The purpose of this study is to examine if there is a difference between service-sector Lean Six Sigma (LSS) project teams that progress through Tuckman’s group development model and those that do not in terms of the number of completed projects, the number of projects completed on time, the length of time to complete the projects and the total cost savings and avoidance because of the projects.,The research consisted of a quantitative, descriptive methodology. The design included a sample from a service-sector LSS practitioner population, a survey instrument, one independent construct with two levels, four dependent constructs and a multivariate analysis of variance (MANOVA).,The progression of service-sector LSS teams through Tuckman’s group development model, as measured with the group process questionnaire, significantly influences the teams in terms of the number of completed projects, the number of projects completed on time, the length of time to complete the projects and the total cost savings and avoidance because of the projects.,A limitation of the study is there may be other factors not related to Tuckman’s group development model that can influence the outcomes of LSS projects. These variables may include senior executive buy-in, number of LSS practitioners in the organization, the robustness of LSS training programs, level of talent and other factors not related to Tuckman’s group development model. Another limitation of the study encompassed using a sample of convenience instead of a random sample.,The recommendation for practice is binate. First, service-sector LSS project teams should ensure they progress through the stages of Tuckman’s group development model to enjoy the significantly improved project outcomes. Second, LSS practitioners and trainers should ensure that Tuckman’s group development model is part of the training curriculum.,The study demonstrates that all groups should attempt to progress through the stages of Tuckman and Jensen (2010) group development model to enjoy the benefits of working in a cohesive, task-focused team.,This study adds to the body of knowledge because, prior to this study, there was not prior research involving Tuckman’s group development model and LSS team outcomes.

中文翻译：

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集团发展模式和精益六西格码项目团队成果

本研究的目的是检查服务部门精益六西格码 (LSS) 项目团队通过 Tuckman 的团队开发模型取得进展与那些没有在已完成项目数量、项目数量方面是否存在差异。按时完成、完成项目的时间长度以及因项目而节省和避免的总成本。研究由定量、描述性方法组成。该设计包括来自服务部门 LSS 从业者群体的样本、调查工具、一个具有两个水平的独立结构、四个相关结构和多变量方差分析 (MANOVA)。,服务部门 LSS 团队通过 Tuckman 小组的进展发展模式，用小组过程问卷测量，在完成项目的数量、按时完成的项目数量、完成项目的时间长度以及因项目而节省和避免的总成本方面对团队有显着影响。,研究的局限性是可能存在是与 Tuckman 的团队发展模式无关但会影响 LSS 项目结果的其他因素。这些变量可能包括高级管理人员的支持、组织中 LSS 从业人员的数量、LSS 培训计划的稳健性、人才水平以及与 Tuckman 的团队发展模型无关的其他因素。该研究的另一个限制包括使用方便的样本而不是随机样本。实践的建议是二进制。第一的，服务部门 LSS 项目团队应确保他们在 Tuckman 集团开发模式的各个阶段取得进展，以享受显着改善的项目成果。其次，LSS 实践者和培训师应确保 Tuckman 的团队发展模式是培训课程的一部分。研究表明，所有团队都应尝试通过 Tuckman 和 Jensen (2010) 团队发展模式的各个阶段来享受工作带来的好处。在一个有凝聚力、以任务为中心的团队中。本研究增加了知识体系，因为在本研究之前，没有涉及 Tuckman 的团队发展模型和 LSS 团队成果的先前研究。