Lean Six Sigma Implementation Research Articles

Readiness assessment of lean six sigma implementation in the manufacturing industry as a way to ensure sustainability

Lean Six Sigma (LSS) is a strategy to overcome the problems that occur to improve the efficiency and effectiveness of the company through the elimination of variation and waste. efficiency and effectiveness will ensure the sustainability of the company. Several factors affect the success of LSS implementation in the company. Therefore, to be successful in LSS implementation, an assessment is needed to measure the level of LSS readiness (Lean Six Sigma Readiness/LESIRE). This article discusses the measurement of the readiness level of the plastic industry in Indonesia in the implementation of LSS. In addition to measuring the level of readiness, this article also discusses what important factors must be prepared in advance to be ready for LSS implementation. Data was collected by distributing questionnaires and processed using the fuzzy method. Factors that influence success consist of 5 enablers, 19 criteria, and 55 attributes. The results showed that the industry studied was categorized as Almost Ready. Attributes that need to be improved to increase LSS readiness are company initiatives in development, learning processes in development, improving workforce skills, customer-focused organizations or companies, strategic and visionary leadership, responsibility, authority and communication, planning, feedback loop design, eliminating waste, high impact of customer satisfaction, and technology improvement.

Readiness level assessment for lean Six Sigma implementation in the healthcare sector

PurposeThe purpose of this study is to identify the critical readiness factors (CRFs) that mainly affect the implementation of Lean Six Sigma (LSS) in an organization and their interactions, and to develop a model that allows the management to assess the Lean Implementation Readiness Level.Design/methodology/approachThe methodology is separated into two main parts: the literature review and the assessment model development. In the literature review, the main CRFs and their interactions for LSS implementation in Scopus Data Base were identified. The second part of the methodology is the model development. It was built on a stepwise framework that considers the relations among the CRFs and their importance. Moreover, it was used fuzzy-based linguistic variables given by the experts working in the company to consider the actual performance rating of each CRF. The model has been validated in the healthcare sector in nine hospitals.FindingsFrom the model application, it is possible to note that the most frequent level among the nine hospitals interviewed is “Average Ready”. Also, the most extreme level of readiness occurred ones while the most extreme level of not readiness never occurred. Results show that in 78% of the cases, there would have been a high probability of implementation failure. Also, it was possible to identify for each hospital if the CRFs are good, if they are weak and need to change or if another factor needs to be improved before it and what this factor is.Originality/valueThis work proposes a new methodology that eliminates the negative aspects and limitations of the total interpretive structural modeling methodology and the fuzzy logic approach currently applied to evaluate the LSS readiness of a company. The present methodology lies in the fact that it provides a solution not only by defining the weak CRFs but also by giving an indication of priority as it identifies the weak antecedent factors that inhibit the preparedness of the depending factors.

Structural Equation Modeling of The Critical Success Factors of Lean Six Sigma Implementation in Nigeria

This study investigates the critical success factors (CSFs) of Lean Six Sigma (LSS) implementation and their impact on organizational growth in Nigerian enterprises. The objectives were to identify crucial CSFs for successful LSS deployment and assess their significance in achieving organizational growth. A mixed-method approach was used, including literature analysis, expert judgments, and a survey of 130 participants from various industries. The survey questionnaire employed a 5-point Likert scale to collect data on LSS CSFs and implementation success metrics. Structural equation modeling (SEM) with SmartPLS 4.0 analyzed the data, revealing that LSS CSFs significantly contribute (up to 39.2 percent) to the success of LSS implementations. The study identified 12 critical LSS CSFs, categorized into workers, business, and management, each influencing LSS implementation. Recommendations include creating a supportive environment, providing comprehensive training, and prioritizing continuous improvement efforts for successful LSS deployment. Future research possibilities include longitudinal studies, sector-specific analyses, and qualitative investigations to deepen understanding and enhance LSS implementation outcomes. In conclusion, successful LSS implementation empowers Nigerian organizations with improved productivity, waste reduction, and sustainable production systems, leading to overall growth and success.

Operational excellence of the steel industry using the Lean Six Sigma approach: a case study

PurposeThis article aims to focus on implementing Lean Six Sigma (LSS) in steel manufacturing to enhance productivity and quality in the galvanizing process line. In recent trends, manufacturing organizations have expressed strong interest in the LSS since they attempt to enhance its overall operations without imposing significant financial burdens.Design/methodology/approachThis article used lean tools and Six Sigma's DMAIC (Define, Measure, Analyze, Improve and Control) with Yin's case study approach. This study tried to implement the LSS for the steel galvanizing process in order to reduce the number of defects using various LSS tools, including 5S, Value stream map (VSM), Pareto chart, cause and effect diagram, Design of experiments (DoE).FindingsResults revealed a significant reduction in nonvalue-added time in the process, which led to improved productivity and Process cycle efficiency (PCE) attributed to applying lean-Kaizen techniques. By deploying the LSS, the overall PCE improved from 22% to 62%, and lead time was reduced from 1,347 min to 501 min. DoE results showed that the optimum process parameter levels decreased defects per unit steel sheet.Practical implicationsThis research demonstrated how successful LSS implementation eliminates waste, improves process performance and accomplishes operational distinction in steel manufacturing.Originality/valueSince low-cost/high-effect improvement initiatives have not been adequately presented, further research studies on adopting LSS in manufacturing sectors are needed. The cost-effective method of process improvement can be considered as an innovation.

Implementing Lean Six Sigma in a multispecialty hospital through a change management approach

PurposeMany healthcare institutions, such as hospitals, have recently implemented quality improvement initiatives such as Lean Six Sigma (LSS). However, only a few have sustained the initiatives and remained successful. One of the main reasons for the failure of LSS implementation is that managers tend to view LSS as individual projects. Managers lack a Change Management (CM) focus during the implementation. The primary purpose of this study is to document the implementation of LSS through a CM approach to improve sustainability.Design/methodology/approachDefine-Measure-Analyse-Improve-Control (DMAIC) and the Awareness-Desire-Knowledge-Ability-Reinforcement (ADKAR), a popular CM approach, are combined to propose a new framework. The usefulness of the proposed framework is demonstrated using a case study in a multispeciality hospital located in southern India.FindingsThe study found that several factors are responsible for the high Length of Stay (LOS) for patients in the Emergency Department (ED). By implementing this proposed model to implement LSS and taking corrective actions, the average LOS was reduced from 267 to 158 min (a 40% reduction approximately).Practical implicationsThe complete step-by-step approach is explained, and the LOS was considerably reduced during the pilot project. The findings will provide valuable insights for healthcare practitioners to understand the steps involved in the combined DMAIC-ADKAR model. The findings would also give healthcare practitioners the confidence to identify suitable tools and implement LSS in organisations where the practitioners work.Originality/valueAccording to the authors' knowledge, this is the first study that synergises two models (DMAIC and ADKAR) into a single framework to implement in a hospital.

Analyzing critical success factors of Lean Six Sigma for implementation in Indian manufacturing MSMEs using best-worst method

PurposeThis study aims to identify, analyze and rank the critical success factors (CSFs) of Lean Six Sigma (LSS) implementation in Indian manufacturing sector based micro, small and medium enterprises (MSMEs). This study provides critical insight for managers and researchers aspiring for successful implementation of LSS in Indian manufacturing MSMEs.Design/methodology/approachThe CSFs were extracted from literature followed by a questionnaire-based survey from 120 industry professionals with extensive knowledge and experience about LSS working in Indian manufacturing MSMEs. Further, the CSFs were grouped based on their fundamental relevance and ranked using best worst method (BWM) approach using inputs from LSS experts.FindingsThis study provides insights on success factors that have helped Indian manufacturing MSMEs to implement LSS. The findings signify that “Strategy based CSFs” were ranked as the top most important factors, followed by two other category factors namely “Bottom-Line CSFs” and “Supplier based and other category-based CSFs”.Research limitations/implicationsThe proposed research is specifically relevant to the context of MSMEs in the Indian manufacturing sector. In the future, the same approach can be extended to a global context, encompassing service sector-based MSMEs in healthcare and finance.Practical implicationsThis study provides valuable inputs for managers, decision-makers, industrial practitioners and researchers about Indian manufacturing MSMEs. The identified CSFs and their prioritization offer a roadmap for successful adoption of LSS. Managers can allocate resources, and make strategic decisions based on the prioritized CSFs. Decision-makers can align their initiatives with the identified CSFs. Industrial practitioners gain insights to enhance their LSS initiatives, and researchers can focus their efforts on areas critical to LSS implementation in Indian MSMEs. Furthermore, the structured approach employed in this study can be adopted by various MSME sectors globally, thereby broadening the comprehension of LSS implementation.Originality/valueThis study contributes to the existing body of knowledge by addressing the gaps in literature on CSFs related to LSS adoption within Indian manufacturing MSMEs. While LSS has been widely studied, there is limited focus on its adoption in the context of Indian MSMEs. The combination of extensive literature review, questionnaire-based survey and the application of the BWM approach for prioritizing CSFs adds originality to the research.

Implementing Lean Six Sigma in financial services: the effect of motivations, selected methods and challenges on LSS program- and organizational performance

PurposeThe purpose of this paper is to contribute to the limited body of empirical knowledge on the impact of Lean Six Sigma (LSS) program implementations on organizational performance in financial services by investigating how antecedents of Lean Six Sigma program success (motivations, selected LSS methods and challenges) affect organizational performance enhancement via LSS program performance.Design/methodology/approachA sample of 198 LSS professionals from 7 countries are surveyed. Structural equation modeling (SEM) is performed to test the questioned relations.FindingsThis study’s findings comprise: (1) LSS program performance partially mediates the relationship between motivations for LSS implementation and organizational performance, (2) selected LSS method applications has a fully (mediated) indirect impact on organizational performance, (3) LSS implementation challenges also have an indirect (mediated) impact on organizational performance and (4) LSS program performance has a positive impact on organizational performance.Originality/valueThe findings of this research predominantly provide nuances and details about LSS implementation antecedents and effects, useful for managers in advising their business leaders about the prerequisites and potential operational and financial benefits of LSS implementation. Furthermore, the paper provides evidence and details about the relationship between important antecedents for LSS implementation identified in existing literature and their impact on organizational performance in services. Thereby, this research is the first in providing empirical, cross-sectional, evidence for the antecedents and effects of LSS program implementations in financial services.

REDUCING HOSPITAL OUTPATIENT WAITING TIME USING LEAN SIX SIGMA: A SYSTEMATIC REVIEW

Background: Lean Six Sigma (LSS) is a beneficial data-driven tool for quality improvement. Literature regarding the use of LSS to reduce hospital outpatient waiting time is scarce despite numerous problems encountered in many countries. Aims: This systematic review aims to evaluate the causes of long outpatient waiting time, demonstrate the effectiveness of LSS and the improvement strategies applied to reduce outpatient waiting time. Methods: Literature search was performed on eight databases: Proquest, Wiley, Science Direct, Taylor and Francis, Oxford Journal, Sage Publication, Scopus, and Pubmed. Inclusion criteria were peer-reviewed English articles published from January 1, 2003, to May 25, 2021, and studies conducted in hospital settings. Results: Nine relevant articles were included. Inefficient clinic processes, inappropriate scheduling, human resources problems, workplace factors, patient communication problems, and patient characteristics are root causes found for long outpatient waiting time. All studies revealed a reduction in outpatient waiting time (5.2% to 97%) after implementation of LSS. Process redesign, improvement in appointment scheduling, patient communication, and improvement in workplace design, were strategies used to reduce outpatient waiting time. These strategies increase the number of patients seen and hospital gross revenue, as well as patient satisfaction. Conclusion: LSS is beneficial to reduce outpatient waiting time. Process redesign provide advantageous results. Keywords: hospital, lean six sigma, outpatient waiting time, process redesign

REDUCING HOSPITAL OUTPATIENT WAITING TIME USING LEAN SIX SIGMA: A SYSTEMATIC REVIEW

Background: Lean Six Sigma (LSS) is a beneficial data-driven tool for quality improvement. Literature regarding the use of LSS to reduce hospital outpatient waiting time is scarce despite numerous problems encountered in many countries. Aims: This systematic review aims to evaluate the causes of long outpatient waiting time, demonstrate the effectiveness of LSS and the improvement strategies applied to reduce outpatient waiting time. Methods: Literature search was performed on eight databases: Proquest, Wiley, Science Direct, Taylor and Francis, Oxford Journal, Sage Publication, Scopus, and Pubmed. Inclusion criteria were peer-reviewed English articles published from January 1, 2003, to May 25, 2021, and studies conducted in hospital settings. Results: Nine relevant articles were included. Inefficient clinic processes, inappropriate scheduling, human resources problems, workplace factors, patient communication problems, and patient characteristics are root causes found for long outpatient waiting time. All studies revealed a reduction in outpatient waiting time (5.2% to 97%) after implementation of LSS. Process redesign, improvement in appointment scheduling, patient communication, and improvement in workplace design, were strategies used to reduce outpatient waiting time. These strategies increase the number of patients seen and hospital gross revenue, as well as patient satisfaction. Conclusion: LSS is beneficial to reduce outpatient waiting time. Process redesign provide advantageous results. Keywords: hospital, lean six sigma, outpatient waiting time, process redesign

Role of Lean Six Sigma in manufacturing setting: a systematic literature review and agenda for future research

PurposeThe purpose of this study is to present the systematic literature review (SLR) on Lean Six Sigma (LSS) by exploring the state of the art on growth of literature on LSS within the manufacturing sector, critical factors to implement LSS, the role of LSS in the manufacturing sector from an implementation and sustainability viewpoint and Industry 4.0 viewpoints while highlighting the research gaps.Design/methodology/approachAn SLR of 2,876 published articles extracted from Scopus, WoS, Emerald Insight, IEEE Xplore, Taylor & Francis, Springer and Inderscience databases was carried out following the protocol of systematic review. In total, 154 articles published in different journals over the past 10 years were selected for quantitative and qualitative analysis which revealed a number of research gaps.FindingsThe findings of the SLR revealed the growth of literature on LSS within the manufacturing sector. The review also highlighted the most cited critical success factors, critical failure factors, performance indicators and associated tools and techniques applied during LSS implementation. The review also focused on studies related to LSS and sustainability viewpoint and LSS and Industry 4.0 viewpoints.Practical implicationsThe findings of this SLR can help senior managers, practitioners and researchers to understand the current developments and future requirements to adopt LSS in manufacturing sectors from sustainability and Industry 4.0 viewpoints.Originality/valueAcademic publications in the context of the role of LSS in various research streams are sparse, and to the best of the authors’ knowledge, this paper is one of the first SLRs which explore current developments and future requirements to implement LSS from sustainability and Industry 4.0 perspective.

Barriers and strategies for implementing lean six sigma in small- and medium sized enterprises (SMEs) in construction industry: a fuzzy TOPSIS analysis

Purpose Quality management barriers have been discovered in construction small- and medium-sized enterprises (SMEs), determining their long-term survival. Despite the recognition of Lean Six Sigma (LSS) as a valuable quality management technique for addressing the barriers faced by SMEs, LSS implementation within the construction SME context is alarmingly low. Therefore, this study aims to investigate the barriers for implementing LSS within construction SMEs and to determine the most effective strategies for overcoming these barriers. Design/methodology/approach A quantitative research approach was used, and data was collected in two stages: a questionnaire survey with 44 construction professionals and an expert opinion survey with 12 LSS specialists. The collected data was then analysed using the fuzzy TOPSIS method, achieving a higher degree of sensitivity. Findings The findings revealed the 15 most significant LSS barriers that need to be addressed. In addition, the ten most important strategies to be implemented in overcoming the identified barriers before LSS implementation were discovered and thematised, most notably the hiring of LSS specialists for project monitoring and the formation of a committee for strategic planning through LSS. Originality/value Previous research on LSS examined barriers and strategies for SMEs in general, but to the best of the authors’ knowledge, this study is the first of its kind, focusing especially on the construction SME context and involving the unique fuzzy TOPSIS approach.

Investigation and modelling lean six sigma barriers in service industries: a hybrid ISM-Fuzzy MICMAC approach

PurposeThe success rate of Lean Six Sigma (LSS) in the service industries is dismally poor, and most organisations discontinue LSS initiatives prematurely. This paper aims to identify the LSS barriers (LSSBs) and analyse their interaction via a hierarchical model developed by using interpretive structural modelling (ISM) and Fuzzy Matriced Impacts Croise’s Multiplication Appliqué à un Classement (MICMAC). These allow the LSS execution and implementation to be much more effective and avoid the high cost of implementation.Design/methodology/approachA structural review of the literature and interviews with experts and professionals from the service industries in the UAE supplied data wherewith to identify LSSBs. Sixteen LSSBs were determined and analysed using ISM and the MICMAC approach to discover the strong drivers and highly dependent barriers. The Fuzzy set was included in the MICMAC analysis to obtain a more precise output and create an effective hierarchical model of the barriers.FindingsThe research findings suggest that the top barriers to LSS implementation in service industries are lack of top management commitment, lack of customer focus, resistance to change management and lack of alignment between the LSS and organisational strategy. A deeper analysis using the Fuzzy-MICMAC approach categorises these barriers on the basis of their driving power and dependency.Research limitations/implicationsThe relationships between paired LSSBs were obtained through an experts’ interpretations of limited numbers in one country. Conducting a large-scale survey with a more comprehensive demographic or deep focus in one service industry might deepen our understanding of the interactions of LSSBs and models.Practical implicationsThe developed ISM that model suggests that the dependencies and relationships among the barriers must be accurately determined so as to remove the collaborative effect of barriers on the implementation process is at the earliest opportunity. This would improve service companies’ competitive advantage and profitability, drive out waste and reduce the cost associated with poor quality. Similarly, academicians may advocate ways in various issues can contribute to improve LSSBs for amended LSS implementation now that business services are booming in the fourth industrial revolution.Originality/valueThe structural model was developed holistically on the basis of the inputs from practitioners and academicians to ensure its practical validity. Though the model has theoretical foundations, its practical applicability is a key factor in its development, so this approach was helpful for practitioner wanted to focus on removing the key dominant barriers and be able to deploy LSS concepts smoothly in service industries. The results support the proposition that top management is a crucial factor for LSS project implementation, whatever the complexity of the research methodology and the nature of the service industries.

THE CRITICAL SUCCESS FACTORS FOR LEAN SIX SIGMA IMPLEMENTATION IN SMALL-AND-MEDIUM-SIZED ENTERPRISES

Lean six sigma (LSS) is an important business strategy for organisations, including small and medium-sized enterprises (SMEs). Over the years, SMEs have had a potentially significant impact on various countries’ gross domestic product (GDP). The main purpose of this research is to investigate the critical success factors (CSFs) for lean six sigma (LSS) implementation in the Kingdom of Saudi Arabia’s SMEs, and to contribute to discovering the factors that lead to business success, increase revenue, and enhanced competitive advantages. The study identified 29 factors from previous research in order to guide the successful implementation of LSS in the SME sector in Saudi Arabia in particular. The CSFs were refined, producing a consolidated list of 14 factors. A principal components analysis (PCA) identified four main factors: leadership support and management structure, technological capabilities, knowledge acquisition, and creativity and innovation. These factors could influence the success of SMEs in Saudi Arabia by adopting LSS in their business processes.

Empirical analysis of Lean Six Sigma implementation barriers in healthcare sector using fuzzy DEMATEL approach: an Indian perspective

PurposeThe present study aims to explore the barriers to Lean Six Sigma (LSS) implementation in the healthcare sector and develop the ranking of finalized barriers using the Decision-Making Trial and Evaluation Laboratory (DEMATEL) approach under a fuzzy environment.Design/methodology/approachThe LSS barriers are identified through the literature review and validated by the expert's opinion and statistical analysis. A total of 124 experts were identified through the purposive sampling method for conducting this study. A questionnaire survey method is used to collect the data related to identified LSS barriers in the healthcare sector. The screened barriers are ranked through the Fuzzy DEMATEL approach.FindingsIn this study, a total of 21 barriers were identified with the help of a systematic literature review and screened 13 significant barriers by the expert opinions of healthcare personnel. The result reveals that “Lack of top management commitment and support, lack of awareness about LSS”, “resistance to culture change and inadequate resources emerges as the most critical barriers”. The prioritization of barriers facilitates the managers to make effective policies and guidelines for LSS implementation in healthcare organizations.Practical implicationsTo avoid LSS implementation failure, the practitioners and researchers need to focus on LSS barriers as per suggested ranking more conventionally and make plans and adoption policies accordingly.Originality/valueThis study is unique in terms of investigation and empirical analysis of LSS implementation barriers in the healthcare sector in the Indian context. The outcomes of the present study will help the managers of healthcare organizations to make the strategies and policies for LSS implementation as per the recommended LSS barriers.

Status of Lean Six Sigma implementation in Indian industries: a cross-sectional national survey

PurposeEvidence indicates that the Indian economy has grown enormously in recent years. and Lean Six Sigma (LSS) has evolved globally as a structured business improvement strategy with diverse applicability in the last fifteen years. Therefore, this paper aims to investigate the status of LSS implementation in Indian industries using a survey research technique.Design/methodology/approachA survey questionnaire was devised from the literature, containing 25 questions to assess respondents’ awareness of the LSS methodology and gain insights on aspects associated with LSS adoption in Indian industries. The survey questionnaire was validated and was conducted using randomly sampled respondents from the Confederation of Indian Industries membership database. The collected data were statistically analyzed using IBM SPSS and MS Excel.FindingsThe findings attest that adopting LSS is not so encouraging and extremely poor in small- and medium-scale Indian industries. ISO 9001 emerged as a prominent quality improvement program. It is learnt that consultants play a pivotal role in bringing awareness and skills building while implementing LSS. Results endorse top management commitment and involvement, and resistance to change as leading success factors and challenges, respectively. Further, it is revealed that respondents were highly satisfied after the adoption of LSS.Research limitations/implicationsThe findings of this study were derived from 183 responses and should be generalized cautiously.Originality/valueThis paper provides valuable insights on the present status covering the issues related to L:SS implementation in India. These results can motivate the managers of Indian industries for wide adoption of the LSS methodology. In addition, the findings of the paper may assist the researchers providing direction to carry out further research in LSS in the Indian context.

A CASE STUDY ON THE IMPLEMENTATION OF LEAN SIX SIGMA IN MALAYSIA PLANTATION COMPANY

Lean Six Sigma (LSS) is a method focused on continuous improvement of quality, elimination of waste and minimization of defects in an organization and has been widely applied in Multinational corporations (MNC) in western countries. However, few studies have been found in developing countries, particularly in the plantation industries. Underpinning with Actor-Network Theory (ANT), this study aims to explore the process of implementation of LSS in one of the Malaysia Plantation Companies. In this study, the data was collected through face-to-face interviews with 13 executives and non-executives, document reviews, and direct observations. The finding indicates that the LSS implementation improves the cost-saving of RM967 million in business operations in the 2016/ 2017 financial year and trained 16 Black Belt practitioners and 184 Green Belt practitioners within five years. In addition, the implementation of LSS also increases revenue contribution and brings the focus of the company towards sustainability. Overall, this study offers some insight to the company especially the board of directors and Plantation Sustainability Quality Management committee into the implementation of LSS particularly the plantation company that can strategies the LSS in their business operation.

The Implementation of Lean Six Sigma (LSS) to reduce Coupler movement time in Wagon Workshop

The industrial and service industries are both affected by today's quickly shifting economic environment. As a result of globalization, manufacturing and service industries are now susceptible to worldwide competition. These businesses face a number of challenges, including shrinking profit margins, customer demand for high-quality products with short lead times, and product variety. Every industrial company today is under enormous pressure to reduce lead times. The benefits of lean six sigma are being used to enhance productivity, quality, and cycle time in manufacturing and service industries all around the world. The use of the Lean six sigma principles and the usage of the DMAIC tool lower the cycle time of coupler movement time in this research. The various time durations involved in movement are recorded and evaluated on Mintab17 software for root cause determination and solution. By using LSS, the movement time, which was 120 minutes in July 2020, was reduced to 80 minutes in just three months. Because LSS implementation is a tool for continual improvement, there is a lot of growth in the future.

Harnessing Cultural Competency to Implement Lean Six-Sigma (LSS): Lessons From Saudi Arabia

Both six-sigma and Lean focuses on a company culture characterized by increased customer satisfaction through continuous improvement, however, the path they follow to achieve that is not the same. Both the approaches, i. e., Lean and six sigma via Total Quality Management (TQM), sprang from the same root; however, the approaches they follow in harnessing strategy, system, processes, and employees are different --- Lean uses a people system, while six-sigma is a technology driven system. Literature suggests that six￾sigma should be a sub-set of the overall umbrella of lean practices adopted by a company. In this study the cultural aspects of LSS implementation are studied for Saudi Arabia. For successful implementation of LSS Saudi Management should assess their competencies. If LSS is adopted, management needs to form LSS teams both at the company level and at the process level, there needs to be a LSS champion who will work as the liaison between the process teams and the executive team for successful implementation.

A global study on applicability of ISO 18404:2015 for SMEs: an exploratory qualitative study

PurposeISO 18404:2015 standard defines the proficiencies to the attainment of distinct competency levels with either Lean Manufacturing or Six Sigma or separately combined strategy Lean Six Sigma (LSS). The purpose of this paper is to perform a detailed investigation of the applicability of current LSS competency standard in SMEs and examine the need for further improvement.Design/methodology/approachA qualitative-based semi-structured interview method was utilized globally by interviewing a group of LSS professionals with knowledge about the LSS implementation working in different leading organizations. All participants were asked to review the standard before the interview process to ensure that they are familiar with the standard.FindingsThe results reveal that the current ISO 18404:2015 standard does not fit SMEs to implement the LSS approach as it has several shortfalls that need to be fixed before its adoption or an urgent need to develop a more customized LSS standard for SMEs. The outcome further helps organizations understand theoretical knowledge about ISO 18404:2015, its role in operational excellence implementation, pros, cons, critical success factors and required changes for further improvement within the standard.Research limitations/implicationsThere were very limited baseline studies in the literature. A mixed method strategy that includes qualitative and quantitative data would yield better data so that more robust outcomes can be derived from the research.Originality/valueTo the best of authors' knowledge, this is the first empirical research on the applicability of ISO 18404:2015 for SMEs, which encapsulate opinions of LSS professionals working in several SMEs.

The Benefits of Implementing Lean Six Sigma in a Malaysian Plantation Company

Lean Six Sigma (LSS) is a method focused on continuous improvement of quality, elimination of waste and minimization of defects in an organization. LSS has been tremendously applied in Multinational corporations (MNC) for cost savings and benefits. Many LSS studies have been done in western countries and a few studies have been found in developing countries, particularly in plantation industries. This study aims to explore the benefits of implementation of LSS in one of the Malaysia MNC in plantation industries. Overall, this study contributes to the benefits of implementing LSS, particularly in plantation MNC in developing countries.