Lean Six Sigma and Performance Metrics

Abstract

The intensification of competitiveness and the fluctuation of industrial market were pushing the companies to ameliorate their product's quality and services in order to maintain their place in the market. They have a tendency to integrate various methods such as total quality management (TQM), Six Sigma (6-σ), and Lean Six Sigma (LSS). The Lean Six Sigma method became the focus of academic researches. Hence, huge empirical studies have been raised in this field which enhances the visibility of this quality method. Some focused to identify its particular aspects, tools, and concepts. Others reveal its positive repercussions on reducing the defects, waste of time, and reworks. Others attempt to develop specific model related to Lean Six Sigma to facilitate its implementation. Regarding the literature gap reviewing and highlighting the specific features of Lean Six Sigma, the requirement of recognizing its particular aspects is needed. The focus of this chapter firstly is to identify the performance metrics then to underline the Lean Six Sigma metrics in order to seek its link with business performance. Also a guideline for the best integration of Lean Six Sigma is also offered.

The Interplay of Lean Six Sigma, Industry 4.0, and Dynamic Capabilities: Pathways to Sustainable Competitive Advantage in North African Context

“…The most popular reasons for deploying LSS include: changing competitive market position or staying competitive in the international marketplace, increasing customer satisfaction, attraction, and loyalty, improving product quality, manufacturing operations, and increasing the bottom line [56]- [57]- [58]. Several organizations in several industries have reported significant financial savings from the use of the LSS methodology [59], [60], [61].…”

“…Supported*** [58], [59], [56], [62], [63], [142], [143] , [119], [144], [145], [146], [147], [148], [149], [150] and [122].…”

Change management lessons learned for Lean IT implementations

“…Inspired by its success in those organizations, many nonproduction organizations -for example, in healthcare [3,4], public service [5], and construction [6,7] -have begun to take a closer look at LM. Among academics and practitioners, interest in LM also extends to Information Systems (IS), as demonstrated in scholarly work [8][9][10][11] and in numerous practical publications by management consultancies [12][13][14], in cases on LM implementations in IT departments such as BBC Worldwide, Fujitsu Services, Tesco, TransUnion, and Wipro [15][16][17], and by the existence of large groups in business-oriented social networks (as of February 2017, the group Lean IT Service Management on LinkedIn counts ~3,800 members). Such interest does not come as a surprise, as commonly mentioned objectives of LM implementations -for instance, high quality, low cost, short lead times, safety, and high morale [18] -often pose stumbling blocks for IT executives [19].…”