Lean Six Sigma practices a competitive priority in SME's: a critical review

Purpose This paper aims to develop an initial understanding of the Lean Six Sigma methodology since its inception and examine the few Lean Six Sigma dimensions as a research domain through a critical review of the literature. Design/methodology/approach The paper is structured in two-part. The first part of the paper attempts to dwell on the evolution of the Lean Philosophy and Six Sigma methodology individually and the emergence of Lean Six Sigma methodology, covered under the Lean Six Sigma: a historical outline section. The second part of the study examines the dimensions associated with Lean Six Sigma such as frameworks, critical success factors, critical failure factors, type of industry, performance metric, year, publisher and journal, based on a total of 223 articles published in 72 reputed journals from the year 2000 to 2019 as a literature review. Findings The adoption of Lean Six Sigma, as a continuous improvement methodology, has grown enormously in the manufacturing and few service sectors such as health care and higher education during the past decade. The study revealed that researchers came out with conceptual frameworks for the implementation of Lean Six Sigma, whereas the validation through case studies seems to be lacking. The integration of Lean Six Sigma and other approaches with a focus on sustainability and the environment has emerged as a research field. A few of the most common critical success and failure factors were identified from the articles studied during the study. Research limitations/implications This paper may not have included some of the studies due to the inaccessibility and selection criteria followed for the study. Originality/value This paper will provide an initial introduction on Lean, Six Sigma and Lean Six Sigma and research insights Lean Six Sigma to beginners such as students, researchers and entry-level professionals.

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Lean Six Sigma Deployment and Maturity Models: A Critical Review

Quality Management Journal ◽

10.1080/10686967.2017.12088376 ◽

2017 ◽

Vol 24 (4) ◽

pp. 6-20 ◽

Cited By ~ 4

Author(s):

Bart A. Lameijer ◽

Jeroen De Mast ◽

Ronald J.M.M. Does

Keyword(s):

Critical Review ◽

Six Sigma ◽

Lean Six Sigma ◽

Maturity Models

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A LEAN SIX SIGMA FRAMEWORK TO ENHANCE THE COMPETITIVENESS FOR SMES, EMPIRICAL EVIDENCE FROM

HUFLIT INTERNATIONAL CONFERENCE 2020 ON ENSURING A HIGH-QUALITY HUMAN RESOURCE IN THE MODERN AGE ◽

10.15625/vap.2020.00117 ◽

2020 ◽

Author(s):

Nguyễn Thị Xuân Lan ◽

Hoàng Đức Sinh

Keyword(s):

Empirical Evidence ◽

Six Sigma ◽

Lean Six Sigma

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EMPLOYEE ENGAGEMENT FOR HIGH FIRM PERFORMANCE: THE CASE OF LEAN SIX SIGMA AT A MALAYSIA TRADING COMPANY

e-Academia Journal ◽

10.24191/e-aj.v9i1.9518 ◽

2020 ◽

Vol 9 (1) ◽

Author(s):

Hadijah Iberahim ◽

Izmahariz Azman ◽

Mohd Haniff Shahri ◽

Nur Fara Ellyanie Abdul Hamid

Keyword(s):

Knowledge Sharing ◽

Employee Engagement ◽

Six Sigma ◽

Relevant Literature ◽

Lean Six Sigma ◽

Successful Implementation ◽

Management Support ◽

High Productivity ◽

Trading Company ◽

Goal Clarity

Lean Six Sigma (LSS) is a method that helps an organization to maximize profit and minimize cost. One of the essential factors for a successful LSS project is the availability of employees who are willing to engage. Employee engagement brings about a strong sense of belonging and high productivity. Consequently, engaged employees will work harder to achieve the mission of the organization. This paper discusses a case of LSS project with a low level of employee engagement. As a result, LSS was less likely helpful in sustaining company’s performance. The purpose of this study is to identify factors that contribute to employee engagement in LSS practices. Review of the relevant literature suggests four variables, which include goal clarity, management support and trust, knowledge sharing and transfer, and teamwork. The questionnaire survey applied census in collecting feedback from 80 respondents. Statistical analysis results indicate that goal clarity, management support, and trust are significant to employee engagement. However, knowledge sharing and transfer as well as teamwork are not substantial. It is recommended for the organization to give attention to all the four factors. This paper extended understandings on critical inputs to a successful implementation of LSS for sustainable company’s performance and growth. Keywords: Lean Six Sigma, Employee Engagement, Goal Clarity, Management Support and Trust, Teamwork, Knowledge Sharing.

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