated sustainability reporting. Linking environmental and social information to value creation processes. Springer International Publishing.

Factor, A. & Ulhøi, J. P. (Eds.). (2021). Sustainability and small and medium-sized enterprises. Lessons from mixed methods research. Taylor & Francis.

Henver, A., Maedche, A. & Brocke, J. (Eds.). (2020). Design science research. Cases. Springer International Publishing.

Information Resources Management Association. (Ed.). (2019). Supply chain and logistics management. Concepts, methodologies, tools, and applications. IGI Global.

Waldeck, M. V. (2021). Success factors for Agile planning: Agile planning successfully and purposefully – your competitive advantage. Books on Demand.

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Management Models in Comparison

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