Lean Six Sigma in developing countries: evidence from a large Brazilian manufacturing firm

Abstract

Purpose Although the literature on Lean Six Sigma (LSS) implementation has evolved, a deeper understanding of the LSS practices applied in organisations in developing countries is needed. This paper aims to analyse LSS in a manufacturing company in the context of LSS implementation in an emerging economy. Design/methodology/approach This paper uses case-based research. Data collected in a large manufacturing company through multiple sources of evidence were triangulated to derive the findings. This paper analyses aspects related to the implementation of both programmes and their synergy, as well as some critical and failure factors. Findings The main results show that Lean and Six Sigma are applied separately in two different programmes. Some aspects that are necessary to increase the integration of both approaches were identified while considering each phase of the DMAIC and the current approach applied by the company. Although some positive results have been achieved, there are many critical and failure factors that may influence the implementation of both approaches, such as employee training and changes in the organisational environment. Finally, the comprehensive integration of both approaches needs to be undertaken by the company. Research limitations/implications The findings from this single case study cannot be generalised. Practical implications This paper may be used as a guiding reference for managers and consultants to help them when working towards more successful LSS implementation. Originality/value First, this paper investigates LSS in a manufacturing firm located in a developing country; this issue is still seldom addressed in the literature. Second, it may contribute to practitioners’ knowledge by delivering insights into a real context, as well as the relevant issues to be addressed when implementing LSS in similar contexts.

An empirical investigation of the role of lean six sigma practices on quality performance in medical device manufacturing industry

“…Nevertheless, the integration of Lean and Six Sigma approach has appeared to be challenging (Habidin et al , 2016; Muraliraj et al , 2018; Moya et al , 2019; Alblooshi et al , 2020). Previous studies suggested that the lack of awareness training, top management commitment and resistance to change were the common challenges of LSS deployment (Albliwi et al , 2015; Scheller et al , 2018; Moya et al , 2019; Alblooshi et al , 2020; Sony et al , 2020). Hence, it is inevitably crucial for top management to provide trainings and equip employees with necessary skills and knowledge to overcome their resistance to change and to ensure the successful implementation of LSS (Antony et al , 2017; Sony et al , 2020).…”

“…Lean organizations should embrace Six Sigma approach, making use of its data-driven decision-making tools and engage in a more scientific approach to quality improvement (Albliwi et al , 2015; Sunder, 2016). Lean and Six Sigma practices complement each other, overcoming individual shortfalls with Six Sigma focuses primarily on reducing variation, whilst Lean focuses on improving the flow in value stream and reduction of lead time which subsequently leads to quality improvement (Albliwi et al , 2015; Pacheco et al , 2015; Sunder, 2016; Swarnakar and Vinodh, 2016; Scheller et al , 2018; Moya et al , 2019; Muganyi et al , 2019; Walter and Paladini, 2019; Alblooshi et al , 2020).…”

“…The comparatively low volume of LSS articles in the manufacturing sector despite its growing popularity has suggested that this field of study remains inadequately studied (Corbett, 2011; Albliwi et al , 2015; Raval et al , 2018; Moya et al , 2019; Singh and Rathi, 2019; Alblooshi et al , 2020). In addition, the application of LSS practices remains relatively recent in developing countries and little attention has been paid concerning its utilization (Campos, 2013; Albliwi et al , 2017; Muraliraj et al , 2018; Scheller et al , 2018). In the same manner, both Habidin et al (2016) and Muraliraj et al (2018) pointed out that the study of LSS remains at infancy stage in Malaysia.…”

Top management commitment and lean team members’ prosocial voice behaviour

“…The Lean transformation process entails top management investing in the development of work-related knowledge and skills (Caroline et al, 2016). Training empowers and motivates employees to participate in Lean implementation (Kappelman and Prybutok, 1995;Sorooshian and Mad Ali, 2017;Belhadi et al, 2019;Scheller et al, 2018). Employee training is also a prerequisite for the meaningful decentralization of decision rights to individual employees and teams (Caroline et al, 2016;Njie et al, 2008).…”

Penerapan Metode Six Sigma pada IKM Manufaktur Industri Pendukung (Supporting Industry) untuk Meminimalkan Jumlah Produk Cacat

“…Meskipun six sigma telah diterapkan dengan sukses di banyak perusahaan besar, masih ada bukti yang kurang terdokumentasi tentang penerapannya di organisasi yang lebih kecil (Jiju et.all, 2005). Penelitian tentang penerapan six sigma di perusahaan kecil menengah diantaranya dilakukan oleh Kandil dan Aziz (2017), Scheller et al, (2017), dan Swarnakar, Tiwari dan Singh, (2020). Penulis Korespondensi: Telp : +62 878-2149-5772 e-mail : cucuwahyudin100@gmail.com Penelitian Kandil dan Aziz (2017) berfokus pada masalah yang terkait dengan rantai pasokan pada usaha kecil menengah di Mesir.…”