Lean Six Sigma: the contribution to business excellence

Corbett, Lawrence M.

doi:10.1108/20401461111135019

Cited by 88 publications

(66 citation statements)

References 21 publications

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“…In fact, deploying Six Sigma in isolation cannot remove all types of waste from the process, and deploying Lean management in isolation cannot control the process statistically and remove variation from the process (Corbett, 2011). Therefore, some companies have decided to merge both methodologies to overcome the weaknesses of these two CI methodologies when they have been implemented in isolation and to come up with more powerful strategy for CI and optimizing processes (Bhuiyan et al, 2006).…”

Section: Introductionmentioning

confidence: 99%

A systematic review of Lean Six Sigma for the manufacturing industry

Albliwi

Antony²,

Lim

2015

Business Process Management Journal

267

291

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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. AbstractPurpose -The purpose of this paper is to explore the most common themes within Lean Six Sigma (LSS) in the manufacturing sector, and to identify any gaps in those themes that may be preventing users from getting the most benefit from their LSS strategy. This paper also identifies the gaps in current literature and develops an agenda for future research into LSS themes. Design/methodology/approach -The following research is based on a review of 37 papers that were published on LSS in the top journals in the field and other specialist journals, from 2000 to 2013.Findings -Many issues have emerged in this paper and important themes have cited which are: benefits, motivation factors, limitations and impeding factors. The analysis of 19 case studies in the manufacturing sector has resulted in significant benefits cited in this paper. However, many gaps and limitations need to be explored in future research as there have been little written on LSS as a holistic strategy for business improvement. Practical implications -It is important for practitioners to be aware of LSS benefits, limitations and impeding factors before starting the LSS implementation process. Hence, this paper could provide valuable insights to practitioners. Originality/value -This paper is based on a comprehensive literature review which gives an opportunity to LSS researchers to understand some common themes within LSS in depth. In addition, highlighting many gaps in the current literature and developing an agenda for future research, will save time and effort for readers looking to research topics within LSS.

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Section: Introductionmentioning

confidence: 99%

A systematic review of Lean Six Sigma for the manufacturing industry

Albliwi

Antony²,

Lim

2015

Business Process Management Journal

267

291

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“…To leverage the potential of the DMAIC methodology in a setting like local government, reflective learning practices need to be embraced at the organisational, cultural, team and individual level. Corbett (2011), responding to calls by Cameron & Barnett (1999) for further research into 'congruence between organisational mindset and action' (Corbet, 2011 p. 118), investigated organisations that combined LSS with business excellence frameworks such as the Baldrige Criteria for Performance Excellence (BCPE). The findings suggest that in combining approaches, BCPE could be used to provide an overarching structure for LSS, with LSS making a positive contribution to a culture of continuous improvement within an organisation.…”

Section: Evolution Of Lean Six Sigma In Not-for-profit Organisationsmentioning

confidence: 99%

Lean Six Sigma and the Australian business excellence framework

Price

Pepper

Stewart³

2018

IJLSS

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Purpose The purpose of this paper is to examine a contextualized local government case study of the application of Lean Six Sigma (LSS) in conjunction with the Australian Business Excellence Framework (ABEF) to highlight the importance of a good strategic fit between LSS and organizational objectives before implementation.Design/methodology/approach A local government council is used in a case study-based approach. Organizational artefacts and documents were used for data collection in conjunction with interviews from senior executives within the organization.Findings Results indicate that when used in conjunction with the ABEF, LSS provides focus on organizational learning practices embedded within the implementation of continuous improvement. Research limitations/implicationsThe purpose of this paper is to contribute to discourse regarding the effective application and implementation of LLS in local government.Practical implications LSS tools and techniques are known to local government, but are applied in isolation of the overarching LSS framework. This paper emphasizes the importance of comprehensive implementation of these tools, guided by the inclusion of an external contextualized framework (ABEF) in conjunction with the LSS to achieve sustainable continuous improvement.Originality/value Business excellence frameworks are widely used in the public sector as a reference/means for improvement. This paper highlights the importance of LSS in operationalizing strategic direction provided by such frameworks and providing the focus on learning practices critical for sustainable improvements.

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“…The heart of TPS is the employees, by whom Lean objectives are realized, under the coaching of management (Assarlind, Gremyr, & Backman, 2012;Smalley, n.d.). While complex problems may be typically addressed with the Six Sigma methodology, Lean initiatives more frequently address "every day waste," which draws upon the participation of the broader base of employees (Corbett, 2011).…”

Section: The Second Principle Of the Toyota Productionmentioning

confidence: 99%

“…Understanding and controlling the pertinent inputs facilitate solutions, which optimize process outputs (Oguz et al, 2012). Six Sigma originated as a quality focus for reducing process variation (Assarlind et al, 2012;Chiarini, 2011), leading to near zero breaches of specification limits, and thereby, near zero defects (Corbett, 2011;Mayeleff et al, 2012;Oguz, Kim, Hutchinson, & Han). The Six Sigma approach can be used to reduce variation about the target, realign the process center with the target, or both (Antony, 2011;Dumitrescu & Dumitrache, 2011).…”

Section: Six Sigmamentioning

confidence: 99%

“…In recent years Lean and Six Sigma are being integrated into what is commonly called Lean Six Sigma (Snee, 2010). The integration of Six Sigma (Corbett, 2011), which focuses on processes, with Lean, which focuses on the connection between process steps (Antony, 2011), is supported by both practitioners and scholars. The purpose of this research was to explore the theory and definition of this integration.…”

Section: Introductionmentioning

confidence: 99%

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<p>Proposed Progression of Lean Six Sigma</p>

Taylor¹,

Sinn²,

Ulmer³

et al. 2015

JOTS

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Lean Six Sigma is a hybrid continuous improvement methodology that has various definitions, from those that are Lean dominant to those that are Six Sigma dominant. Text mining and cluster analysis based research has helped to illuminate the degree to which Lean Six Sigma models, as described in articles published in the International Journal of Lean Six Sigma, are Lean dominant versus Six Sigma dominant. The iterative cluster analysis was used to identify clusters of articles that were interpretable. The research found that some Lean dominant Lean Six Sigma articles ascertain Lean as the dominant philosophy and Six Sigma as a subordinate tool used in achieving the Lean objectives. The findings of this research as well extrapolation of the literature informed a recommended Lean Six Sigma model as described in this article. The recommended model is Lean dominant and consists of two subordinate methods-Six Sigma and statistical process control. The three synergistic approaches not only each serve in their own way to manifest process improvements, they also all contribute to organizational learning, which is considered a chief contributor to competitive advantage.

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Lean Six Sigma: the contribution to business excellence

Cited by 88 publications

References 21 publications

A systematic review of Lean Six Sigma for the manufacturing industry

A systematic review of Lean Six Sigma for the manufacturing industry

Lean Six Sigma and the Australian business excellence framework

<p>Proposed Progression of Lean Six Sigma</p>

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