Lean Six Sigma

About: Lean Six Sigma is a research topic. Over the lifetime, 1919 publications have been published within this topic receiving 29142 citations.

Lean Six Sigma in developing countries: evidence from a large Brazilian manufacturing firm

Abstract: Purpose Although the literature on Lean Six Sigma (LSS) implementation has evolved, a deeper understanding of the LSS practices applied in organisations in developing countries is needed. This paper aims to analyse LSS in a manufacturing company in the context of LSS implementation in an emerging economy. Design/methodology/approach This paper uses case-based research. Data collected in a large manufacturing company through multiple sources of evidence were triangulated to derive the findings. This paper analyses aspects related to the implementation of both programmes and their synergy, as well as some critical and failure factors. Findings The main results show that Lean and Six Sigma are applied separately in two different programmes. Some aspects that are necessary to increase the integration of both approaches were identified while considering each phase of the DMAIC and the current approach applied by the company. Although some positive results have been achieved, there are many critical and failure factors that may influence the implementation of both approaches, such as employee training and changes in the organisational environment. Finally, the comprehensive integration of both approaches needs to be undertaken by the company. Research limitations/implications The findings from this single case study cannot be generalised. Practical implications This paper may be used as a guiding reference for managers and consultants to help them when working towards more successful LSS implementation. Originality/value First, this paper investigates LSS in a manufacturing firm located in a developing country; this issue is still seldom addressed in the literature. Second, it may contribute to practitioners’ knowledge by delivering insights into a real context, as well as the relevant issues to be addressed when implementing LSS in similar contexts.

Improving Healthcare Referral System Using Lean Six Sigma

Abstract: The World Health Organization considers the referral system, begun in 1978, to be one of the primary components of any medical system. Referral is the procedure of directing a patient to an appropriate specialist or agency. This research uses King Abdullah Medical City in Makkah, Saudi Arabia as a case study to explore using Lean Six Sigma as a way to improve healthcare referral system. King Abdullah Medical City received 16,807 referral requests in 2015, a 13.6% increase compared with 2014. Over time, the process of referral unwieldy, making the process less efficient and effective. By addressing the application of Lean principles and Six Sigma methodology to improve the referral process, this study reveals implications for their use in the healthcare industry. Then DMAIC methodology was utilized to decrease the delay in physicians’ response time to the referral system. After the Lean Six Sigma project was completed, a noticeable improvement in compliance to response times was achieved and sigma improved from 2.05 to 2.2; even greater improvement is expected after all of the long term recommendations have been applied.

Sustaining Public Sector Lean Six Sigma: Perspectives from North America

Abstract: The aim of this research was to identify characteristics that sustained process improvement efforts in the publicsector, with a focus on Lean Six Sigma as practiced in North America. The research methodology consisted ofqualitative survey instruments, including open-ended questionnaires and in-depth interviews. The research found thatpublic sector organizations encounter s number of implementation barriers not found in for-profit or not-for-profitnon-public entities. A list of factors that drove both success and failure in short and long term process improvementimplementations was generated. Based on this list, a set of success factors was developed and synthesized. The resultwas a common set of fundamental practices that were shared by public sector organizations that sustained theirprocess improvement programs. Those factors were: (a) they deployed a sound, consistent, and robust methodology;(b) they built trust by removing fear; (c) they initiated long-term cultural change; and (d) they communicated thevision to all stakeholders.

Modelling interactions of select enablers of Lean Six-Sigma considering sustainability implications: an integrated circular economy and Industry 4.0 perspective

Abstract: Industry 4.0 is expected to impact the decision-making and response time of organizations and shall reduce them drastically. With cyber-physical systems, internet, smart factories Industry 4.0 is e...