Lean Six Sigma methodology and application

Atmaca, Ediz; Girenes, S. Sule

doi:10.1007/s11135-011-9645-4

Cited by 58 publications

(51 citation statements)

References 15 publications

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“…The goal of LSS, similar to Six Sigma, is to focus on low hanging fruits and eliminate waste factors known as defects by accomplishing a near perfect quality level through the systematic removal of causes of the defects (Dora and Gellynck, 2015;Choi et al, 2012). LSS benefits from both Six Sigma and Lean by incorporating a focus on cost, process cycle time, delivery value and efficiency from Lean and Kaizen and sustainable and incremental process improvement and profitability from Six Sigma (Bamford et al, 2015;Holmes et al, 2015;Worley and Doolen, 2015;Atmaca and Girenes, 2013;Sarkar et al, 2013;Womack and Jones, 2005). At an operational level within the manufacturing sector, the LSS model aims to clarify the process of identifying opportunities, as well as reduce variability and improve the quality of the manufacturing process (Holmes et al, 2015;Thomas et al, 2009).…”

Section: Lss In Manufacturing Smesmentioning

confidence: 99%

“…This theoretical discussion has further been contextualised to the manufacturing SMEs sector. However, it was also previously acknowledged by literature that there is limited rigorous research in relation to the role of human factors in LSS implementation within manufacturing SMEs (Kaushik et al, 2012;Atmaca and Girenes, 2013). The German SME manufacturing sector was selected as the site of data collection for this study because Kinkel et al (2014) have indicated that in general their…”

Section: Hypothesis Model For German Manufacturing Smesmentioning

confidence: 99%

“…Lean Six Sigma (LSS) is a business improvement strategy that has flourished over the last decade because of its promise of enhanced business performance and market capability. LSS has evolved through the combination of Lean and Six Sigma, both recognised as leading total quality management (TQM) tools for performance improvement in organisations with a proper infrastructure built on leadership and change culture (Dora and Gellynck, 2015;Assarlind et al, 2013;Wang and Chen, 2012;Choi et al, 2012;Hilton and Sohal, 2012;Atmaca and Girenes, 2013;Lee et al, 2011;Delgado et al, 2010;Dahlgaard and Dahlgaard-Park, 2006;McAdam and Lafferty, 2004). LSS is now regarded as one of the most effective and disciplined business transformation initiatives available in strategic operations management as well as an effective top-down methodology for improving quality in both the manufacturing and service small-and medium-sized enterprise (SMEs) and their larger counterparts (Kanpp, 2015;Isa and Usmen, 2015, Bhat et al, 2014, Algassem et al, 2014Biranvand and Khasseh, 2013).…”

Section: Introductionmentioning

confidence: 99%

“…To date LSS research in SMEs has mainly focused on the mechanistic aspects of the approach such as the application of the DMAIC methodology within the manufacturing sector, rather than the more strategic perspectives and softer elements and these need to be addressed. (Prashar, 2014;Atmaca and Girenes, 2013;Sharma and Sharma, 2013;Kaushik et al, 2012;Antony et al, 2005Wang and Chen, 2012;Thomas et al, 2009;McAdam and Lafferty, 2004).…”

mentioning

confidence: 99%

“…Lean Six Sigma projects Rich, 2015;Atmaca and Girenes, 2013;Antony 2011). Therefore, the second hypothesis to be tested in this research is shown below, where the impact of vision of leaders, managers and employees on readiness to embark on LSS as overall and on constructs of LSS readiness in manufacturing SMEs will be investigated:…”

mentioning

confidence: 99%

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

Shokri

Waring

Nabhani

2016

International Journal of Operations &Amp; Production Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to focus on three fundamental human-related behaviour factors associated with Lean Six Sigma (LSS) projects in German manufacturing small-and mediumsized enterprises (SMEs) on the readiness of people (managers and their staff) to commence LSS projects. These are core personal competence, strategic vision of the people and the organisational culture of the specific organisation. Design/methodology/approach -Based on a thorough review of the academic literature a set of hypotheses were constructed to examine the level of association between people's competence, vision and culture with LSS readiness within SMEs. This was done using correlation and regression analysis. Data collection were carried out in seven different German manufacturing SMEs involved in aerospace supply and agro-food manufacturing using a survey instrument. Findings -It was found that there is a strong positive association between the core competence of people and organisational culture with readiness for commencing LSS in the manufacturing SMEs studied. The core values of people, education level and the vision of making continuous quality improvement were identified as key variables in promoting LSS readiness in these manufacturing SMEs. This study indicates that these "softer" variables can be essential to successful LSS implementation and need to be explored further before undertaking the process. Practical implications -From the perspective of the implementers of LSS the results of this research could be of interest to different manufacturing SMEs intending to embark upon an LSS journey as it highlights the significance of human-related behavioural factors in the process. SME organisations may consider carrying out development or training with their managers and employees around personal and organisational values, addressing core competence and strengthening organisational culture in order to facilitate LSS readiness and enhance the prospect of its success. Originality/value -It would appear that this LSS research has not been carried out within the German manufacturing SME context before and although discre...

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