Implementing a Lean Six Sigma standardized toolset in a manufacturing company: a case study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikolaos A. Panayiotou ◽  
Konstantinos E. Stergiou ◽  
Vassilis Chronopoulos
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Success Factors ◽  
Manufacturing Sector ◽  
Lean Six Sigma ◽  
Small Scale ◽  
Manufacturing Companies ◽  
Content Type ◽  
Manufacturing Company

PurposeThe first purpose of this paper is the implementation of Lean Six Sigma (LSS) in a manufacturing company operating in South East Europe in order to understand the importance of critical success factors (CSFs) in LSS adoption and to find out the benefits that the company gained. The second purpose is to propose a standardized toolset based on DMAIC phases, for the application of LSS in small scale projects, in order to facilitate LSS adoption by more manufacturing companies.Design/methodology/approachThis case study is based on the interlacement of the Yin's method about case studies and the DMAIC method for the improved deployment of LSS.FindingsThe analysis of this case study shows that the company attained to benefit financially, operationally and organizationally from the implementation of LSS. The already existing mentality of CI inside the company helped the project procedure and the application of changes and improvements fulfilling LSS adoption CSFs.Practical implicationsThe paper constructs a toolset and studies the role of CSFs in order to achieve the desirable benefits in a manufacturing environment, constituting a guide for future LSS initiatives.Originality/valueAs stated by literature reviews, even though there are several papers concerning LSS implementation in the manufacturing sector, there is a need for more case studies papers, such as this one, in order to enrich the literature. In this paper, it is also the first time that a specific toolset for small scale projects is proposed based on to DMAIC which can be implemented in further LSS projects.

Using Lean Six Sigma in small and medium-sized enterprises for low-cost/high-effect improvement initiatives: a case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikolaos A. Panayiotou ◽  
Konstantinos E. Stergiou ◽  
Nikolaos Panagiotou
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Success Factors ◽  
Low Cost ◽  
Lean Six Sigma ◽  
Small Scale ◽  
Content Type ◽  
High Effect ◽  
The Impact

PurposeThe purpose of this paper is the implementation of Lean Six Sigma (LSS) in a manufacturing small and medium-sized enterprise (SME) in Greece in order to understand the contribution of LSS in its process improvement and to identify the parameters playing a crucial role in LSS adoption by SMEs. The ability to achieve high-effect improvements without cost investment is also examined to cope with low investment margin that is a characteristic of SMEs.Design/methodology/approachThis case study is based on the combination of Define, Measure, Analyze, Improve and Control (DMAIC) phases with the Yin's method for case studies for a complete and efficient implementation and presentation of the project.FindingsThe analysis of this case study revealed that by accomplishing specific critical success factors for the fulfillment of the LSS project, the company attained important benefits by utilizing only the working hours of employees. It was also found that the improvements of LSS projects can be measured using other metrics which can indirectly be translated into monetary terms.Practical implicationsThe paper can be a useful guide of how SMEs can achieve high-impact improvements with low or no investment cost utilizing LSS initiatives in small-scale projects.Originality/valueAccording to the literature, there is a need for more case studies concerning LSS implementation in SMEs. Examples of how low-cost/high-effect improvement initiatives can be implemented have not been adequately presented before. The assessment of the impact of improvement initiatives with non-monetary measures is also innovative.

A new framework to support Lean Six Sigma deployment in SMEs

2019 ◽  
Vol 10 (1) ◽  
pp. 58-80 ◽  
Author(s):  
Carlos Abraham Moya ◽  
Daniel Galvez ◽  
Laurent Muller ◽  
Mauricio Camargo
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Success Factors ◽  
Performance Indicator ◽  
Lean Six Sigma ◽  
Organizational Capabilities ◽  
Successful Implementation ◽  
Manufacturing Companies ◽  
Content Type ◽  
Readiness Level

Purpose The purpose of this paper is to propose an assessment approach to evaluate the organizational capabilities to deploy a Lean Six Sigma (LSS) strategy. Design/methodology/approach Based on a comprehensive literature review, critical success factors required to deploy LSS were defined. These key factors are evaluated by a questionnaire based on maturity grids and structured as a multi-criteria model to compute a potential LSS performance indicator. This approach is illustrated through two case studies. Findings To promote a successful implementation of LSS in SMEs, it is necessary to consider five main critical factors. The evaluation of these factors could be achieved thanks to a multi-criterion-based maturity indicator for the LSS implementation. The case studies show that this approach allows SMEs to understand their strengths and weaknesses and thus better prepare the implementation of LSS. Research limitations/implications The proposed tool identifies characteristics of companies leading to successful LSS implementation; but is not yet able to provide a detailed strategy to improve them. The case studies were applied to manufacturing companies; therefore, there is no evidence of conclusions in the context of services. Practical implications The proposed methodology will help managers and practitioners to evaluate the readiness level of a company to implement LSS. Then, they could estimate the effort required to achieve the LSS deployment. Originality/value This paper proposes a new metric of the capacity to implement the LSS successfully in SMEs: the Lean Six Sigma Global Index. This indicator is based on a survey completed by managers and supported by observable phenomena to establish a tailored diagnosis before the LSS implementation.

scholarly journals Impact of perceived importance of cultural readiness factors on perceived importance of Lean Six Sigma success factors for manufacturers

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alireza Shokri ◽  
Gendao Li
Keyword(s):  
Six Sigma ◽  
Success Factors ◽  
Manufacturing Sector ◽  
Lean Six Sigma ◽  
Manufacturing Firms ◽  
Content Type ◽  
Critical Success ◽  
Perceived Importance ◽  
The Impact

PurposeThis study aims at investigating the impact of the perceived importance of critical cultural readiness factors (CRFs) is on perceived importance of Lean Six Sigma (LSS) technical critical success factors (CSFs) in UK manufacturing sector.Design/methodology/approachA survey questionnaire through a multiple embedded case study was conducted. The study involves surveying people in the manufacturing firms followed by non-parametric Kruskal–Wallis test to study the relationships.FindingsIt was found that the people's perception towards impact of CRFs on technical CSFs of LSS projects is different depending upon each CRF, demographic factors and technical CSFs. This means that particular CRFs need to be prioritised to address LSS technical CSFs.Research limitations/implicationsThe study fills the research gap in investigating the perception of people towards inter-relationship of cultural or soft CSFs of LSS and technical or hard CSFs of LSS in manufacturing firms. Nevertheless, the authors suggest further multi-case study analysis covering different manufacturing fields as future studies.Practical implicationsThe study is crucial for managers financially to be ready to invest on a successful LSS project and it helps them to diagnose the cultural causes of failure in a more timely way and effectively.Originality/valueThis is a preliminary study focussing on analysing inter-relationship between perceived importance of soft readiness factors and perceived importance of implementing success factors as a missing jigsaw in the current literature.

scholarly journals Forces affecting one Lean Six Sigma adoption process

2014 ◽  
Vol 5 (3) ◽  
pp. 324-340 ◽  
Author(s):  
Marcus Assarlind ◽  
Lise Aaboen
Keyword(s):  
Six Sigma ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Adoption Process ◽  
Content Type ◽  
The Past ◽  
Critical Success ◽  
Future Success ◽  
Manufacturing Company ◽  
Current Point

Purpose – The purpose of this paper is to identify forces (in the form of converters and inhibitors) of Lean Six Sigma adoption by studying the gradual adoption of Lean Six Sigma in a medium-sized Swedish manufacturing company. The paper suggests how the converters and inhibitors interact toward increased maturity of the adoption and, in this case, stagnation thereof. Design/methodology/approach – Thirteen interviews were recorded and analyzed to identify converters that were moving the process forward or backward, as well as inhibitors that caused it to linger. Findings – It was discovered that activities that had initially moved the process forward were not sufficient to move it beyond its current point. However, an increased knowledge of Lean Six Sigma throughout the organization now prevents the process from moving in the opposite direction. In this medium-sized Swedish manufacturing company, Lean Six Sigma becomes a framework for thought and communication during Lean work. Research limitations/implications – The study benefited from considering forces pushing the process forward as well as backward. Thus, the authors suggest that future studies will benefit from focusing beyond critical success factors that may at times are static in nature. As a limitation, for discussions about the past, the memories of interviewees, generally, may have a tendency to be biased. Originality/value – The paper contributes knowledge of Lean Six Sigma adoptions and how they may attain greater future success by reporting on difficulties and setbacks in the current gradual adoption process in a chosen company.

Assessing the adoption of critical success factors for lean six sigma implementation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Carlos Gastelum-Acosta ◽  
Jorge Limon-Romero ◽  
Diego Tlapa ◽  
Yolanda Baez-Lopez ◽  
Guilherme Tortorella ◽  
...  
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
The United States ◽  
Lean Six Sigma ◽  
Extensive Literature ◽  
Manufacturing Companies ◽  
Cross Sectional ◽  
Content Type ◽  
Critical Success

PurposeThe objective of the study is to design and validate an instrument that allows organizations to assess their status regarding the adoption of the critical success factors (CSFs) that enable lean six sigma (LSS) implementation in order to achieve the expected benefits.Design/methodology/approachAn extensive literature review was conducted to define the LSS CSFs that have to be considered for the development of the questionnaire that would later be applied across all manufacturing companies on the Northern Mexican border. Once the database was built, a statistical verification of the assumptions required for factor analysis took place. Finally, the due construct validation was carried out to verify whether the proposed instrument measured reliably what it is intended to.FindingsA questionnaire measuring nine CSFs, as well as the benefits associated with the implementation of LSS, was designed and validated through 61 items.Research limitations/implicationsThe main limitations of this study are that the research is cross-sectional and that the study was carried out taking as a reference only exporting manufacturing companies located in the border area between Mexico and the United States.Practical implicationsThe validated instrument is expected to serve as a useful tool for companies interested in the implementation of LSS.Originality/valueThis study introduces a validated tool for the analysis of LSS CSFs while providing evidence of construct validity and the solid structure of the factors.

Lean Six Sigma implementation: multiple case studies in a developing country

2019 ◽  
Vol 10 (1) ◽  
pp. 523-539 ◽  
Author(s):  
Mohamad Reeduan Mustapha ◽  
Fauziah Abu Hasan ◽  
Mohd Shaladdin Muda
Keyword(s):  
Developing Country ◽  
Six Sigma ◽  
Success Factors ◽  
Multiple Case Study ◽  
Internal Resistance ◽  
Lean Six Sigma ◽  
Management Support ◽  
Content Type ◽  
Multiple Case

Purpose This paper aims to report the results of a study on the implementation of Lean Six Sigma (LSS) in a developing country. The purpose of this paper is to determine the barriers, critical success factors (CSFs) and implementation strategy of LSS. Design/methodology/approach A qualitative approach was taken, in which a multiple-case study designed to gather data on the LSS implementation process was used. Findings The literature and interviews show that any organization can customize these methodologies according to their needs. This also indicates that there are no stringent rules to follow, and that the process of adoption and implementation is quite flexible. The findings from the multiple-case study identify that the CSFs for implementing LSS are management support and commitment, communication, culture change, education and training and a recognition and reward system. The salient features which serve as barriers are lack of top management commitment, lack of knowledge, lack of training, and internal resistance. Practical implications The findings have implications for consultants and practitioners with regard to the implementation of LSS within organizations and to focus on the selection LSS tools for implementation. Originality/value This paper reports on the implementation of LSS in Malaysia can be valuable to consultants, practitioners and researchers of LSS in developing countries.

Lean Six Sigma applications in the textile industry: a case study

2017 ◽  
Vol 8 (2) ◽  
pp. 210-224 ◽  
Author(s):  
Ruth Dede Adikorley ◽  
Lori Rothenberg ◽  
Aaron Guillory
Keyword(s):  
Six Sigma ◽  
Textile Industry ◽  
Success Factors ◽  
Apparel Industry ◽  
Lean Six Sigma ◽  
Strategic Partnerships ◽  
Content Type ◽  
Textile And Apparel ◽  
Textile And Apparel Industry

Purpose The purpose of this study is to explore Lean Six Sigma (LSS) project and program success in the textile and apparel industry. This paper presents depictions of LSS implementations and the resulting economic impact for a textile company. Design/methodology/approach A qualitative approach consisting of a single descriptive case study and project document reviews was used. This method provided an in-depth view into what LSS means for one medium-sized global textile company and how it has proven important to the company’s success. Findings Three successful projects, two on changeover time reduction and one on metal contamination, were completed. Additional findings from this study suggest that strategic partnerships with other high-performing companies and storytelling are two critical success factors. Also, it is critical for management to convey a clear vision for LSS that can be operationalized within a company for successful deployment of LSS textile projects. Research limitations/implications The findings from this case study cannot be generalized. Originality/value The literature on LSS in small- and medium-sized businesses is limited. The literature on the use of LSS in the textile and apparel industry is even more limited. This paper shows various processes within the textile complex where LSS has been deployed successfully, yielding economic impacts. By using qualitative methods, the value of strategic partnerships, storytelling and a vision was seen.

An exploration of the extent of Lean Six Sigma implementation in the West of Ireland

2018 ◽  
Vol 9 (3) ◽  
pp. 444-462 ◽  
Author(s):  
Richard Iyede ◽  
Enda Francis Fallon ◽  
Pat Donnellan
Keyword(s):  
Six Sigma ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Top Management ◽  
Management Support ◽  
Manufacturing Companies ◽  
The West ◽  
Content Type ◽  
Failure Factors ◽  
West Of Ireland

PurposeThe purpose of this paper is to explore the extent of Lean Six Sigma (LSS) implementation within manufacturing companies in the West of Ireland. It examines the key success and failure factors, benefits and quality tools influencing LSS projects deployment.Design/methodology/approachThe study adopted a mixed research method (quantitative and qualitative approach). Research data were collected through a structured survey questionnaire to the target population followed by interview case studies with four manufacturing companies to gather additional insight. The targeted respondents were manufacturing engineers, quality engineers, process improvement managers, operations managers, R&D engineers, LSS experts and validation engineers.FindingsLSS initiatives are still relatively unknown to many SMEs organisations, whereas large companies have adopted LSS for some time. Top management commitment, understanding the LSS methodology, tools and techniques, integrating LSS to business strategy, organisational cultural change and training and education were the topmost key success factors. Organisational strategy, lack of top management support, expensive cost for LSS projects, unclear prioritisation of LSS projects and cost effectiveness were the most important failure factors influencing LSS implementation.Originality/valueThis research is the original work provided by the author and is expected to address the shortcomings of both SMEs and large organisations in the West of Ireland. The recommendations and frameworks reported in this paper can be used by manufacturing and service companies in Ireland for efficiency, competitiveness and continuous improvement.

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.

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.

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