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.

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.

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.

Lean Six Sigma in higher education institutes: an Irish case study

2019 ◽  
Vol 10 (4) ◽  
pp. 948-974 ◽  
Author(s):  
Seamus J. O’Reilly ◽  
Joe Healy ◽  
Tom Murphy ◽  
Rónán Ó’Dubhghaill
Keyword(s):  
Higher Education ◽  
Six Sigma ◽  
Single Case ◽  
Lean Six Sigma ◽  
Research Approach ◽  
Content Type ◽  
Training Programmes ◽  
The Impact

Purpose This paper aims to contribute to a developing literature on continuous improvement (CI), enabled by Lean Six Sigma (LSS), in higher education institutions (HEIs). It reports on the key learning points arising from the initial steps taken by an Irish university on its CI journey. Design/methodology/approach A case study strategy was adopted following a participatory research approach. This approach supports reflexivity and also provides access to all relevant documentation and staff within the case university. Thematic analysis was supported by data reduction and display techniques. Findings The introduction of a LSS approach rather than a reliance on lean alone introduced a structured methodology (DMAIC) that supported simplification of a number of administrative processes. A number of specific improvements were achieved including: Cycle time and cost reduction; customer or employee satisfaction; and rework and error reduction. The findings support the importance of the Readiness Factors as identified by Antony (2014), with particular insight into the role of senior and middle management, the impact of training and deployment of expertise. Research limitations/implications This paper is based on an ongoing, longitudinal, empirical study of a single case study in Ireland. Originality/value This paper tracks the development of CI in a HEI in a longitudinal manner and adds to the emerging the literature in this area. The paper evaluates the role of management at various levels, analyses the use of LSS tools and techniques and evaluated the role of training and capacity building. Implications for Management are shared including: design and role of training programmes, role of champions at various organisational levels, including key functional areas and sustaining momentum.

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.

Application of Lean Six Sigma in IT support services – a case study

2019 ◽  
Vol 31 (3) ◽  
pp. 417-435 ◽  
Author(s):  
Gijo E.V. ◽  
Jiju Antony ◽  
Vijaya Sunder M.
Keyword(s):  
Support Services ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Resolution Time ◽  
Manufacturing Firm ◽  
Content Type ◽  
It Support ◽  
System Maintenance ◽  
The Impact

Purpose Lean Six Sigma (LSS) has been accepted globally across the service sector as a management strategy for achieving process excellence. In the past one decade, the application and success of LSS in services is remarkable across Information Technology (IT) organisations. However academic research has seldom derived implications from this practitioner’s science of improving processes. The purpose of this paper is to feature the application of LSS in the system maintenance department of a manufacturing firm. Design/methodology/approach The research reported in this paper is based on a case study carried out in system maintenance department using the Six Sigma Define-Measure-Analyse-Improve-Control (DMAIC) approach and its application in reducing complaint resolution time. Findings The LSS article presented here highlights a real-world case study of how LSS DMAIC methodology help reduce the complaint resolution time from 12.5 to 8.5 h (~30 per cent improvement) and the corresponding standard deviation from 28 to 17.4 days. This study also has resulted in reducing the turn-around-time of all the core processes in the organisation. The indirect financial savings estimated as a result of this overall impact was around INR2.5m. Research limitations/implications The research was restricted to studying the impact of LSS in one organisation. The validity of the results can be improved by including more organisations and more case studies from the IT support services. Originality/value This could serve as a resource for both practitioners to derive useful implications and to academicians as it contributes to the LSS body of knowledge towards theory testing.

Lean Six Sigma for the healthcare sector: a multiple case study analysis from the Indian context

2019 ◽  
Vol 37 (1) ◽  
pp. 90-111 ◽  
Author(s):  
Shreeranga Bhat ◽  
Jiju Antony ◽  
E.V. Gijo ◽  
Elizabeth A. Cudney
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Medical Records ◽  
Lean Six Sigma ◽  
Healthcare Sector ◽  
Value Stream Mapping ◽  
Private Hospitals ◽  
Content Type ◽  
Multiple Case ◽  
The Impact

Purpose The purpose of this paper is to explore the voice of the customer, key performance indicators, critical to quality characteristics, critical success factors, and commonly used tools and techniques for deploying the Lean Six Sigma (LSS) strategy in Indian private hospitals, with special attention to the medical records. Design/methodology/approach The study utilizes the action research methodology to obtain a greater understanding of the use of LSS in the Indian healthcare sector. Multiple case studies were designed and successfully deployed to understand and ascertain challenges in LSS implementation. Five case studies were carried out in the Medical Records Departments (MRD) of four private hospitals in India. Findings Patients perceive that waiting in queue harms their health, which can be rectified by addressing the cycle time of the system. The research also found that effective leadership, availability of data, involvement of cross-functional team and effective communication are critical to the success of LSS projects. In addition, control charts, cause and effect diagram, 5S, gemba, two-sample t-test, standardization, waste analysis and value stream mapping are some of the common tools used to improve healthcare systems. Research limitations/implications The research was restricted to studying the impact of LSS on the workflow and resource consumption of the MRD in Indian allopathic hospitals only. The validity of the results can be improved by including more hospitals and more case studies from the healthcare sector in different countries. Originality/value The findings will enable researchers, academicians and practitioners to incorporate the results of the study in LSS implementation within the healthcare system to increase the likelihood of successful deployment. This will provide greater stimulus across other departments in the hospital sector for wider and broader application of LSS for creating and sustaining process improvements.

Lean Six Sigma journey in a UK higher education institute: a case study

2018 ◽  
Vol 35 (2) ◽  
pp. 510-526 ◽  
Author(s):  
Jiju Antony ◽  
Abhijeet Ghadge ◽  
Stephanie A. Ashby ◽  
Elizabeth A. Cudney
Keyword(s):  
Higher Education ◽  
Six Sigma ◽  
Management Practices ◽  
Lean Six Sigma ◽  
Extensive Literature ◽  
Content Type ◽  
Efficiency And Effectiveness ◽  
Uk Higher Education ◽  
The Impact

Purpose The purpose of this paper is to explore the fundamental challenges and critical success factors in the development of a Lean Six Sigma (LSS) initiative within a UK higher education institute (HEI). The paper also illustrates examples of the types of projects completed and share some of the key lessons learned as part of the LSS journey. Design/methodology/approach The authors have initially carried out an extensive literature review on the application of LSS in higher education to understand the existing body of work carried out by other scholars in the field. This is followed by presenting a case study explaining how a HEI in the UK has embarked on its LSS journey as a process excellence methodology to improve the efficiency and effectiveness of core and supporting business processes. Findings There has been a clear lack of support and commitment from senior management in the sustainability of LSS within the case study organization. There was a general lack of understanding of the benefits of LSS in the higher education context and there is a lack of knowledge on the use of LSS tools for tackling process efficiency and effectiveness problems across the case study organization. Although a number of LSS projects were executed across finance, administrative, and human resources, as well as IT and library services, no projects were carried out for improving academic processes such as teaching effectiveness. Research limitations/implications As the case study is limited to one higher education institution (HEI), the findings of the study cannot be broadly generalized. Moreover, the paper does not report the findings of any strategic projects as most projects were carried out at the operational level. Originality/value This is possibly one of the first studies reporting project examples of LSS in a HEI. The results of the study can also be used to benchmark with similar studies in other HEIs to understand the impact of certain management practices of LSS.

scholarly journals Lean Six Sigma and marketing: a missed opportunity

2014 ◽  
Vol 63 (5) ◽  
pp. 665-674 ◽  
Author(s):  
Lara Chaplin ◽  
Simon T.J. O’Rourke
Keyword(s):  
Six Sigma ◽  
Single Case ◽  
Lean Six Sigma ◽  
Illustrative Case ◽  
Content Type ◽  
Marketing Function ◽  
Marketing Orientation ◽  
Csr Strategy ◽  
The Impact

Purpose – The purpose of this paper is to assess the current use being made of the sustainability message within business improvement activity and project justification within individual businesses. Design/methodology/approach – This is a reflective paper that looks at an illustrative case study against the wider perspectives of Lean Six Sigma (LSS) implementation, market orientation and business improvement initiatives in general. Findings – The piece discusses the gains derived from the LSS projects and identifies gaps in potential benefits in particular the paper questions how well any potential marketing messages were exploited by the organisation. The findings critically evaluates the impact that marketing function involvement could have in helping to promote the wider productivity message and its contribution to the wider corporate social responsibility (CSR) strategy for the organisation. The document also suggests how the company could leverage internally focused projects to adopt a companywide marketing orientation and use such leverage to support future LSS project selection and justification. Research limitations/implications – The observations are limited to a single case study, although tempered by the authors’ wider experience. Further empirical research is required to validate the observations and conclusions. Practical implications – The proposed approach to future improvement initiatives can help to increase the wider productivity message and assist organisations to exploit their internal projects in external communications and wider CSR strategy. Originality/value – The paper proposes an approach that can be used to widen organisational involvement in improvement initiatives allowing future project justification to be less internally cost focused, more holistic with a focus on customer voice.

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.

Assessment of critical failure factors (CFFs) of Lean Six Sigma in real life scenario

2018 ◽  
Vol 25 (8) ◽  
pp. 3320-3336 ◽  
Author(s):  
Raja Sreedharan V. ◽  
Gopikumar V. ◽  
Smitha Nair ◽  
Ayon Chakraborty ◽  
Jiju Antony
Keyword(s):  
Six Sigma ◽  
Success Factors ◽  
Real Life ◽  
Business Environment ◽  
Lean Six Sigma ◽  
Service Industries ◽  
Content Type ◽  
Project Failures ◽  
The Impact ◽  
Failure Factors

Purpose Many projects focus on the reliable operation of the activities in the project. Any failure in the process activities leads to major problems resulting in waste, defects, equipment damage, which has a direct impact on the consumers. In addition, Lean Six Sigma (LSS) is not new to this issue. LSS projects have faced an interruption in the process flow and unforeseen defects. Therefore, the purpose of this paper is to identify the vital failure factors of LSS projects. Design/methodology/approach Through extant literature review, the researchers found 44 critical failure factors (CFFs) of LSS. Using the Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) SIMOS approach, the decision makers’ (DMs) rating and weight for each factor were collected. Moreover, the study was conducted in both the manufacturing and service industries to identify the impact of CFFs in LSS projects. Findings CFFs and their evaluation have received little attention in the literature. Most of the previous studies deal only with the identification of the success factors in general. Therefore, the study identified 44 CFFs and ranked them through DMs. In addition, the TOPSIS SIMOS approach ranked the vital failure factors enabling the management to avert the LSS project from failures. Research limitations/implications The study focused on project failures due to CFFs of LSS. Nevertheless, it did not consider other failure factors of project and knowledge management. Further, the sample used to test the approach was considerably small. Therefore, the study can be repeated with significant samples and the vital failure factors compared. Practical implications In real-life application, all the parameters in the LSS project need to be understood in a better manner. In such a condition, the practitioner needs to know that the project never fails due to the CFFs and TOPSIS SIMOS approach can prevent the LSS project failures. Originality/value The study applied TOPSIS SIMOS approach to rank the CFFs in an LSS project, which is first of its kind and aids the practitioners to make the right decisions in the business environment.

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