DEI and Operational Excellence: Exploring the Business Case and Practical Implications for OM/SCM Leaders

Justin Bateh
Ph.D., Florida State College at Jacksonville.

Tim Klaus
Ph.D., Texas A&M University-Corpus Christi.

Jim Farah
D.B.A., Jacksonville University.

Shawna Coram
Florida State College at Jacksonville.

Abstract:

Despite the increased acknowledgment of the significance of diversity, equity, & inclusion (DEI) in company effectiveness, there is limited research investigating the direct effects of DEI on continuous improvement in operations management and the supply chain. This essay fills that gap by analyzing the intersection of DEI & operational excellence using the Shingo Model framework, presenting twenty-one practical DEI uses for OM/SCM leaders. The study contributes theoretically and practically to accomplishing operational perfection through DEI implementation. This essay first makes the business case for DEI as studies have shown that a higher level of DEI within the organization leads to many positive outcomes, such as higher performance, innovation, decision-making, problem-solving, and more significant market share. The Shingo Model is then introduced, and this framework is used to bring in interdisciplinary research that revolves around operational excellence and DEI. Based on this analysis, 21 DEI applications are proposed that are practical implications for OM/SCM leaders and would be helpful to examine in future OM/SCM studies related to DEI. We also propose a DEI Impact Model based on the interdisciplinary research analysis, which can help to deliver a DEI initiative using best practices to the operations management field.