Professor Jiju Antony is recognised worldwide as a leader in Lean Six Sigma (LSS) methodology for achieving and sustaining operational excellence. He is a Professor of Industrial and Systems Engineering and triple certified LSS Master Black Belt (ASQ, USA; ILSSi, UK and ISSP, UK) in the department of Industrial and Systems Engineering at Khalifa University, Abu Dhabi. He has a proven track record for conducting internationally leading research in the field of Quality Management, Continuous Improvement and Operational Excellence.
Professor Antony has authored over 550 journal, conference and white papers and 14 textbooks. He has published over 300 papers on Six Sigma and Lean Six Sigma topics and is considered to be one of the highest in the world for the number of Six Sigma publications. He has an h-index of 90 according to Google Scholar with a total of over 30000 citations on quality management and operational excellence topics, the highest in the world.
He is currently serving as the Editor of the International Journal of Lean Six Sigma, Editor of the International Journal of Quality and Reliability Management, Associate Editor of the TQM and Business Excellence Journal, Associate Editor of TQM Journal (Emerald) and Associate Editor of Quality in Education (ASQ). He is serving on the Editorial Board of 10 international journals.
Professor Antony has worked on a number of consultancy projects with several blue-chip companies such as Rolls-Royce, Bosch, Siemens, Parker Pen, Siemens, Johnson and Johnson, GE Plastics, Ford, Scottish Power, Tata Motors, Thales, Nokia, Philips, General Electric, NHS, Glasgow City Council, ACCESS, Scottish Water, Police Scotland, University Sectors and a number of Small and Medium-Sized Enterprises. He has successfully supervised more than 15 PhD students and over 250 MSc students.
Professor Antony is a Fellow of the Royal Statistical Society, UK; Fellow of the Chartered Quality Institute, UK; Fellow of the Institute of Operations Management, UK; Fellow of the American Society for Quality, Fellow of the International Lean Six Sigma Institute and Fellow of the Institute of Six Sigma Professionals. He has been elected to the International Academy of Quality as an Academician last year, the first one ever elected from Scotland and fourth from the UK. He has recently won the lifetime achievement award for his contribution to the field of Lean Six Sigma research from the International Lean Six Sigma Institute and Outstanding Contribution to quality management practice from the leading professional-quality body in the UK (Chartered Quality Institute). His latest book entitled "Ten Commandments of Lean Six Sigma" has won three major international awards; Crosby Medal from the ASQ, USA, Walter Mazing Book Prize from the International Academy of Quality, Japan and the Best Book Prize Award from the International LSS Institute, UK.
Impact of operational excellence methodologies on corporate performance: An Empirical global based investigation
The purpose of this study is to investigate the impact of adopting operational excellence methodologies such as Lean manufacturing, Six Sigma, Lean Six Sigma, Sustainable Lean Six Sigma, industry 4.0 on corporate performance. Although there is fairly large evidence associated with the benefits of implementing these methodologies, there is very little comprehensive and rigorous research study investigating these benefits. This research extends past research in several important ways including utilizing a sample of 500 organizations around the globe that represents a wide variety of organizations characteristics, utilizing rigorously constructed control groups to ensure the validity of our comparisons and conclusions, and investigating the impact of adopting these methodologies on corporate performance over ten years. To perform this investigation, the event history analysis methodology is employed. The ten-year period consists of three years before operational excellence methodology implementation, the event year is the year in which operational excellence methodology is adopted, and six years post-operational excellence methodology implementation. To assess the adaptation of these methodologies on corporate performance we will utilize various commonly used measures such as Operating Income/Sales (OI/S), Operating Income/Total Assets (OI/A), Operating Income/Number of Employees (OI/E), Sales/Number of Employees (S/E), and Sales/Assets (S/A). The study will also develop a theoretical research model based on the literature that investigates the existence of a relationship between implementation of operational excellence methodology and corporate performance. The findings of the study will provide strong evidence on the adaptation impact of these methodologies on corporate performance. Further, the findings of the study will also suggest organizations about right operational excellence methodology practices which help to improve the corporate performance. The results of this study may encourage organizations to implement operational excellence methodology for organizational performance improvement. This project will be executed in collaboration with various universities including University of Amsterdam, Netherlands; University of Granada, Spain; University of Galway, Ireland and University of Melbourne, Australia.
Why do Operational Excellence (OPEX) initiatives fail to sustain in organizations? A global study and directions for further research
The purpose of this global study is to investigate what are the common critical failure factors (CFFs) in the deployment of Operational Excellence programs as well as the Key performance metrics (KPI) which can be used to measure OpEx failures.This study extends the current body of knowledge on OPEX by first delineating the CFFs for OpEx and identifying the differing effects of these CFFs across various settings. The findings of the study can be leveraged by senior managers and OPEX professionals in taking remedial actions to improve the sustainability of OPEX initiatives in their organizations. This project is executed in collaboration with various universities including University of Granada, Spain; University of Galway, Ireland, WITS Business School, South Africa and University of Melbourne, Australia.
A Global study into Quality 4.0 and its impact on Corporate Performance
This study examines the current status of Quality 4.0 and its impact on corporate performance. This is a four research project in partnership with Maryville University, USA, Ohio State University, USA, WITS Business School, South Africa, Indian Statistical Institute, Bangalore, Derby University, UK and University of Galway, Ireland. The study involves understanding of readiness factors as well as critical success factors of Quality 4.0. In addition, a roadmap will be developed to assist companies with the implementation of Quality 4.0. The last part of the research is to understand the impact of Quality 4.0 on Corporate Performance.
Professor Antony has trained more than 1200 quality and operational excellence professionals from over 180 organisations of varied sizes from over 20 countries. He has coached and mentored hundreds of Lean and Six Sigma projects at Yellow Belt, Green Belt and Black Belt levels. He has been a keynote speaker for several international conferences around the world and is the most prolific writer on Six Sigma, Lean Six Sigma and quality management topics in the world. He is the founder of the International Lean Six Sigma Conference (general) and International Conference on Lean Six Sigma in Higher Education.
