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Journal articles on the topic 'Serraggio, lean, six sigma'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 February 2022

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1

Besunder, James B., and Dennis M. Super. "Lean Six Sigma." Critical Care Medicine 40, no. 2 (February 2012): 699–700. http://dx.doi.org/10.1097/ccm.0b013e3182372bd4.

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Antony, Jiju. "Six Sigma vs Lean." International Journal of Productivity and Performance Management 60, no. 2 (January 18, 2011): 185–90. http://dx.doi.org/10.1108/17410401111101494.

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Sreedharan V., Raja, Vijaya Sunder M., and Raju R. "Critical success factors of TQM, Six Sigma, Lean and Lean Six Sigma." Benchmarking: An International Journal 25, no. 9 (November 29, 2018): 3479–504. http://dx.doi.org/10.1108/bij-08-2017-0223.

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Purpose The purpose of this paper is to review the existing literature on the critical success factors (CSFs) of various continuous improvement (CI) like total quality management (TQM), Lean, Six Sigma and Lean Six Sigma (LSS), and perform a content analysis (CA) leading to an agenda for future research. Design/methodology/approach CA is based on literature review of 41 papers published in peer-reviewed scholarly journals. A four-stage methodology is used by the authors, with Stage 1 featuring relevant material collection; Stage 2 presenting a descriptive analysis; Stage 3 outlining the category selection; and Stage 4 featuring the material evaluation using clustering and Pareto analysis. Findings The CA revealed various research implications and directions for the future. The number of studies in the literature regarding CSF assessment is found to be far from substantial while compared to CI implementation. Assessment methodologies developed have been ranging from qualitative to quantitative models. Key gaps were identified and directions for CSF assessment are proposed which requires further validation. Research limitations/implications Only articles that appeared in peer-reviewed journals were analyzed; conference papers, reports, manuals and white papers from practice were excluded. Another limitation of the paper would be the scope of CA limited to four CI constructs – TQM, Lean, Six Sigma and LSS. Research implications indicate that the future studies in this domain would be intensive toward analyzing the vital CSFs for enterprise organizational excellence and not merely process excellence. Practical implications This review study can serve as a resource for both researchers and practitioners to understand the importance of CSFs and positioning CSFs for the successful implementation of CI programs. Originality/value The CA on the existing literature on CSFs for CI presents a unique, systematic effort to identify an agenda for future research. This study is the apparently the first of its kind on CSF assessment.
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Chugani, Nashmi, Vikas Kumar, Jose Arturo Garza-Reyes, Luis Rocha-Lona, and Arvind Upadhyay. "Investigating the green impact of Lean, Six Sigma and Lean Six Sigma." International Journal of Lean Six Sigma 8, no. 1 (March 6, 2017): 7–32. http://dx.doi.org/10.1108/ijlss-11-2015-0043.

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Purpose The academic literature and research lines exploring the effect of quality improvement methods on environmental performance still remain in early stages. The purpose of this paper is therefore to investigate, through a systematic review of the existing academic literature, the environmental (green) impact of using quality and operations improvement methods such as Lean, Six Sigma and Lean Six Sigma. This includes the impact on energy saving and the usage of natural resources. Design/methodology/approach This study follows a systematic literature review approach through which it analyses research papers published in top 16 operations and quality management journals. No specific time frame was established, but a set of keywords were used to short-list the articles. A sample of 70 articles was finally short-listed and analysed to provide a discussion on environmental concerns related to Lean, Six Sigma and Lean Six Sigma. Findings The comprehensive review of short-listed articles indicates that both Lean and Six Sigma can be considered effective methods to support the conservation of resources, combat global warming and saving energy. Various scholars provide evidence of this, and as such, organisations should not only consider these methods to manage quality and improve operational performance but also meet environmental regulations. A set of research questions that demands further investigation has also been proposed based on the findings of this research. Research limitations/implications This study is limited to a sample of 70 articles collected from top 16 operations and quality management journals. The search of journals is also limited to a set of key words (“Lean”, “Green”, “Six Sigma”, “environment”, “sustainable” and “sustainability”) used to short-list the sample size. Practical implications The study shows that organisations can consider the adoption of Lean, Six Sigma and Lean Six Sigma to meet environmental regulations, save costs and also meet quality management standards. This will contribute in helping organisations to formulate more effective and inclusive strategies which do not only consider the quality and operational dimensions but also the environmental dimension. Originality/value Literature exploring the environmental/green impact of quality management methods commonly used in industry is limited. There is also a lack of studies aiming to investigate the green impact of Lean and Six Sigma in top operations and quality management journals. The study focusing on investigating the green impact of Lean, Six Sigma and Lean Six Sigma methods altogether is also a research first of its kind.
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Drohomeretski, Everton, Sergio E. Gouvea da Costa, Edson Pinheiro de Lima, and Paula Andrea da Rosa Garbuio. "Lean, Six Sigma and Lean Six Sigma: an analysis based on operations strategy." International Journal of Production Research 52, no. 3 (October 15, 2013): 804–24. http://dx.doi.org/10.1080/00207543.2013.842015.

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Alvarez, Jesus Cruz. "Lean design for Six Sigma." International Journal of Quality & Reliability Management 32, no. 8 (September 7, 2015): 895–905. http://dx.doi.org/10.1108/ijqrm-08-2012-0125.

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Purpose – The purpose of this paper is to discuss new product development (NPD) based on a traditional stage-gate process and to examine how NPD tools, such as Lean design for Six Sigma, can accelerate the achievement of the main goals of NPD: reliable product quality, cost-effective implementation, and desired time-to-market. These new tools must be incorporated into a new approach to NPD based on the Advanced Product and Quality Planning methodology. Design/methodology/approach – This research paper is based on the theoretical background presented in peer-reviewed scientific research papers during the period 1990-2012. In the second section of this study, the author provides examples of the proposed tools and of advanced techniques to show evidence that validates the hypothesis. Findings – This study presented the theoretical background on the NPD process and related functions in today’s organizations as it relates to competition. NPD was identified as one of the top priorities of every firm, which is why the NPD process must be optimized and oriented toward customers to ensure the quality and reliability of products while minimizing manufacturing costs. The effect on timing and cost is greatly appreciated by top management, and it is well known throughout the firm when a strong, reliable product is launched that it is flawless. Research limitations/implications – To fully deploy all NPD tools requires basic steps such as the following: marketing and planning, design, process, product process validation and the integration of operations from a concurrent engineering standpoint. Practical implications – This research paper provides step by step guidance in order to apply Lean Sigma tool in NPD process in order to achieve Six Sigma quality level in manufacturing. Social implications – Promoting the practice of Lean design for Six Sigma and its tool enables firms to increase their competitiveness since they will make more reliable products delivered to its consumers. Originality/value – The approach of this research paper combines proven statistical tools to be applied in an original sequence in order to design robust product to match manufacturing capabilities.
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de Koning, Henk, John P. S. Verver, Jaap van den Heuvel, Soren Bisgaard, and Ronald J. M. M. Does. "Lean Six Sigma in Healthcare." Journal For Healthcare Quality 28, no. 2 (March 2006): 4–11. http://dx.doi.org/10.1111/j.1945-1474.2006.tb00596.x.

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Improta, Giovanni, Giovanni Balato, Carlo Ricciardi, Mario Alessandro Russo, Ida Santalucia, Maria Triassi, and Mario Cesarelli. "Lean Six Sigma in healthcare." TQM Journal 31, no. 4 (July 8, 2019): 526–40. http://dx.doi.org/10.1108/tqm-10-2018-0142.

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Purpose Since healthcare spending accounts for approximately 6.6 per cent of the gross domestic product, reducing waste in health facilities is necessary to generate significant cost savings. After previous work concerning the application of Lean Six Sigma (LSS) to hip surgery, the purpose of this paper is to use LSS as the correct methodology to analyse a clinical pathway. Fast track surgery was introduced to the Complex Operative Unit of Orthopaedic and Traumatology of the University Hospital “Federico II” to improve quality and further reduce costs associated with prosthetic hip replacement surgery. Design/methodology/approach The DMAIC (Define, measure, analyse, improve, control) roadmap was used as the typical problem-solving approach of the LSS methodology. A rigorous process of defining, measuring, analysing, improving and controlling business problems can be used to reach fixed goals. The paper was written following the Standards for Quality Improvement Reporting Excellence (SQUIRES Guidelines). Findings In this work, the authors found that multiple variables could influence the length of hospital stay (LOS) for inpatient treatment, thereby increasing patient management costs due to longer periods of hospitalisation. Therefore, LSS analysis of the implemented corrective actions demonstrated the efficacy and efficiency of the novel protocol. The average LOS was reduced from 10.66 to 7.8 days (−26.8 per cent). Originality/value The introduction of fast track surgery was validated through a rigorous LSS analysis, which demonstrated that the new protocol benefitted both patients and the hospital.
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Carroll, Jean Gayton. "Lean-Six Sigma for Healthcare." Quality Management in Health Care 15, no. 1 (January 2006): 67. http://dx.doi.org/10.1097/00019514-200601000-00010.

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Cançado, Thais Orrico de Brito, Fernando Brito Cançado, and Marcelo Luis Abramides Torres. "Lean Six Sigma and anesthesia." Brazilian Journal of Anesthesiology (English Edition) 69, no. 5 (September 2019): 502–9. http://dx.doi.org/10.1016/j.bjane.2019.09.004.

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Murry, Bernard. "L'université Lean Six Sigma : premier organisme de certification des compétences en Lean Six Sigma." Revue Française de Gestion Industrielle 31, no. 4 (December 1, 2012): 19–22. http://dx.doi.org/10.53102/2012.31.04.669.

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12

Costa, Luana Bonome Message, Moacir Godinho Filho, Lawrence D. Fredendall, and Fernando José Gómez Paredes. "Lean, six sigma and lean six sigma in the food industry: A systematic literature review." Trends in Food Science & Technology 82 (December 2018): 122–33. http://dx.doi.org/10.1016/j.tifs.2018.10.002.

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13

Näslund, Dag. "Lean, six sigma and lean sigma: fads or real process improvement methods?" Business Process Management Journal 14, no. 3 (June 6, 2008): 269–87. http://dx.doi.org/10.1108/14637150810876634.

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14

Madhani, Pankaj M. "Lean Six Sigma in Finance and Accounting Services for Enhancing Business Performance." International Journal of Service Science, Management, Engineering, and Technology 12, no. 6 (November 2021): 141–65. http://dx.doi.org/10.4018/ijssmet.2021110109.

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The evolution of Lean Six Sigma includes both the speed of Lean and the robustness of Six Sigma. Lean Six Sigma leads to greater efficiency and better quality in the finance and accounting process. Lean Six Sigma helps in solving various issues faced by finance and accounting processes. Applying the principles and discipline of Lean Six Sigma in finance and accounting provides the tools and discipline to strengthen the internal control environment while at the same time ensuring that the information flows are efficient. Lean Six Sigma is the predominant process management methodology for finance and accounting services as it is rapidly transforming how finance and accounting functions are managed. Research provides a set of guidelines in the form of the smooth deployment of Lean Six Sigma in finance and accounting services and develops various frameworks for emphasizing its operational, tactical, and strategic benefits. Research also provides various illustrations of successful Lean Six Sigma deployment in finance and accounting.
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15

Rebelato, M. G., and A. M. Rodrigues. "As Contradições do Lean Six Sigma." Revista de Administração da Unimep 11, no. 2 (August 30, 2013): 57–81. http://dx.doi.org/10.15600/1679-5350/rau.v11n2p57-81.

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Venanzi, D., D. L. Faustino, O. R. Silva, and H. L. Hasegawa. "LEAN SIX SIGMA – MULTIPLE CASE STUDY." Revista Gestão Inovação e Tecnologias 7, no. 4 (December 28, 2017): 4059–73. http://dx.doi.org/10.7198/geintec.v7.i4.1105.

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Balcioglu, Yavuz Selim, and Alpaslan Gozel. "Alternative management approaches: Lean six sigma." Pressacademia 9, no. 9 (July 30, 2019): 105–8. http://dx.doi.org/10.17261/pressacademia.2019.1076.

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Dombrowski, Uwe, Stefan Schmidt, and Fabian Grube. "Nachhaltige Qualität durch Lean Six Sigma." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 104, no. 1-2 (February 24, 2009): 38–44. http://dx.doi.org/10.3139/104.110007.

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Arcidiacono, G., and A. Pieroni. "The Revolution Lean Six Sigma 4.0." International Journal on Advanced Science, Engineering and Information Technology 8, no. 1 (February 25, 2018): 141. http://dx.doi.org/10.18517/ijaseit.8.1.4593.

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Smekens, Marret, and Kees Zeelenberg. "Lean Six Sigma at Statistics Netherlands." Statistical Journal of the IAOS 31, no. 4 (November 24, 2015): 583–86. http://dx.doi.org/10.3233/sji-150930.

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Khalid, Ahmad, Ahmad, Ali, Khaled, and Ahmad. "Lean Six Sigma in Jordanian Organizations." International Journal of Economics and Business Administration VIII, Issue 3 (July 1, 2020): 429–47. http://dx.doi.org/10.35808/ijeba/527.

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22

Pepper, M. P. J., and T. A. Spedding. "The evolution of lean Six Sigma." International Journal of Quality & Reliability Management 27, no. 2 (January 26, 2010): 138–55. http://dx.doi.org/10.1108/02656711011014276.

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23

Antony, Jiju. "Lean Six Sigma for higher education." International Journal of Productivity and Performance Management 66, no. 5 (June 12, 2017): 574–76. http://dx.doi.org/10.1108/ijppm-03-2017-0063.

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Antony, Jiju, Bryan Rodgers, Inness Coull, and Vijaya Sunder M. "Lean Six Sigma in policing services." International Journal of Productivity and Performance Management 67, no. 5 (June 11, 2018): 935–40. http://dx.doi.org/10.1108/ijppm-07-2017-0173.

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Purpose This paper is based on a single case study carried out as part of a change programme but is used as a reflective tool to draw on some of the wider organisational learning which can be considered when implementing, reviewing or re-energise a Lean Six Sigma (LSS) Programme. The paper aims to discuss this issue. Design/methodology/approach A case study approach has been used and referenced throughout the paper with references to literature to support the wider learning points drawn which are then applied to any continuous improvement (CI) programmes. Findings The paper presents a range of learning points which are drawn from a successful deployment of LSS within a change project carried out as part of an overall programme in Scottish policing services. Research limitations/implications The points are drawn from a single case study which was deployed within a wider change programme and is supported by wider literature but is used as a vehicle for informing strategic considerations within an organisation. Originality/value This case study is drawn from policing services in the public sector which alone is an area that has not been significantly studied. It is used to explore wider implications in terms of strategic alignment, organisational performance and project management and presents the argument that the design of a CI programme is much wider than the implementation of LSS itself.
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Anthony, Stephen, and Jiju Antony. "Academic leadership and Lean Six Sigma." International Journal of Quality & Reliability Management 33, no. 7 (August 1, 2016): 1002–18. http://dx.doi.org/10.1108/ijqrm-03-2015-0047.

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Purpose – The purpose of this paper is to demonstrate the ability to researchers of using design of experiments (DoE) as a structured and systematic approach to performing systematic literature reviews. The authors demonstrate a simple case study illustrating the application of DoE in executing a systematic literature review on two popular topics in higher education: academic leadership and Lean Six Sigma. Design/methodology/approach – The methodology involves the systematic literature review of linking academic leadership with terms such as Lean, Six Sigma, Total Quality Management, Maturity Model and Continuous Improvement. The main tool used to structure the systematic literature review is a Taguchi Orthogonal Array design, specifically an L16 grid and the method is verified by conducting another review, replacing the term academic leadership with simply leadership. Findings – The approach identified at first no research papers linking the terms; however, when academic leadership was replaced with university, 19 research papers where discovered. The verification exercise, linking just leadership with the other search string generated over 1,000 results – demonstrating that the tool can find large volumes of articles if they exist, the search was completed for a ten year time frame – 2004 to 2014. Research limitations/implications – The case study focussed on a field which is known to have little current research and the verification exercise deliberately targeted a known large body of research. The authors will continue to use the approach and refine the technique over time. Practical implications – This approach would help any researcher despite of their discipline to identify opportunities and gaps in the current literature. Originality/value – The paper shows how DoE can be used in an academic research-based process. No other literature review approach currently exists which uses Taguchi approach to DoE to filter the search criteria.
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Hoerl, Roger W., and Martha M. Gardner. "Lean Six Sigma, creativity, and innovation." International Journal of Lean Six Sigma 1, no. 1 (March 26, 2010): 30–38. http://dx.doi.org/10.1108/20401461011033149.

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Nicoletti, Bernardo. "Lean Six Sigma and digitize procurement." International Journal of Lean Six Sigma 4, no. 2 (May 31, 2013): 184–203. http://dx.doi.org/10.1108/20401461311319356.

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Kane, Victor E. "Using Lean Six Sigma implied assumptions." TQM Journal 32, no. 6 (March 14, 2020): 1561–75. http://dx.doi.org/10.1108/tqm-11-2019-0271.

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PurposeThe intent of this work is to state the implied assumptions that define the setting for using a Lean Six Sigma (LSS) business strategy to conduct successful improvement projects.Design/methodology/approachThe execution of define, measure, analyze, improve, and control (DMAIC) phases utilizes philosophies, principles, concepts, success factors, and so forth for successful project completion. These traditional concepts form implied setting assumptions for conducting a successful project.FindingsTo establish the desired setting, it is necessary to state organizational performance modeling assumptions required for the use of many tools. Since Lean Six Sigma requires a unique organizational support structure, these assumptions must be added for completeness. Using the 15 collective assumptions is shown to provide benefits in four areas: training clarity, project assessment, leadership support, and theory foundation.Research limitations/implicationsAny list of assumptions is likely incomplete since project application settings are varied and some tools may have unique requirements.Practical implicationsThe most useful of the four benefits for practitioners is establishing a familiar framework for communicating with leadership. Management is trained to evaluate assumptions for any new business strategy such as an LSS process improvement initiative. A thoughtful leader will expect to evaluate LSS assumptions for a proposed project. Stating these implied assumptions will meet those expectations.Originality/valueMost of the stated assumptions exist in some implied form in the Lean Six Sigma literature. However, the familiar term “assumption” is not typically used in presenting Lean Six Sigma methodology. Using this traditional framework is shown to produce multiple benefits for learners and users.
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Montgomery, Douglas C. "Lean Six Sigma and Promoting Innovation." Quality and Reliability Engineering International 30, no. 1 (January 27, 2014): 1. http://dx.doi.org/10.1002/qre.1626.

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Montgomery, Douglas. "Lean six-sigma in higher education." Quality and Reliability Engineering International 33, no. 5 (July 2017): 935–36. http://dx.doi.org/10.1002/qre.2194.

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Laureani, Alessandro, and Jiju Antony. "Leadership characteristics for Lean Six Sigma." Total Quality Management & Business Excellence 28, no. 3-4 (September 28, 2015): 405–26. http://dx.doi.org/10.1080/14783363.2015.1090291.

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Yaduvanshi, Deepak, and Ashu Sharma. "Lean Six Sigma in Health Operations." Journal of Health Management 19, no. 2 (April 27, 2017): 203–13. http://dx.doi.org/10.1177/0972063417699665.

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The hospitals over the last few years have been facing major issues and challenges; the patients aspire world-class health care quality delivery while state and health insurance companies demand the delivery at the lowest price. Lean which eliminates the waste and Six Sigma which decreases the variation in hospital processes are complementary quality improvement tools that can help to achieve these goals. The lean principles have been now successfully applied to the delivery of health care over the last few years. Lean management primary begins with underlying principle of eliminating waste. In order for lean methodology to be successful and able to enhance the operations the hospital must first work to create an organizational culture that is receptive to lean thinking. The commitment to start lean must start from the top management, and the junior staff must be involved. Whether manufacturing a car or delivering health care to a patient, the industry worker or health personal relies on multiple, disorganized, chaotic and complex in-built system and processes to accomplish the goal to deliver value to the customer or patient. It is a widely held dictum that once the lean principles are applied rigorously and throughout an entire organization, it can have a positive impact on productivity, cost, quality and timely delivery in a resource limited settings of Indian subcontinent. In hospital industry, the operational efficiency means rapid access to care, minimum waiting time while at the same time delivering defect free quality care at the minimum cost. We believe the Lean Six Sigma (LSS) is a panacea management philosophy to overcome the burgeoning health and hospital industry challenges.
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Laureani, Alessandro, and Jiju Antony. "Standards for Lean Six Sigma certification." International Journal of Productivity and Performance Management 61, no. 1 (December 2, 2011): 110–20. http://dx.doi.org/10.1108/17410401211188560.

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Pickrell, Gary, Harry J. Lyons, and Judy Shaver. "Lean Six Sigma implementation case studies." International Journal of Six Sigma and Competitive Advantage 1, no. 4 (2005): 369. http://dx.doi.org/10.1504/ijssca.2005.008503.

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Heuvel, Jaap Van Den, Ronald J. M. M. Does, and Henk De Koning. "Lean Six Sigma in a hospital." International Journal of Six Sigma and Competitive Advantage 2, no. 4 (2006): 377. http://dx.doi.org/10.1504/ijssca.2006.011566.

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Koning, Henk De, Ronald J. M. M. Does, and Soren Bisgaard. "Lean Six Sigma in financial services." International Journal of Six Sigma and Competitive Advantage 4, no. 1 (2008): 1. http://dx.doi.org/10.1504/ijssca.2008.018417.

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Kovach, Jamison V., Lila L. Carden, and Miguel A. Ramos. "'Flipping' the Lean Six Sigma classroom." International Journal of Six Sigma and Competitive Advantage 8, no. 3/4 (2014): 227. http://dx.doi.org/10.1504/ijssca.2014.067549.

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Dahm, Markus H. "Mehr Effizienz mit Lean Six Sigma." Bankmagazin 60, no. 12 (November 30, 2011): 28–30. http://dx.doi.org/10.1365/s35127-011-0261-3.

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Da Silva, Orlando Roque, Alessandro Marco Rosini, Arnoldo J. H. Guevara, Angelo Palmisano, and Delvio Venanzi. "LEAN SIX SIGMA: MULTIPLE CASE STUDY." Journal on Innovation and Sustainability. RISUS ISSN 2179-3565 9, no. 1 (March 1, 2018): 74. http://dx.doi.org/10.24212/2179-3565.2018v9i1p74-84.

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Lean Six Sigma is a management focused on quality and productive performance in operating systems. This article discusses the foundations of this methodology through of two different conceptions of management, Lean Manufacturing and Six Sigma. First of the article explain the DMAIC (define measure, analyze, improve and control) and their respective phases, after the Lean philosophy with the sipoc and value stream mapping techniques. The article aims to show integration of these two conception and their results. The methodology consisted in a theory was based on a literature search an exploratory research which consisted of three case studies in differences companies located in Sorocaba, São Paulo. In this article studies the applying of Lean Six Sigma and its results.
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Atmaca, Ediz, and S. Sule Girenes. "Lean Six Sigma methodology and application." Quality & Quantity 47, no. 4 (November 23, 2011): 2107–27. http://dx.doi.org/10.1007/s11135-011-9645-4.

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Callewaert, Marion, and Claire Gomart. "Le Lean Six Sigma chez Hexcel." Revue Française de Gestion Industrielle 31, no. 4 (December 1, 2012): 57–60. http://dx.doi.org/10.53102/2012.31.04.676.

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Colders, Antoine, and Sophie Vitrant. "Lean Six Sigma chez LISI Aerospace." Revue Française de Gestion Industrielle 31, no. 4 (December 1, 2012): 47–56. http://dx.doi.org/10.53102/2012.31.04.674.

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Shokri, Alireza. "Quantitative analysis of Six Sigma, Lean and Lean Six Sigma research publications in last two decades." International Journal of Quality & Reliability Management 34, no. 5 (May 2, 2017): 598–625. http://dx.doi.org/10.1108/ijqrm-07-2015-0096.

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Purpose The purpose of this paper is to extend previous studies to a hybrid analysis of three business improvement practices of Lean, Six Sigma and Lean Six Sigma (LSS) within last two decades and identify the research gaps and focusses in more comprehensive and robust classification framework. Design/methodology/approach A secondary data collection and a literature review were conducted to collect information about peer-reviewed journal articles under six dimensions of a tested classification framework. The frequency and distribution analysis was conducted followed by Pearson’s χ2 test to analyse any relationship between dimensions of framework in order to identify the gap. Findings Despite a relatively great deal of regular research outputs about Six Sigma, Lean and LSS, academic journal articles have been found mainly limited to a few industries, themes and countries. “General manufacturing”, “healthcare”, “automotive” and “electronic industries” as sectors; and “tools and techniques”, “benefits” and “success factors” as key themes have been mostly approached by LSS, Six Sigma and lean management articles. It was also found that there is still a great disparity amongst researchers and journals to publish about these three business improvement practices. Research limitations/implications The research publications for LSS, Six Sigma and lean management should have wider approach towards various manufacturing and service sectors, countries and journal publications. A greater level of research/enterprise activities has been found in relation to LSS and Six Sigma articles compared to lean management articles. Originality/value This research aims to identify the gaps in research publications during last two decades about three major business improvement practices in one package and through more comprehensive robust classification framework and also through comparative analysis.
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Patel, Anand S., and Kaushik M. Patel. "Critical review of literature on Lean Six Sigma methodology." International Journal of Lean Six Sigma 12, no. 3 (January 11, 2021): 627–74. http://dx.doi.org/10.1108/ijlss-04-2020-0043.

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Purpose This paper aims to develop an initial understanding of the Lean Six Sigma methodology since its inception and examine the few Lean Six Sigma dimensions as a research domain through a critical review of the literature. Design/methodology/approach The paper is structured in two-part. The first part of the paper attempts to dwell on the evolution of the Lean Philosophy and Six Sigma methodology individually and the emergence of Lean Six Sigma methodology, covered under the Lean Six Sigma: a historical outline section. The second part of the study examines the dimensions associated with Lean Six Sigma such as frameworks, critical success factors, critical failure factors, type of industry, performance metric, year, publisher and journal, based on a total of 223 articles published in 72 reputed journals from the year 2000 to 2019 as a literature review. Findings The adoption of Lean Six Sigma, as a continuous improvement methodology, has grown enormously in the manufacturing and few service sectors such as health care and higher education during the past decade. The study revealed that researchers came out with conceptual frameworks for the implementation of Lean Six Sigma, whereas the validation through case studies seems to be lacking. The integration of Lean Six Sigma and other approaches with a focus on sustainability and the environment has emerged as a research field. A few of the most common critical success and failure factors were identified from the articles studied during the study. Research limitations/implications This paper may not have included some of the studies due to the inaccessibility and selection criteria followed for the study. Originality/value This paper will provide an initial introduction on Lean, Six Sigma and Lean Six Sigma and research insights Lean Six Sigma to beginners such as students, researchers and entry-level professionals.
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Hess, James D., and Bruce A. Benjamin. "Applying Lean Six Sigma within the university: opportunities for process improvement and cultural change." International Journal of Lean Six Sigma 6, no. 3 (August 3, 2015): 249–62. http://dx.doi.org/10.1108/ijlss-12-2014-0036.

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Purpose – The purpose of this paper is to review the historical development of Lean Six Sigma and to identify the relevant opportunities for the application of Lean Six Sigma within the university setting. The paper also discusses the challenges of Lean Six Sigma implementation in higher education, as well as the cultural changes necessary to provide an appropriate climate for its long-term success. Design/methodology/approach – The paper contains a comprehensive discussion of the development of Lean Six Sigma over the past three decades. Additionally, the paper describes how Lean Six Sigma may be applied in the university setting to improve processes in curriculum delivery; business and auxiliary services; admissions and enrollment management; and research. Findings – Lean Six Sigma can be applied to facilitate process improvements in curriculum delivery; business and auxiliary services; admissions and enrollment management; and research. While obstacles to Lean Six Sigma implementation exist, the process improvements and resulting cultural changes are worthwhile and noteworthy. Research limitations/implications – The paper serves as a guide for how Lean Six Sigma processes can be utilized in the higher education setting. Other researchers and practitioners may use the paper as a practical orientation to Lean Six Sigma in the university setting. Originality/value – Due to the unique culture of higher education, the application of Lean Six Sigma to university processes has been sparse. The paper provides a needed orientation as to how Lean Six Sigma may be applied to improve some of the more important functional aspects of the university.
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Pusporini, Pregiwati, Kazem Abhary, and Lee H. S. Luong. "Environmental Performance as Key Performance Indicators in the Lean Six-Sigma Methodology." Advanced Materials Research 488-489 (March 2012): 1082–86. http://dx.doi.org/10.4028/www.scientific.net/amr.488-489.1082.

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Lean six-sigma methodology focuses on continuous improvement approach with an emphasis on improving the product quality and reducing waste. Recent studies of lean six-sigma methodology indicated that this methodology commonly focus on four areas of performance namely quality, cost time and service. In this paper, an environmental performance is proposed into lean six-sigma methodology. An environmental performance needs to be integrated into lean six-sigma as a new paradigm of lean six-sigma methodology to achieve overall competitiveness of product.
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Knapp, Susan. "Lean Six Sigma implementation and organizational culture." International Journal of Health Care Quality Assurance 28, no. 8 (October 12, 2015): 855–63. http://dx.doi.org/10.1108/ijhcqa-06-2015-0079.

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Purpose – The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components – management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure. Design/methodology/approach – The study involved surveying 446 human resource and quality managers from 223 hospitals located in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument. Findings – In total, 104 completed responses were received and analyzed using multivariate analysis of variance. Follow-up analysis of variances showed management support was significant, F(3, 100)=4.89, p < 0.01, η2=1.28; infrastructure was not significant, F(3, 100)=1.55, p=0.21, η2=0.05; and using Lean Six Sigma methods was also not significant, F(3, 100)=1.34, p=0.26, η2=0.04. Post hoc analysis identified group and development cultures having significant interactions with management support. Practical implications – The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean Six Sigma initiative key components. This information assists hospital staff who are considering implementing quality initiatives by providing an understanding of what cultural values correspond to effective Lean Six Sigma implementation. Originality/value – Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm’s influence can utilize strategies to better implement Lean Six Sigma.
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Huda, Miftakul. "ANALISIS PERBAIKAN KUALITAS INJECTION PART DENGAN PENDEKATAN LEAN SIX SIGMA." EKOMABIS: Jurnal Ekonomi Manajemen Bisnis 1, no. 01 (January 21, 2020): 79–90. http://dx.doi.org/10.37366/ekomabis.v1i01.7.

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Lean Six Sigma is a collective approach, which uses various techniques and tools for quality improvement. Here, Lean Six Sigma methodology was applied to a small injection molding unit (which can be taken as representative of small and medium-size industries) manufacturing casing of electronics part. The DMAIC (Define, Measure, Analyze, Improve and Control) approach of Lean Six Sigma was applied to reduce the rejection rate of the casing (child part of an electronic product) by changing setting parameters: mold temperature, injection pressure and injection speed in the injection mold process. The statistical techniques such as DOE full factorial experiment, and process capability analysis were done to finding the process capability before and after the Lean Six Sigma implementation. After implementing the Lean Six Sigma DMAIC approach it was found that injection molding firms can increase their profit by increase yield rate and deleting rejection rate of casing part. Lean Six Sigma implementation increase the process sigma level from 4,3σ to 4,7σ by a reduction in casing flow mark variation and transparency. This increase in sigma level will give defect cost reduction to the industry which is a good figure for such an industry. Abstrak Lean Six Sigma adalah pendekatan kolektif, yang menggunakan berbagai teknik dan alat untuk peningkatan kualitas. Di sini, metodologi Lean Six Sigma diterapkan pada unit injection molding kecil (yang dapat dianggap mewakili industri ukuran kecil dan menengah) manufaktur casing part. Pendekatan DMAIC (Define, Measure, Analyze, Improve and Control) Lean Six Sigma diterapkan untuk mengurangi tingkat penolakan casing part (bagian anak dari produk elektronik) dengan mengubah tiga setting parameter: suhu mold, tekanan dan kecepatan injection dalam proses cetakan injeksi. Teknik statistik seperti DOE full factorial experiment,dan analisis kemampuan proses dilakukan untuk menemukan kemampuan proses sebelum dan sesudah implementasi Lean Six Sigma. Setelah menerapkan pendekatan Lean Six Sigma DMAIC ditemukan bahwa perusahaan injection molding dapat meningkatkan keuntungannya dengan menaikan yield rate dengan mengendalikan tingkat penolakan casing part. Implementasi Lean Six Sigma meningkatkan tingkat sigma proses dari 4,3σ menjadi 4,8σ dengan mengurangi variasi flow mark dan transperancy. Kenaikan tingkat sigma ini akan memberikan pengurangan biaya akibat cacat ke industri yang merupakan contoh yang baik untuk industri semacam ini.
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Murry, Bernard. "Vous avez dit : Green Belts, Black Belts, Six Sigma, Lean Six Sigma ?" Revue Française de Gestion Industrielle 31, no. 4 (December 1, 2012): 23–29. http://dx.doi.org/10.53102/2012.31.04.671.

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Pacheco, Diego, Isaac Pergher, Guilherme Luís Roehe Vaccaro, Carlos Fernando Jung, and Carla ten Caten. "18 comparative aspects between Lean and Six Sigma." International Journal of Lean Six Sigma 6, no. 2 (June 1, 2015): 161–75. http://dx.doi.org/10.1108/ijlss-05-2014-0012.

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Purpose – This paper aims to presents a conceptual comparative analysis of Lean manufacturing and Six Sigma, highlighting 18 critical aspects between such approaches and their respective implications for management decision-making. Design/methodology/approach – Qualitative approach based on the results obtained from literature review about Lean and Six Sigma. Findings – The main points of divergence between Lean and Six Sigma have been highlighted based on 18 criteria. Seventeen criteria are proposed as a result of a review of the literature and one criterion, and “quality control”, is suggested by the authors. Research limitations/implications – This article mitigates the literature gap regarding whether and how Lean and Six Sigma are synergistic approaches. Practical implications – This study enables decision-makers to evaluate the Lean and Six Sigma practices. The results of the analysis performed originated three observations: first, both approaches are predominantly complementary; second, it is possible to create a single model integrating both approaches studied in this research; and third, when Lean is implemented as stand-alone approach, it falls short of specific tools to leverage its full potential according to the complexity of the problem under consideration. Originality/value – This paper analyzes which aspects from Lean and Six Sigma can be learnt from organizational change and productivity improvement efforts. The analysis includes a comparison of 18 critical aspects for practical use of Lean and Six Sigma.
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