&lt;p&gt;Proposed Progression of Lean Six Sigma&lt;/p&gt;

Taylor, James B.; Sinn, John W.; Ulmer, Jeffrey M.; Badar, M. Affan

doi:10.21061/jots.v41i1.a.1

Cited by 7 publications

(4 citation statements)

References 15 publications

(48 reference statements)

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“…Lean technique emphasizes waste elimination [8,53] and reduction of flow time between process steps [9]. Six Sigma methodology emphasizes process optimization by reducing variation [4,18,47]. Because Lean and Six Sigma both are process improvement techniques and have similarity in their goals and procedures, these are also combined as Lean Six Sigma methodology [43,47].…”

Section: Lean Six Sigma and Lean Six Sigmamentioning

confidence: 99%

“…Six Sigma methodology emphasizes process optimization by reducing variation [4,18,47]. Because Lean and Six Sigma both are process improvement techniques and have similarity in their goals and procedures, these are also combined as Lean Six Sigma methodology [43,47]. Lean Six Sigma (LSS) tools address the waste generated during the process, identify and eliminate the non-value added activities, and reduce process variations [32].…”

Section: Lean Six Sigma and Lean Six Sigmamentioning

confidence: 99%

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Entropy-Based Lean, Energy and Six Sigma Approach to Achieve Sustainability in Manufacturing System

Verma¹,

Sharma

Badar

2021

Arab J Sci Eng

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This work proposes a Value Stream Mapping (VSM) to be used in manufacturing industry that combines Lean, Energy and Six-Sigma methodologies. Lean's VSM tool is amended to energy VSM so that the value-added and non-valueadded approach can be used to determine the energy use and waste. In order to identify the maximum rejection or rework at a workstation, an entropy-based mathematical model is developed and a Lean-Energy-Six Sigma Value Stream Mapping (LESSVSM) is presented. The model can be used in manufacturing at product level where temperature and energy can be measured from input to output. The model has been implemented on a manufacturing system containing four workstations. The proposed LESSVSM model will help to industry to become more sustainable as it can minimize energy and waste in the case of rework and rejection. This study presents a systematic approach which researchers and practitioners can apply for sustainable manufacturing.

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Section: Lean Six Sigma and Lean Six Sigmamentioning

confidence: 99%

Section: Lean Six Sigma and Lean Six Sigmamentioning

confidence: 99%

Entropy-Based Lean, Energy and Six Sigma Approach to Achieve Sustainability in Manufacturing System

Verma¹,

Sharma

Badar

2021

Arab J Sci Eng

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“…In order to address waste, one must know what it is. While Womack and Jones (2003) go into great detail as to what constitutes waste from the lean perspective, other authors have tried to simplify the description of waste (Badar, 2014; Westcott, 2014; Taylor et al , 2015). Westcott (2014) developed succinct one-word descriptions of the seven types of waste: overproduction, delay, transportation, processing, inventory, motion, and defects.…”

Section: Literature Reviewmentioning

confidence: 99%

A study of the balancing of lean thinking and stakeholder salience in decision-making

Bader

Badar

Rodchua

et al. 2020

TQM

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PurposeThis research brings together two streams of thought applied to decision-making: lean thinking and stakeholder theory. Both have been identified as ways to improve organizational value. Previous studies disagree regarding whether they can work together. This study investigates if managers balance stakeholders and lean thinking in decision-making.Design/methodology/approachThis research investigates if both lean thinking and stakeholder salience share common literature by using data mining. It surveys organizations that perceive themselves as lean and have multiple diverse stakeholders to determine whether waste and salience are considered when making decisions. An ANOVA is done to see if organization type, management level, organization size, geographic location, or lean maturity has an effect on the priority of stakeholder salience or lean thinking's waste variants when making decisions.FindingsFindings of this research are: 1) stakeholders salience criteria are considered more often than lean thinking's waste variants in decision-making by managers as a whole and in particular by middle-level managers and senior managers. However, lean thinking's waste variants are considered as often as stakeholder salience criteria by first-line managers. 2) The ranking of stakeholder salience in making decisions is not affected by organization type, respondent position, organization size, perceived lean experience, or geographic location. The organization type, organization size, lean experience, and location do not affect the ranking of lean thinking variants either. But the ranking of lean thinking's waste variants is significantly different for first-line, middle-level, and senior managers. Middle-level managers rank lean thinking higher than that of either first-line or senior-level. Because of this, middle managers have a more balanced approach in using lean thinking and stakeholder salience than other managers. 3) Stakeholder salience criteria have a significantly higher ranking than lean thinking variants in making decisions for all organization types: manufacturing and nonmanufacturing.Originality/ValueThis research demonstrates a significant disconnect exists between lean thinking and demands of stakeholders that impacts the value of an organization, and only middle-level managers bring balance and awareness of both streams of thought. An empirical instrument has been developed to balance the stakeholder salience criteria with the lean thinking variants.

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“…Lean Six Sigma (LSS) is an integration of Lean and Six Sigma process improvement methods used around the world. While Lean focuses on reduction in waste and flow time between process steps (Bader et al , 2020), Six Sigma focuses on optimising processes (Taylor et al , 2015). LSS is considered as one of the most powerful techniques widely used by business owners and organisational professionals to improve customer satisfaction and profitability.…”

Section: Introductionmentioning

confidence: 99%

Development of a framework for utilising Lean Six Sigma’s intangible impacts in creating organisational innovation climate

Alblooshi

Shamsuzzaman

Karim

et al. 2022

IJLSS

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Purpose The purpose of this paper is to develop a framework that illustrates the role of Lean Six Sigma (LSS) in creating organisational innovation climate by investigating the relationship between LSS’s intangible impacts and organisational innovation climate factors. Design/methodology/approach A self-administrated survey questionnaire was distributed among 145 public sector officials to get their opinions on the relationship between various observable elements of LSS’s intangible impacts and organisational innovation climate factors, where a response rate of 73.8% was achieved. The collected data were demographically, descriptively and statistically analysed. Accordingly, a house-of-pillars-based framework that illustrates the role of LSS’s intangible impacts in creating innovation climate in an organisation was developed. Findings Results from this study indicated that LSS’s intangible impacts on organisational structure and hierarchy, culture, change adaptability, utilisation of staff and staff’s behavioural aspects are positively related to many of organisational innovation climate factors such as trust and openness, challenge and involvement, support for ideas and freedom and autonomy. Research limitations/implications The findings of this study are based on the data collected from public sector organisations in the UAE and are supported by relevant literature. However, this study can provide useful guidance for further research for the generalisation of the results to wider scopes in terms of sectors and geographical domains. Practical implications The findings of this study will provide UAE public sector officials with a clear roadmap on how to use LSS for promoting innovation and fostering its implementation in practice. This study will also encourage professionals in public sectors to integrate LSS into their innovation strategies to enhance organisational innovativeness and improve service quality. Originality/value It is one of the first studies that explores LSS’s intangible impacts and assesses their relationship with organisational innovation climate factors. Hence, this study offers valuable insights for both academics and practitioners and is expected to lay a foundation for a better understanding of how LSS’s intangible impacts can be used in creating organisational innovation climate.

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

Cited by 7 publications

References 15 publications

Entropy-Based Lean, Energy and Six Sigma Approach to Achieve Sustainability in Manufacturing System

Entropy-Based Lean, Energy and Six Sigma Approach to Achieve Sustainability in Manufacturing System

A study of the balancing of lean thinking and stakeholder salience in decision-making

Development of a framework for utilising Lean Six Sigma’s intangible impacts in creating organisational innovation climate

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