An empirical analysis of Lean Six Sigma implementation in SMEs – a migratory perspective

Abstract

Purpose – The purpose of this paper is to investigate the migratory nature of Lean Six Sigma (LSS) implementation and adoption in manufacturing-based SMEs in the UK. The companies were surveyed at two points over a five-year period. These periods were before and after the 2008 recession point. This being done in order to identify the level of LSS adoption as a result of the tougher economic climate that has prevailed since 2008. Design/methodology/approach – Analysis is carried out on a sample of 96 manufacturing SMEs from a range of manufacturing sectors in the UK. Data were gathered from company CEOs via a triangulated method of questionnaire, direct observation and interviews. Findings – The paper provides research information into the characterisation, compatibility and innovativeness of SMEs towards LSS implementation and goes on to provide an implementation classification system and characterises the dynamical nature of LSS development in manufacturing SMEs. Research limitations/implications – The findings analyse the dynamic nature of LSS implementation in SMEs. Further work will include extending the LSS categorisation system to provide a wider category set that further defines the dynamical nature of LSS implementation. Also, more focused studies in to specific manufacturing sectors will yield greater understanding of the effects of LSS on those sectors. Practical implications – The paper provides practical research information into the characterisation, compatibility and innovativeness of SMEs towards LSS implementation. It will be of use to practitioners seeking to implement or develop LSS further in their organisations. Originality/value – This study compares at depth the LSS implementation issues within SMEs. It not only analyses the survey data but characterises their attitudes towards implementing LSS and as such this work makes a contribution to this under researched area.

Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects

“…This research study has been undertaken through rigorous primary data collection in German manufacturing SMEs and has responded to the call for more empirical work to be done within the LSS implementation area of the literature (Shokri et al, 2014;Thomas et al, 2014;Zhang et al, 2012;. The results presented in this paper have concurred with theoretical research found in the literature that the most important LSS success and failure factors are top management commitment and resistance to change (Shokri et al, 2014;Thomas et al, 2014;Assarlind et al, 2013;Delgado et al, 2010;Desai et al, 2012;Choi et al, 2012;Jayaraman et al, 2012;Lee et al, 2011).…”

“…The results presented in this paper have concurred with theoretical research found in the literature that the most important LSS success and failure factors are top management commitment and resistance to change (Shokri et al, 2014;Thomas et al, 2014;Assarlind et al, 2013;Delgado et al, 2010;Desai et al, 2012;Choi et al, 2012;Jayaraman et al, 2012;Lee et al, 2011). In fact, this research study has emphasised the human behavioural-related aspects of these factors and more importantly revealed key human resource elements to support LSS implementation.…”

Lean Implementation in Small and Medium-Sized Enterprises in Less Developed Countries: Some Empirical Evidences From North Africa

“…With regard to lean perception, the survey indicates that North African SMEs feel the urgent need for such initiative. However, they are still viewing lean as a “Toolbox for Productivity/Quality improvement” rather than an “Integrated system for continuous improvement.” Thomas et al () came to the same conclusion in the United Kingdom and stated that Lean Six Sigma (LSS) is still seen by SMEs as an operations improvement methodology rather than a complete business improvement strategy. This is explicated by the lack of understanding of the real essence of the lean philosophy (Khan, Bali, and Wickramasinghe ; Rose, Deros, and Rahman ).…”

“…However, this conclusion cannot be generalized to other countries. For example, Thomas et al (2014) have not found a similar level of understanding of lean six sigma among SMEs in the United Kingdom, which still considers it as an operations improvement methodology rather than a complete business improvement strategy. Several authors (Khan, Bali, and Wickramasinghe 2007;Kumar and Antony 2008) came to the same conclusion in the U.K. environment.…”

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

“…LSS has been widely associated with large manufacturing firms like Motorola, who was the first to introduce the concept of Six Sigma. Reasons for implementing Lean Six Sigma include reducing defects and contributing to financial savings (Vinodh et al, 2014), remaining economically competitive (Thomas et al, 2014), improving process quality and improving services to customers (Carsten, et al, 2015). Lean and Six Sigma began as two distinctly different methodologies.…”