Example of International Journal of Lean Six Sigma format
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Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format
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Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format Example of International Journal of Lean Six Sigma format
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open access Open Access

International Journal of Lean Six Sigma — Template for authors

Publisher: Emerald Publishing
Categories Rank Trend in last 3 yrs
Strategy and Management #69 of 440 down down by 7 ranks
Management Science and Operations Research #29 of 166 -
Industrial and Manufacturing Engineering #65 of 336 down down by 12 ranks
journal-quality-icon Journal quality:
High
calendar-icon Last 4 years overview: 153 Published Papers | 793 Citations
indexed-in-icon Indexed in: Scopus
last-updated-icon Last updated: 19/07/2020
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Related Journals

open access Open Access
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Quality:  
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SJR: 1.331
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Journal Performance & Insights

CiteRatio

SCImago Journal Rank (SJR)

Source Normalized Impact per Paper (SNIP)

A measure of average citations received per peer-reviewed paper published in the journal.

Measures weighted citations received by the journal. Citation weighting depends on the categories and prestige of the citing journal.

Measures actual citations received relative to citations expected for the journal's category.

5.2

8% from 2019

CiteRatio for International Journal of Lean Six Sigma from 2016 - 2020
Year Value
2020 5.2
2019 4.8
2018 4.9
2017 3.8
2016 3.0
graph view Graph view
table view Table view

0.578

38% from 2019

SJR for International Journal of Lean Six Sigma from 2016 - 2020
Year Value
2020 0.578
2019 0.938
2018 0.814
2017 0.802
2016 0.939
graph view Graph view
table view Table view

1.562

24% from 2019

SNIP for International Journal of Lean Six Sigma from 2016 - 2020
Year Value
2020 1.562
2019 2.055
2018 1.52
2017 1.224
2016 1.308
graph view Graph view
table view Table view

insights Insights

  • CiteRatio of this journal has increased by 8% in last years.
  • This journal’s CiteRatio is in the top 10 percentile category.

insights Insights

  • SJR of this journal has decreased by 38% in last years.
  • This journal’s SJR is in the top 10 percentile category.

insights Insights

  • SNIP of this journal has decreased by 24% in last years.
  • This journal’s SNIP is in the top 10 percentile category.

International Journal of Lean Six Sigma

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Emerald Publishing

International Journal of Lean Six Sigma

Lean and Six Sigma are the two most powerful strategies for achieving operational and service excellence in any organisation today. Although these two methodologies have been around for several years, there are no peer-reviewed international journals covering both aspects in r...... Read More

Management Science and Operations Research

Decision Sciences

i
Last updated on
18 Jul 2020
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ISSN
2040-4166
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Impact Factor
High - 1.342
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Acceptance Rate
Not provided
i
Frequency
Not provided
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Open Access
Yes
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Sherpa RoMEO Archiving Policy
Green faq
i
Plagiarism Check
Available via Turnitin
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Endnote Style
Download Available
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Bibliography Name
Emerald Bib Citation
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Citation Type
Author Year
(Blonder et al., 1982)
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Bibliography Example
Blonder, G.E., Tinkham, M. and Klapwijk, T.M. (1982), “Transition from metallic totunneling regimes in superconducting microconstrictions: Excess current, charge im-balance, and supercurrent conversion”, Phys. Rev. B, Vol. 25 No. 7, pp. 4515–4532, URL 10.1103/PhysRevB.25.4515.

Top papers written in this journal

Journal Article DOI: 10.1108/20401461011033130
Lean Six Sigma – getting better all the time

Abstract:

Purpose – The purpose of this paper is to assess Lean Six Sigma to identify important advances over the last ten to 15 years and discuss emerging trends that suggest how the methodology needs to evolve. The goal is to aid those who want to use the method to improve performance as well as assist those developing improvement me... Purpose – The purpose of this paper is to assess Lean Six Sigma to identify important advances over the last ten to 15 years and discuss emerging trends that suggest how the methodology needs to evolve. The goal is to aid those who want to use the method to improve performance as well as assist those developing improvement methodologies.Design/methodology/approach – The use and development of Lean Six Sigma is reviewed including the origins of the method, the what, why and benefits of the method, how the approach is different, the integration of Lean and Six Sigma, implementation mistakes made, lessons learned and developments needed in the future.Findings – It is found that organizations have many different improvement needs that require the objectives and methods contained in the lean and Six Sigma methodologies. It is also found that deployment and sustaining improvements are major issues that can be overcome by building a sustaining infrastructure and making improvement a business process. Critical is... read more read less

Topics:

Lean Six Sigma (79%)79% related to the paper, Human performance technology (69%)69% related to the paper, Lean project management (68%)68% related to the paper, Design for Six Sigma (68%)68% related to the paper, Lean laboratory (66%)66% related to the paper
463 Citations
Journal Article DOI: 10.1108/20401461211243702
Four decades of lean: a systematic literature review
Kyle B. Stone1

Abstract:

Purpose – The purpose of this paper is to present a systematic review of four decades of scholarly lean literature and identify phases of lean while highlighting core knowledge and voids from within the scholarly lean literature.Design/methodology/approach – The methodology applied to better understand lean over the past four... Purpose – The purpose of this paper is to present a systematic review of four decades of scholarly lean literature and identify phases of lean while highlighting core knowledge and voids from within the scholarly lean literature.Design/methodology/approach – The methodology applied to better understand lean over the past four decades was a systematic review of literature, as described by Machi and McEvoy in The Literature Review: Six Steps to Success.Findings – This literature review has synthesized and categorized four decades of scholarly literature, along with influential books from credible researchers and practitioners of lean, in an effort to decipher the lean thinking paradigm from jargon to a commonly‐shared language. In total, five themes evolved from the analysis starting with the Discovery phase (1970‐1990), Dissemination phase (1991‐1996), Implementation phase (1997‐2000), Enterprise phase (2001‐2005), and the most recent phase of Performance (2006‐2009).Research limitations/implications – The... read more read less

Topics:

Lean project management (66%)66% related to the paper, Lean manufacturing (55%)55% related to the paper, Systematic review (50%)50% related to the paper
281 Citations
Journal Article DOI: 10.1108/20401461011075035
The integration of Six Sigma and lean management
Souraj Salah1, Abdur Rahim1, Juan A. Carretero1

Abstract:

Purpose – Lean and Six Sigma are the two most important continuous improvement (CI) methodologies for achieving operational and service excellence in any organization. The purpose of this paper is to explain how lean compares to the Six Sigma and outline the benefits for integrating them. Also, this paper discusses the existi... Purpose – Lean and Six Sigma are the two most important continuous improvement (CI) methodologies for achieving operational and service excellence in any organization. The purpose of this paper is to explain how lean compares to the Six Sigma and outline the benefits for integrating them. Also, this paper discusses the existing models that describe how Six Sigma and lean fit together. A new detailed description for integrating Six Sigma and lean is developed to provide an improved approach for CI.Design/methodology/approach – The following research included proposals and discussion, which were mainly based on the authors' own findings and experience, in addition to a literature‐based review of some of the most common and traditional lean and Six Sigma models.Findings – The paper proposes a new lean Six Sigma (LSS) approach and provides a detailed description of its phases. The paper also presents the views on the integration benefits as well as on how Six Sigma compares to lean. Six Sigma and lean are rel... read more read less

Topics:

Lean Six Sigma (85%)85% related to the paper, Lean project management (69%)69% related to the paper, Design for Six Sigma (68%)68% related to the paper, Human performance technology (68%)68% related to the paper, Six Sigma (65%)65% related to the paper
237 Citations
Journal Article DOI: 10.1108/20401461111135037
Lean, agile, resilient and green: divergencies and synergies
Helena Carvalho1, Susana Duarte1, V. Cruz Machado1

Abstract:

Purpose – This paper aims to explore the divergences and commitments between the lean, agile, resilient and green paradigms while investigating the effect of paradigms' practices within supply chain attributes.Design/methodology/approach – A conceptual model with lean, agile, resilient and green practices and supply chain man... Purpose – This paper aims to explore the divergences and commitments between the lean, agile, resilient and green paradigms while investigating the effect of paradigms' practices within supply chain attributes.Design/methodology/approach – A conceptual model with lean, agile, resilient and green practices and supply chain management attributes is proposed. Causal diagrams were used to represent the relationships between paradigm practices and supply chain attributes. The four diagrams were aggregated to build the conceptual model.Findings – The conceptual model allows for the identification of synergies and divergences resulting from the paradigms practices implementation. The synergies between paradigms are related to “information frequency” and “integration level” increasing as well as reduction of “production lead time” and “transportation lead time”. However, other supply chain attributes such as “capacity surplus”, “inventory level” and “replenishment frequency” are affected in opposite directions by... read more read less

Topics:

Lean project management (58%)58% related to the paper, Supply chain management (57%)57% related to the paper, Supply chain (56%)56% related to the paper, Lead time (54%)54% related to the paper, Lean manufacturing (52%)52% related to the paper
230 Citations
Journal Article DOI: 10.1108/IJLSS-12-2012-0014
Exploring barriers in lean implementation
J. R. Jadhav1, S. S. Mantha2, Santosh B. Rane1

Abstract:

Purpose – The purpose of this paper is to present an analysis of research on lean focusing on barriers in its implementation through a systematic literature survey. Design/methodology/approach – A literature survey of peer-reviewed journal articles, survey reports, master theses, doctoral theses and paradigmatic books with ma... Purpose – The purpose of this paper is to present an analysis of research on lean focusing on barriers in its implementation through a systematic literature survey. Design/methodology/approach – A literature survey of peer-reviewed journal articles, survey reports, master theses, doctoral theses and paradigmatic books with managerial impact is used as the research methodology. Findings – The findings derived from the evaluation of the publications analyzed have led to the identification of 24 lean barriers. The success of lean implementation will not be entirely based on application of appropriate tools and techniques alone but also on the top managements' involvement and leadership, workers' attitude, resources and the organizational culture. Research limitations/implications – This literature survey is primarily focused on lean implementation in the manufacturing sector. Practical implications – This paper explores barriers for successful lean implementation and provides a concise description of the bar... read more read less

Topics:

Lean project management (73%)73% related to the paper, Literature survey (60%)60% related to the paper, Organizational culture (51%)51% related to the paper
206 Citations
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Frequently asked questions

1. Can I write International Journal of Lean Six Sigma in LaTeX?

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13. What is Sherpa RoMEO Archiving Policy for International Journal of Lean Six Sigma?

SHERPA/RoMEO Database

We extracted this data from Sherpa Romeo to help researchers understand the access level of this journal in accordance with the Sherpa Romeo Archiving Policy for International Journal of Lean Six Sigma. The table below indicates the level of access a journal has as per Sherpa Romeo's archiving policy.

RoMEO Colour Archiving policy
Green Can archive pre-print and post-print or publisher's version/PDF
Blue Can archive post-print (ie final draft post-refereeing) or publisher's version/PDF
Yellow Can archive pre-print (ie pre-refereeing)
White Archiving not formally supported
FYI:
  1. Pre-prints as being the version of the paper before peer review and
  2. Post-prints as being the version of the paper after peer-review, with revisions having been made.

14. What are the most common citation types In International Journal of Lean Six Sigma?

The 5 most common citation types in order of usage for International Journal of Lean Six Sigma are:.

S. No. Citation Style Type
1. Author Year
2. Numbered
3. Numbered (Superscripted)
4. Author Year (Cited Pages)
5. Footnote

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