Annotated methodological review of Lean Six Sigma

2018 ◽  
Vol 9 (1) ◽  
pp. 2-49 ◽  
Author(s):  
J. Muraliraj ◽  
Suhaiza Zailani ◽  
S. Kuppusamy ◽  
C. Santha
Keyword(s):  
Content Analysis ◽  
Subject Matter ◽  
Six Sigma ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Analysis Approach ◽  
Future Research ◽  
Content Type ◽  
The Subject ◽  
Barriers And Challenges

Purpose Literature reviews are a pervasive aspect in research. An ever mounting field such as Lean Six Sigma requires a perpetual touch on the subject to accentuate insights that can be researched about. The purpose of this paper is to address the published literatures in the field of Lean Six Sigma through multiple criterion for an enhanced understanding of the subject matter through summarizing its current trends, uncovering existing literature gaps and revealing opportunities for future research in the field. Design/methodology/approach The literature review on Lean Six Sigma field spans around 17 years that includes peer-reviewed journals from management, business, engineering, healthcare, manufacturing, military among the many disciplines. The study uses a content analysis approach in which several dimensions of the literature were analysed: purpose or focus of study, years of publication, journal name or publications, methodologies, theories used, country of study, industry sub-sectors, active authors in the field, critical success factors, barriers and challenges and the most contribution of Lean Six Sigma papers by universities. Findings Eleven important findings from the analysis were summarized among them; the field of Lean Six Sigma had begun to grow significantly since the new millennium particularly after the 2004-2007 or 2008 period; standalone concepts of Lean and Six Sigma are highly researched compared to the integrated concepts; large proportion of perspective, conceptual and descriptive based studies; lack of empirical validity on the fusion between Lean and Six Sigma; lack of theoretical based studies, etc. Research limitations/implications The study is limited to 102 journals in commonly searched databases in the subject matter which produced 261 journal papers. This study seeks to broaden the summary of studies done under the keyword “Lean Six Sigma”. Originality/value The review analysis uses a content analysis approach in search of valuable gaps in existing research. The study found 261 papers from 102 journals that were published over the past seventeen years (2000-2016). This paper provides scholars, practitioners and managers with insights on the present trends and focus of Lean Six Sigma in addition to what else are lacking in the subject matter, which could pave the way for future research and practical endeavours.

Identify critical success factors to implement integrated green and Lean Six Sigma

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mrigendra Nath Mishra
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Comparative Investigation ◽  
Subject Area ◽  
Lean Six Sigma ◽  
Lean Management ◽  
Content Type ◽  
Critical Success ◽  
The Subject

Purpose The purpose of this paper is analysis of Green and Lean Six Sigma, based on the success factors in its use through a well thought-out literature review, is being planned; a framework has been integrated in a productive manner with the Green and Lean and Six Sigma methods so as to incorporate and actualize the execution. Design/methodology/approach The methodology consists of comparative investigation of Green, Lean management and Six Sigma using open written work, essential analysis at data and master experience of the researchers. To achieve this goal, a significant review of the existing literature of the subject area has been done to prepare a framework in view of the critical success factors. A study was arranged and flowed survey from various businesses utilizing John’s Macintosh Project (JMP) statistical software. Findings The paper establishes the distinguishing proof of five success factors with their situational importance and shows that the integrated Green and Lean Six Sigma can drive the organizations to optimize their resources and cost of services or productions. Practical implications A Green and Lean Six Sigma organization would take profits by the use of the proposed framework in an alternate extent of organizations should be dynamic. The organizations should assess their shortcomings and qualities, set needs and perceive objectives for fruitful implementation. Originality/value Suggestions are being made regarding thoughts and methods that would constitute a Green and Lean Six Sigma organization. The suggested framework compare the method for improvements that may occur in organizations while implementation of the Green and Lean management or Six Sigma.

Critical success factors of TQM, Six Sigma, Lean and Lean Six Sigma

2018 ◽  
Vol 25 (9) ◽  
pp. 3479-3504 ◽  
Author(s):  
Raja Sreedharan V. ◽  
Vijaya Sunder M. ◽  
Raju R.
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Future Research ◽  
Successful Implementation ◽  
Total Quality ◽  
Content Type ◽  
Critical Success ◽  
The Future

Purpose The purpose of this paper is to review the existing literature on the critical success factors (CSFs) of various continuous improvement (CI) like total quality management (TQM), Lean, Six Sigma and Lean Six Sigma (LSS), and perform a content analysis (CA) leading to an agenda for future research. Design/methodology/approach CA is based on literature review of 41 papers published in peer-reviewed scholarly journals. A four-stage methodology is used by the authors, with Stage 1 featuring relevant material collection; Stage 2 presenting a descriptive analysis; Stage 3 outlining the category selection; and Stage 4 featuring the material evaluation using clustering and Pareto analysis. Findings The CA revealed various research implications and directions for the future. The number of studies in the literature regarding CSF assessment is found to be far from substantial while compared to CI implementation. Assessment methodologies developed have been ranging from qualitative to quantitative models. Key gaps were identified and directions for CSF assessment are proposed which requires further validation. Research limitations/implications Only articles that appeared in peer-reviewed journals were analyzed; conference papers, reports, manuals and white papers from practice were excluded. Another limitation of the paper would be the scope of CA limited to four CI constructs – TQM, Lean, Six Sigma and LSS. Research implications indicate that the future studies in this domain would be intensive toward analyzing the vital CSFs for enterprise organizational excellence and not merely process excellence. Practical implications This review study can serve as a resource for both researchers and practitioners to understand the importance of CSFs and positioning CSFs for the successful implementation of CI programs. Originality/value The CA on the existing literature on CSFs for CI presents a unique, systematic effort to identify an agenda for future research. This study is the apparently the first of its kind on CSF assessment.

Role of Lean Six Sigma in the Indian MSMEs during COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mrigendra Nath Mishra ◽  
Ashutosh Mohan ◽  
Arghya Sarkar
Keyword(s):  
Six Sigma ◽  
Success Factors ◽  
Subject Area ◽  
Lean Six Sigma ◽  
Future Research ◽  
Quality Improvements ◽  
Content Type ◽  
Manufacturing Operations ◽  
Critical Success ◽  
Six Sigma Approach

Purpose The purpose of this study is to explore the advantages and obstacles of implementing Lean Six Sigma in Indian MSMEs during or post-COVID-19. The following research also elaborates on the challenges of implementing Lean Six Sigma in MSMEs in India, along with the changes in the culture that are required for providing a proper climate to ensure success in a long-term manner. Design/methodology/approach The methodology used in this study is a descriptive study, which explores and looks for the factors that influence the impulse or motivation to implement Lean Six Sigma in MSMEs and factors that inhibit the implementation of Lean Six Sigma. To achieve this goal of Lean Six Sigma, a significant review of the existing literature of the subject area has been done to prepare a framework with the help of inferential statistics in view of the critical success factors. This research is a flow and arranged a type of survey of organizations that is conducted using MS-Excel and SPSS 25.0 statistical software. The number of participants selected using a purposive sampling method in this study was 127 Lean Six Sigma experts and owners or CEOs of MSMEs in India. Findings Lean Six Sigma be used for facilitating the improvement processes in manufacturing operations, quality improvements and productivity. As some obstacles exist in implementing the Lean Six Sigma approach, the improvement processes and outcomes of change in the culture are noteworthy and worthwhile. The implementation of Lean Six Sigma has also some constraints, including cost limitations, skill limitations, limited facilities and other such limitations. The implementation of Lean Six Sigma during COVID-19 is not yet a matter of urgency or priority, and hence, cannot yet be applied. Research limitations/implications This paper presents opinions of only a few selected professionals of Indian MSMEs. So it was a crucial aspect of capturing the views of such practitioners of their arrival on valid and sound conclusions. Practical implications The novelty of this research is to analyze the advantages and obstacles of implementing Lean Six Sigma in MSMEs during the COVID-19 in India. The results of this research can be used as scientific references for researchers who will conduct future research. Moreover, it can be guidance for MSMEs owners to make decisions in implementing Lean Six Sigma during the COVID-19 pandemic. The organizations assess all of their aspects such as perceive objectives, required qualities and shortcomings for fruitful implementation of any practice. Originality/value Several suggestions were made for the methods and thoughts, which will constitute a Lean Six Sigma organization. Hence, the research offers an excellent framework for both working professionals and academicians to understand the view of Indian MSMEs along with their benefits and obstacles of implementing Lean Six Sigma. So this study helps in laying out a platform for understanding the uses of Lean Six Sigma for process excellence in a new era due to COVID-19.

Lean and Six Sigma practices in the public sector: a review

2019 ◽  
Vol 36 (3) ◽  
pp. 437-455 ◽  
Author(s):  
Bryan Rodgers ◽  
Jiju Antony
Keyword(s):  
Public Sector ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Strategy Development ◽  
Future Research ◽  
Content Type ◽  
The Public ◽  
Future Research Agenda ◽  
Similar Work ◽  
The Subject

Purpose The purpose of this paper is to provide a critical analysis of publications relating to the use of continuous improvement (CI) methodologies, such as Lean, Six Sigma and Lean Six Sigma over a 17-year period, to identify the themes and gaps, while informing the development of a future research agenda. Design/methodology/approach The systematic literature review identified 121 papers published between 2000 and 2017 from searches of over 1,400 peer-reviewed academic journals and also identified the application of Lean, Six Sigma and Lean Six Sigma across the public sector. Findings This research compares the scale and breadth of the public sector with the application of CI methodologies and finds that such application is unstructured and, in some areas, sporadic. The research identifies common themes and research gaps including areas such as lack of shared understanding of Lean, gaps in strategy development and leadership and an overfocus on tools alone. Research limitations/implications The methodology is focussed on the journals rated in the ABS Journal Guide 2015, which allowed manual searches for accuracy and relevance to the area of investigation. It is recognised that this may exclude some articles which have been published in other journals but allowed for a structured and detailed investigation. The research identifies some very clear gaps which can inform future research agendas. Practical implications The paper details the implications and challenges to the public sector, generally, and to executive leadership, specifically, and, in particular, covers the common issues and concerns, which in turn will assist public sector organisations in implementing, reviewing or refreshing their CI initiatives. Originality/value No similar work has been conducted and while some individual areas such as health and education have been the subject of more focus, this research explores the public sector as a whole and considers the patterns of research in that context.

Why do organizations discontinue Lean Six Sigma initiatives?

2019 ◽  
Vol 36 (3) ◽  
pp. 420-436 ◽  
Author(s):  
Michael Sony ◽  
Subhash Naik ◽  
K.K. Therisa
Keyword(s):  
Success Rate ◽  
Six Sigma ◽  
Business Strategy ◽  
Service Sector ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Future Research ◽  
Case Study Methodology ◽  
Content Type ◽  
Critical Success

PurposeLean Six Sigma (LSS) has been one of the most widely used quality improvement initiatives over the last decade. However, the success rate of LSS is dismally poor, and most organizations discontinue LSS initiatives prematurely. The purpose of this paper is to answer the question why do organizations discontinue LSS initiatives?Design/methodology/approachTo understand the discontinuance mechanism of LSS initiatives, the authors selected two companies. One from the manufacturing and one from service sector in India. The companies were selected as they had initially implemented LSS, and later within six years had discontinued the initiatives. Four projects from each company were studied using case study methodology.FindingsThis study finds 11 factors due to which the organizations discontinue LSS initiatives. The factors are poor success rate, unrealistic expectations from LSS, unsustainable results, misuse of statistics, large tool set, unsupportive and uncommitted top management, lack of training and development, lack of synergy of LSS and business strategy, lack of link between LSS and customer needs, wrong projects selection and premature discontinuation of LSS experts. The study further discusses the discontinuance mechanisms of LSS using propositions.Practical implicationsLSS is one of the most widely used initiatives in the organizations. Such initiatives involve costs. Earlier studies have reported that many organizations discontinue the LSS initiatives resulting in a loss or not meeting the intended goals. This paper will help the practitioners as well as organizations to understand why organizations discontinue LSS and take prompt actions for its success.Originality/valueEarlier studies on LSS address the critical success factors, and this paper addresses those about failures by studying organizations that have discontinued LSS. The present study finds 11 factors that are responsible for discontinuing LSS in organizations. In addition, propositions are developed for future research and empirical testing. This study also offers further insights into the discontinuance mechanisms involved in LSS.

Critical success factors of Lean Six Sigma deployment: a current review

2015 ◽  
Vol 6 (4) ◽  
pp. 339-348 ◽  
Author(s):  
Fairul Anwar Abu Bakar ◽  
Khairanum Subari ◽  
Mohd Amran Mohd Daril
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Success Story ◽  
Content Type ◽  
Critical Success ◽  
Improvement Methodologies ◽  
Practical Implications ◽  
A Current

Purpose – The purpose of this paper is to review and gather the latest critical success factors (CSF) of Lean Six Sigma (LSS) deployment and implementation into a comprehensive list of factors. Design/methodology/approach – The approach taken by authors in this study was to analyze the latest literature review starting 2010 onwards and focus on CSFs of LSS (not dedicated as Lean or Six Sigma) by excluding other improvement methodologies or initiatives, e.g. Lean, Six Sigma, TQM, TRIZ etc. Findings – Five significant CSFs were identified (initially 97 CSFs listed from 13 papers) out of nine groups/headers listed in clustering analysis using Affinity Diagram tool and new headers mapping. Practical implications – Most of the organisations were aware of the success story on LSS, but did not scrutinize or consider its CSFs. By knowing the outcome of this paper, it can help open eyes regarding readiness before implementing LSS. Originality/value – At the end of this paper, the authors tried to cluster the CSFs similarities that could intentionally provide the guidelines and references to industries/companies for successful deployment and implementation of LSS in future endeavours.

scholarly journals Critical success factors of Lean Six Sigma from leaders’ perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Alnadi ◽  
Patrick McLaughlin
Keyword(s):  
Thematic Analysis ◽  
Six Sigma ◽  
Success Factors ◽  
Employee Motivation ◽  
Lean Six Sigma ◽  
Previous Literature ◽  
Successful Implementation ◽  
Content Type ◽  
Critical Success ◽  
Key Aspects

Purpose This paper aims to provide a synthesis of the results of the previous literature on leadership behaviours that enable successful Lean Six Sigma implementation. Design/methodology/approach The published literature that relates to leadership and Lean Six Sigma has been included. A thematic analysis was conducted on the previous literature which helped in identifying the relevant aspects and associating the behaviours with specific aspects. Findings After analysing the literature, seven key aspects have emerged: communication, culture of continuous improvement, coaching and developing employees, creating vision and aligning goals, employee motivation, employee empowerment and leadership commitment and support. The main leadership behaviours that facilitate and support Lean Six Sigma implementation have been summarised. Originality/value Thematic analysis in this field is scarce, so identifying the leadership behaviours’ themes can help researchers in developing a framework of leadership behaviours. Organisations and practitioners of Lean Six Sigma can take into consideration these behaviours as a key to the successful implementation of Lean Six Sigma. They can adjust their behaviours and know the behaviours that need to be developed amongst leaders. This would facilitate the Lean Six Sigma journey by overcoming the challenges that face practitioners during Lean Six Sigma implementation.

Implementation of Lean Six Sigma in Saudi Arabian organisations

2017 ◽  
Vol 34 (4) ◽  
pp. 508-529 ◽  
Author(s):  
Saja Ahmed Albliwi ◽  
Jiju Antony ◽  
Norin Arshed ◽  
Abhijeet Ghadge
Keyword(s):  
Saudi Arabia ◽  
Six Sigma ◽  
Best Practice ◽  
Online Survey ◽  
Saudi Arabian ◽  
Lean Six Sigma ◽  
Current Status ◽  
Future Research ◽  
Structured Interviews ◽  
Content Type

Purpose Although the popularity of the Lean Six Sigma (LSS) methodology has illustrated many benefits over the years for those organisations who have implemented it, this strategy has received less attention in developing countries. The purpose of this paper is to critically assess the current status of LSS implementation in Saudi Arabian organisations. Design/methodology/approach This research is based on a descriptive survey questionnaire which has been derived from two systematic literature reviews. The survey was distributed to 400 organisations in Saudi Arabia using Qualtrics online software. In total, 146 responses were received where 102 responses were completed and analysed. Findings The findings of the survey highlighted that the implementation of LSS is still in the early stages in organisations within Saudi Arabia. This was clearly shown by many factors such as years of deploying LSS, LSS infrastructure, level of awareness of LSS, impact of LSS on business functions and so on. Research limitations/implications The primary limitation of this study is that data has been collected from an online survey and therefore no deeper insights could have been captured from the survey. This calls for future research to be undertaken by executing semi-structured interviews in selective organisations within Saudi Arabia. Originality/value This paper contributes to the current status of LSS in Saudi Arabian organisations. It also gives recommendations to guide the future of LSS in Saudi organisations by comparing LSS literature with best practice.

A systematic literature review of lean six sigma adoption in European organizations

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikolaos A. Panayiotou ◽  
Konstantinos E. Stergiou
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Complete Analysis ◽  
Future Research ◽  
Analysis Framework ◽  
Inclusion Criteria ◽  
European Organization ◽  
Content Type ◽  
European Institutions ◽  
Practical Implications

Purpose The purpose of this paper is to review of the literature about lean six sigma (LSS) implementation in European organizations written by academics or practitioners from European institutions to extract useful conclusions about LSS adoption in European companies and to suggest direction for future research concerning the broader LSS application in them. Design/methodology/approach This study has been conducted by reviewing 58 papers, found in top journals, coming from European institutions that present studies of European companies and fulfill the selected inclusion criteria. Findings The analysis of the literature revealed the level of penetration of the LSS methodology in organizations of each European country. The study of the papers revealed the sectors and the size of companies that are more active in LSS application, the method used in each project, the tools which are deployed and the interconnection between LSS and other topics through the project implementation. Research limitations/implications The limited access provided by the authors’ institution only to three major publishers (Emerald, Elsevier, Taylor and Francis) and the focus of the search only in European organizations were the main limitations of this review. Practical implications This paper provides both academics and practitioners with valuable insights about LSS implementation in European organizations, presenting a complete analysis framework of the literature and highlighting gaps for further research. Originality/value An extended and detailed analysis of LSS adoption in Europe has not been conducted before. This review presents a clear view about how LSS projects in European organization have been applied so far and suggests ways of how the literature could be enriched to facilitate the LSS implementation.

Lean, Six Sigma and its influence on potential and realized absorptive capacity

2020 ◽  
Vol 11 (1) ◽  
pp. 84-124 ◽  
Author(s):  
J. Muraliraj ◽  
S. Kuppusamy ◽  
Suhaiza Zailani ◽  
C. Santha
Keyword(s):  
Absorptive Capacity ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Partial Least Square ◽  
Equation Modeling ◽  
Future Research ◽  
Mediation Effects ◽  
Content Type ◽  
Differential Outcomes ◽  
Realized Absorptive Capacity

Purpose The purpose of this paper is to explore how Lean and Six Sigma’s distinctive practices relate to potential absorptive capacity (PACAP) and realized absorptive capacity (RACAP). The paper seeks to understand which of the practices in Lean Six Sigma are needed to manage absorptive capacity systematically. Design/methodology/approach Partial least square based structural equation modeling (PLS-SEM) was used to test the theoretical model drawing on a sample of 125 manufacturing organizations in Malaysia. In addition to examining direct effects, the study also examines indirect effects using bootstrapping method to identify possible mediation effects proposed in the model. Findings The results explain that Lean’s social practices (LSP), Six Sigma’s roles structure (RS) and structured improvement procedure (SIP) positively influence potential absorptive capacity (PACAP). Meanwhile LSP, RS and focus on metrics (FOM) positively influence realized absorptive capacity (RACAP). SIP was found to influence RACAP through PACAP. The analysis reveals the combination of Lean Six Sigma practices that are required in managing PACAP and RACAP differentially. Research limitations/implications The study is only confined to manufacturing industries in Peninsular Malaysia. Data collected were cross-sectional in nature. The application of Lean Six Sigma and how it influences absorptive capacity may get sturdier across time, and this may change the effect toward sustainability of firm’s competitive advantage. A longitudinal study may be useful in that context. The study also makes specific recommendations for future research. Practical implications The results of this study can be used by Lean Six Sigma practitioners to prioritize the implementation of Lean Six Sigma practices to develop absorptive capacity of the organization through PACAP and RACAP, which needs to be managed differentially as they exert differential outcomes. This would enable organizations to tactfully navigate and balance between PACAP and RACAP in accordance to business strategies and market conditions. Originality/value Absorptive capacity in Lean and Six Sigma context has largely been studied as a unidimensional construct or used as a grounding theoretical support. Therefore, understanding the multidimensionality through PACAP and RACAP provide insights on how to enhance and maneuver absorptive capacity through Lean Six Sigma systematically. The findings may pave the way for future research in enhancing the current knowledge threshold in Lean Six Sigma.

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