The evolution of lean Six Sigma

Abstract

Purpose -Although research has been undertaken on the implementation of lean within various industries, the many tools and techniques that form the "tool box", and its integration with Six Sigma (mainly through case studies and action research), there has been little written on the journey towards the integration of the two approaches. This paper aims to examine the integration of lean principles with Six Sigma methodology as a coherent approach to continuous improvement, and provides a conceptual model for their successful integration. Design/methodology/approach -Desk research and a literature review of each separate approach is provided, followed by a view of the literature of the integrated approach. Findings -No standard framework for lean Six Sigma or its implementation exists. A systematic approach needs to be adopted, which optimises systems as a whole, focusing the right strategies in the correct places. Originality/value -This paper contributes to knowledge by providing an insight into the evolution of the lean Six Sigma paradigm. It is suggested that a clear integration of the two approaches must be achieved, with sufficient scientific underpinning.

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

“…This is even more apparent within the SME manufacturing sector, where there appears to be much less understanding of issues around LSS implementation and the role of the SME employees and managers in the process (Dora and Gellynck, 2015;Shokri et al, 2014;Timans et al, 2012;Pepper and Spedding, 2010). The term SME for the purposes of this study uses the EU definition of any organisation with less than 250 employees (European Commission, 2003; Department of Trade and Industry, 2005 cited in .…”

“…For example, Bendell (2006) cited in Pepper and Spedding (2010), argues that LSS is a combination of two ill-defined and non-compatible tools and other literature has also suggested "internal resistance", "the availability of resources", "changing business focus" and "lack of leadership" are the greatest impediments to change in any manufacturing SME (Timans et al, 2012). Yet despite this there are still a growing number of research articles highlighting the role of LSS or Six Sigma in manufacturing SMEs in improving quality, cost efficiency and profitability (Dora and Gellynck, 2015;Wang and Chen, 2012;Kumar et al, 2011;Antony, 2008;Thomas et al, 2009).…”

Kaizen and Standardization

“…This method was popularized by James P. Womack, Daniel T. Jones and Daniel Roos in 1996 (Pepper and Spedding 2010;Womack and Jones 1996). It has since become widely known and used by not only American companies but also European companies.…”

Lean Problem: Why Conpanies Fail with Lean Implementation?

“…They give ideas that lean should be viewed more as a philosophy or condition than as a process ( [5], [7], [34], [38][39][40][41][42]). Laureani and Antony [31] advice is to accept lean more as a state of mind or philosophy, than just a process improvement tool.…”

“…Other co mpanies had to find their personal way to imp lement those ideas in a successful manner and it turned out to be very co mplicated. Since then lean topic was studied very widely and different aspects of lean imp lementation were investigated, though still there is no standard framework or roadmap of successful lean implementation ( [26], [42], [44]). …”