Lean Six Sigma Practitioners Research Articles

Toward the successful adoption of Lean Six Sigma in manufacturing organizations: proposing a causal model

PurposeThis paper aims to provide new and valuable insights for organizations that have decided to implement Lean Six Sigma (LSS) as a strategy for continuous improvement in search of business excellence. This objective is achieved through statistically modeling the causal relationships between the critical success factors (CSFs) of LSS for a successful deployment of this strategy.Design/methodology/approachA statistically validated questionnaire was used to collect information from LSS practitioners in manufacturing industries located on Mexico’s northern border. Some hypotheses for relationships between LSS CSFs are developed theoretically first and empirically tested later using the structural equation modeling technique.FindingsProposed relationships between LSS CSFs have been demonstrated to be statistically significant, making clear that this implementation should always begin with a strong and decided participation and commitment of top management. Later, other CSFs must be activated and put into operation in a specified order to increase the probability of a successful implementation reflected in well-executed continuous improvement projects and achieving the expected benefits.Originality/valueThis paper proposes a structural model which has been statistically validated with information directly collected from skilled practitioners who have developed continuous improvement projects using the LSS methodology. Further, some relationships between LSS CSFs that, to the best of the author’s knowledge, had not been demonstrated empirically are now explored and verified in our work.

Integration of Industry 4.0 technologies into Lean Six Sigma DMAIC: a systematic review

This review examines which Industry 4.0 (I4.0) technologies are suitable for improving Lean Six Sigma (LSS) tasks and the benefits of integrating these technologies into improvement projects. Also, it explores existing integration frameworks and discusses their relevance. A quantitative analysis of 692 papers and an in-depth analysis of 41 papers revealed that ‘Analyze’ is by far the best-supported DMAICs phase through techniques, such as Data Mining, Machine Learning, Big Data Analytics, Internet of Things, and Process Mining. This paper also proposes a DMAIC 4.0 framework based on multiple technologies. The mapping of I4.0 related techniques to DMAIC phases and tools is a novelty compared to previous studies regarding the diversity of digital technologies applied. LSS practitioners facing the challenges of increasing complexity and data volumes can benefit from understanding how I4.0 technology can support their DMAIC projects and which of the suggested approaches they can adopt for their context.

Lean Six Sigma in Healthcare: A Systematic Literature Review on Challenges, Organisational Readiness and Critical Success Factors

Lean Six Sigma (LSS) has been applied in many healthcare organisations, but there has been limited research on the evolution of LSS application in healthcare. This paper aims to present the challenges, critical success factors (CSFs), readiness factors and most common tools and techniques used for LSS deployment in healthcare. A systematic literature review (SLR) was utilised to research the study objectives. Peer-reviewed literature over a 16-year period was studied to understand the deliverables of LSS. The SLR process identified relevant articles and screened a final selection for those under study. The systematic literature review helped the authors to identify the challenges and tools/techniques used for LSS in healthcare. Several CSFs and readiness factors for LSS deployment in healthcare are also presented. This work informs healthcare managers and professionals on the important factors for successful LSS deployment before embarking on the LSS journey. In addition, this work is a valuable resource for healthcare LSS practitioners and academic researchers to learn about, investigate and deploy LSS in the healthcare sector. This study is one of the most comprehensive SLRs covering the importance and specificity of understanding challenges, CSFs and organisational readiness for LSS in healthcare. This study provides knowledge of the successful deployment of LSS in healthcare.

A new way of environmentally sustainable manufacturing with assessing transformation through the green deployment of Lean Six Sigma projects

Green deployment of Continuous Improvement (CI) projects such as Lean Six Sigma (LSS) is unknown among scholars and practitioners in contrast with green outcomes of LSS. Therefore, the aim of this study is to identify top factors to transform towards the green deployment of LSS projects as an untapped phenomenon for scholars and practitioners. A survey questionnaire was distributed globally to collect the data from LSS practitioners and consultants followed by the Principal Component Analysis (PCA) as a statistical dimension reduction method via Statistical Package for Social sciences (SPSS) software. New dimensions for critical success factors (CSFs), critical failure factors (CFFs) and barriers, and motivators were revealed to recommend top factors for green LSS project deployment. In addition to some factors similar to green LSS integration for green outcomes, we found some new factors suggested for green deployment of LSS projects. However, scarcity was also found in green LSS deployment for practitioners and scholars. Further in-depth studies including case studies could be conducted to assess the negative environmental impact of LSS projects. This study serves as an initial call for managers, consultants and research scholars to favour the sustainable deployment of LSS projects in manufacturing alongside the use of traditional approaches with a focus on costs, quality and delivery. This is the first study exposing the possibility of a paradigm shift in environmental sustainability integration with LSS project deployment in manufacturing operations.

Assessment of Critical Failure Factors for Implementing Lean Six Sigma in Manufacturing Industry: A case study

In the present scenario manufacturing industries have been facing problem-related to cost, quality, and customer satisfaction. To overcome such problems, the organizations are ready to adopt continuous improvement (CI) approaches such as Lean Six Sigma (LSS) which keeps them stable when the demand for products or services fluctuates. LSS is a breakthrough improvement approach that helps to improve the bottom-line result of the company by utilizing its tools and techniques. The successful adaptation of the LSS approach provides a significant improvement in key metrics but deficiency of proper implementation shows a negative effect. To prevent such a situation, need to know about their failure factors. The objective of the present study is to assess the critical failure factors (CFFs) for LSS framework implementation in manufacturing organizations. The leading CFFs for LSS have been identified and selected through a structured literature review and expert opinion. The CFFs based model for LSS implementation has been developed using the Interpretative Structural Modelling and Matrice d’ Impacts Croises Multiplication Appliquee a un Classement (ISM-MICMAC) approach. Previous studies related to such concerns have not developed a structural hierarchical model that is necessary to tackle CFFs towards the LSS implementation process. Such an interrelation helps decision-makers, planners to systematically guide about the barriers that affect the implementation process and help for further implementation success. The developed structured model will also help LSS practitioners, consultants, researchers to anticipate the potential CFFs to implement the LSS framework in their industry for continuous improvement and achieve a leading position in a competitive market.

Requirements, challenges and impacts of Lean Six Sigma applications – a narrative synthesis of qualitative research

PurposeThe purpose of this paper is to identify, present and categorise the main requirements, challenges and impacts of Lean Six Sigma (LSS) applications. Emphasis is given to the soft impacts of LSS applications, which are intangible in nature and difficult to quantify and measure, highlighting the most frequently cited ones.Design/methodology/approachA qualitative synthesis of the studies using the narrative synthesis approach is adopted to descriptively summarise and categorise the requirements, challenges and impacts of LSS applications. The studies were searched by using the following keywords: “LSS applications,” “LSS requirements,” “LSS challenges” and “LSS impacts” in almost all major electronic databases such as Emerald, Taylor and Francis, ScienceDirect and Wiley. A total of 116 articles published between 2007 and 2017 in 41 academic journals were collected and reviewed. Consideration was also given to a number of substantial publications in 2006, 2018 and 2019.FindingsIn addition to its process efficiency and financial impacts, LSS was found to have another impact category related to individual and organisational behaviours. Management commitment, training and organisational culture were concluded to be amongst the most important and required categories for successful LSS applications. It was also found that the lack of awareness of LSS tools and benefits and the lack of change management and resistance to change were amongst the most cited categories of implementation challenges.Research limitations/implicationsThe studies published between 2007 and 2017 are mainly considered in this paper. It is believed that 10-year publication period considered in this research is sufficient to study the evolution, benefits, limitations and future trends of a particular research topic. However, the exclusion criteria used in the search process with respect to the articles’ year of publication and search terms and keywords may limit the generalisation of the research findings. In addition, the qualitative nature of this research study and the lack of empirical data to support its findings is another limitation that future research should consider.Practical implicationsThis research paper may serve as a valuable source of information for LSS researchers as it will provide them with useful and new insights and directions for further research in LSS. It will also increase the awareness of LSS practitioners about the kind of impact LSS has, and therefore, achieve a better utilisation of its tools by ensuring availability of application requirements and overcoming application challenges.Originality/valueThis study differs from previous research studies as it focusses attention on the soft impacts of LSS applications and highlights them. The study identifies and prioritises LSS application impacts, requirements and challenges. The study on these aspects was found to be limited and lacking in previous research studies.

Group development model and Lean Six Sigma project team outcomes

PurposeThe purpose of this study is to examine if there is a difference between service-sector Lean Six Sigma (LSS) project teams that progress through Tuckman’s group development model and those that do not in terms of the number of completed projects, the number of projects completed on time, the length of time to complete the projects and the total cost savings and avoidance because of the projects.Design/methodology/approachThe research consisted of a quantitative, descriptive methodology. The design included a sample from a service-sector LSS practitioner population, a survey instrument, one independent construct with two levels, four dependent constructs and a multivariate analysis of variance (MANOVA).FindingsThe progression of service-sector LSS teams through Tuckman’s group development model, as measured with the group process questionnaire, significantly influences the teams in terms of the number of completed projects, the number of projects completed on time, the length of time to complete the projects and the total cost savings and avoidance because of the projects.Research limitations/implicationsA limitation of the study is there may be other factors not related to Tuckman’s group development model that can influence the outcomes of LSS projects. These variables may include senior executive buy-in, number of LSS practitioners in the organization, the robustness of LSS training programs, level of talent and other factors not related to Tuckman’s group development model. Another limitation of the study encompassed using a sample of convenience instead of a random sample.Practical implicationsThe recommendation for practice is binate. First, service-sector LSS project teams should ensure they progress through the stages of Tuckman’s group development model to enjoy the significantly improved project outcomes. Second, LSS practitioners and trainers should ensure that Tuckman’s group development model is part of the training curriculum.Social implicationsThe study demonstrates that all groups should attempt to progress through the stages of Tuckman and Jensen (2010) group development model to enjoy the benefits of working in a cohesive, task-focused team.Originality/valueThis study adds to the body of knowledge because, prior to this study, there was not prior research involving Tuckman’s group development model and LSS team outcomes.

Contextual effects on the LSS implementation in networked service environments

PurposeThe purpose of this paper is to investigate the contingency effects that contextual factors of a networked service environment have on the phased Lean Six Sigma (LSS) implementation frameworks.Design/methodology/approachThis paper employs the critical realism (CR) case study research methodology to examine the contingent and causal relationships between contextual configurations of business networks, the DMAIC or PDCA phases in an LSS implementation agenda, and business management functions. The authors conducted a single case study on the basis of challenges they met in kicking off lean transportation in the Port of Houston.FindingsThe key finding from the study is a mid-range theory regarding the contingency effects of contextual factors of service business networks on the phased LSS implementation frameworks. The authors found that when there are complexity and dynamics of contextual factors at the field layer, management should focus more on tasks in early LSS phases to emphasize influencing. When there is no centralized authority in the network and the value-system is loosely coupled, management needs to execute more tasks as described in the define, measure and analyze phases with the purpose of both influencing and orchestrating. When individual actors have goals not aligned well with the goal of the business network and have unmatched operations capabilities, these factors should be considered as early as possible in these LSS phases. When a business network has complicated business processes with high unpredictability and uncertainty and individual actors’ value-creation systems are not well embedded in the entire value-creation system, PDCA will be the preferred core structure of an LSS implementation agenda.Research limitations/implicationsThis study contributes to the LSS research stream by introducing a causal/contingency model that prescribes the contingency effects of three contextual configurations on LSS implementation. It also contributes to the emerging discipline, business network management, regarding how to use LSS frameworks in strategic planning. It also contributes to the CR school of problem-driven case study by using a strategic initiative framework as a platform and each phase in the framework as a unit. This conceptualization of the entity of interest helps explore the interactions among three theoretical constructs: contextual configurations, phased LSS implementation agenda and management functions.Practical implicationsManagerial implications of this study are twofold. One is the procedure of analyzing the impacts of contextual factors on the causal relationships between LSS implementation phases and network management functions. The entire procedure represents the agenda-setting process of LSS implementation, the most daunting and challenging managerial task in LSS projects. Another one is the guideline on how to determine whether DMAIC or PDCA is appropriate for the LSS agenda when used in a networked environment.Originality/valueThis paper would serve as an excellent resource for both academicians and LSS practitioners in initiating, orchestrating and managing an LSS project in a networked service environment. This study represents the first effort to explore the impact of contextual factors of business networks on lean transformation.

Lean Six Sigma for small- and medium-sized manufacturing enterprises: a systematic review

Purpose The purpose of this paper is to explore the most common themes within Lean Six Sigma (LSS) relating to small- and medium-sized enterprises (SMEs) within manufacturing organisations and to identify the research gaps in the existing literature. Design/methodology/approach Tranfield et al.’s (2003) systematic review methodology was utilised encompassing three stages: planning, conducting and reporting/dissemination. Findings The literature revealed that there are many areas in which LSS has been utilised with varying successes. In total, 52 journals have been reviewed and it has been concluded that although LSS is a powerful methodology, there are many gaps that exist in the literature and further research is needed to address these in the field of LSS. Research limitations/implications The papers included in the systematic review were peer-reviewed papers available in English. Due to these limitations, relevant papers may have been excluded. Moreover, the authors have excluded all conference and white papers for their inclusion in this study. Practical implications It is vital that LSS practitioners are fully aware of the benefits, limitations and impeding factors when implementing a LSS initiative. Therefore, this paper could provide valuable insights to ensuring maximum value, is obtained from LSS implementation in SMEs. Originality/value This systematic review identifies research gaps in the current literature and highlighting areas of future research which will be beneficial to many SMEs in their pursuit of value optimisation.

A structured review of Lean Six Sigma in various industrial sectors

PurposeThe purpose of present study is to expose the detailed review for benefits and challenges about implementation of Lean Six Sigma (LSS) in business organization and spread of LSS literature in term of various sectors wise, research methodology wise and journal wise.Design/methodology/approachThis paper covers the literature on LSS from 2000 to 2018. The authors have selected a large number of research papers using the keywords as Lean Six Sigma implementation in automotive, micro small medium enterprises, health care, education, financial sectors and many more. A total of 216 research papers have been reviewed on LSS distribution of sector wise, research methodology adopted, active countries, year of publication and critical barriers in implementation of LSS.FindingsThe present literature classifies the spread of LSS in four important sectors of manufacturing, health care, human resource, financial and education. It presents the critical barriers and benefits of LSS implementation in various sectors mentioned above and an important research gap, where practitioner/researcher can focus more during their research on LSS.Practical implicationsIt is important for industry, researchers and LSS practitioners to be aware about challenges and success factor during LSS implementation in various sectors such as manufacturing, education, financial, human resource and health care. Hence, this paper could provide significant and valuable insights to industry and practitioners for successful implementation of LSS projects.Social implicationsLSS results in reduced waste, defects and improve process, which in turn provide high-quality products at minimum cost, and this leads to customer delight, which ultimately raises the societal living standard. The results encourage LSS practices without fear because there is a huge discussion of near about all success and failure parameters about LSS.Originality/valueTo the authors’ best knowledge, no studies have still covered the literature review of LSS implementation in three different sectors: manufacturing, service and process. The present study was mainly focused on presenting a systematic review of literature in said sectors and found the gap between current status and future direction for the implementation of LSS in different areas.

A conceptual Lean Six Sigma framework for quality excellence in higher education institutions

PurposeThe purpose of this paper is to present the potent application of Lean Six Sigma (LSS) in higher education services and to suggest a conceptual framework of deploying LSS in the higher education institutions (HEIs).Design/methodology/approachThis paper aims to outline the importance of the quality excellence criterion in general through different constructs from the literature including TQM, Lean, Six Sigma and LSS. The paper further expands on the applicability of LSS in the HEI setting, with an understanding of HEI as comparatively different from the manufacturing sector from where LSS originated. The published literature on LSS and authors’ experience in the field of LSS (as practitioners) were used as sources for devising a conceptual framework for LSS deployment in HEIs.FindingsThe key finding from the study is the confirmation of LSS applicability in HEIs. The study also confirms that LSS is not anyone’s job but a key part of leadership agenda. The six-staged conceptual framework prescribed for the HEIs as part of the paper is the key contribution of this study. The model describes that LSS readiness is the foremost step in the LSS deployment journey in HEIs. The strategic perspectives of aligning the organisational vision for quality excellence need to be achieved by establishing a need for LSS through leadership. Then, developing an LSS deployment strategy becomes the next step. Educating the appropriate stakeholders (students) and team formation becomes the next important steps in the LSS deployment. Once the above steps are implemented in right way, identifying and implementing LSS projects becomes critical. The execution and closure of the LSS projects leads to quality excellence in HEIs.Research limitations/implicationsSince the framework prescribed here is a conceptual framework, it deserved a testing in the real-life context. This leaves an opportunity for future researchers to test and expand on the implications of the model. Though the LSS framework is customised for HEIs, the fundamental factors essential for any change management initiative holds correct for LSS as well, and hence these are not elaborated as part of this paper.Originality/valueThis paper would serve as an excellent resource for both academicians and LSS practitioners in HEIs, for deployment. The framework presented here is the original work contributed by the authors, as the first of its kind in the academic literature relevant to LSS in HEIs.

Critical success factors of Lean Six Sigma practices on business performance in Malaysia

Less than 10% of companies worldwide benefited from Lean Six Sigma (LSS) projects despite huge investments, but do not yield promising tangible and intangible results. Prior researches on LSS implementation and business performance ignore to consider operational performance as mediator. This research examines the relationship of critical success factors of LSS practices on business performance, mediated by operational performance. The stratified sampling on 119 LSS practitioners in E&E sector, using smart PLS, indicates LSS practitioners' perceived that management commitment, maturity level of LSS deployment and awareness of importance are critical factors having significant impact toward financial and non-financial performance. Also, LSS training, resources allocation, maturity level of LSS deployment and awareness of importance are significant factors toward operational performance. Interestingly, operational performance mediates the relationship between maturity level of deployment and awareness of importance on business performance. The customised LSS practical guide enclosed can assist companies achieve better business performance.

Perceptions of Lean Six Sigma: A Multiple Case Study in the Financial Services Industry

From 2001 onward, books and papers about the application of Lean Six Sigma (LSS) in service industries describe typical LSS deployment characteristics, such as the human element. The objective of this paper is to identify which LSS attributes affect employee and management attitudes and how the contextual frame affects this relation during the LSS change initiative. This study was conducted in the financial services industry. The research examines how the attributes of LSS affect attitude in terms of acceptance, contribution, or rejection of the LSS change initiative by managers and employees. A thorough qualitative multiple case study comprising five companies and 25 interviewees is seeking to answer how the attitudes toward the LSS change initiative differ per case. After exhaustive within-and cross-case analysis, theoretical and practitioner conclusions are drawn and the three main findings are discussed: 1) of all aspects of LSS, cost saving is the likely candidate to receive long-lasting attention; 2) the tendency to simplify the accounts of the LSS change initiative forms a fertile basis for misconceptions and extreme interpretations; and 3) the drive required to keep the LSS initiative going comes from a gradual and incremental implementation of LSS. The implications for LSS practitioners and managers implementing a LSS change initiative are discussed.

Challenges in the deployment of LSS in the higher education sector

Purpose – Although Lean Six Sigma (LSS) has been widely accepted today by more than 70 per cent Fortune 500 companies, its applications in the public sector are not widely observed and reported due to a number of challenges. The purpose of this paper is to present some of the fundamental challenges in the deployment of LSS within the higher education (HE) context. Design/methodology/approach – The author uses primary data in the form of opinions or viewpoints from leading academics and parishioners around the world. The viewpoints were collected carefully to have a good balance between the leading academics and the LSS practitioners. Findings – The challenges of LSS implementation in HE can be classified into three categories: organisational, technical and individual challenges. Lack of visionary leadership for LSS journey from top management team in the HE sector makes the deployment a total failure. The difficulty of defining and measuring quality in a HE setting along with collecting relevant and accurate data can be an immense technical challenge in any university sector. Moreover the lack of staff engagement, full academic freedom and autonomy will be a personal challenge for those who are involved in the business process improvement initiative such as LSS. Research limitations/implications – Due to limited time constraints, the number of people participated in the study was relatively small. However, the author argues that this study can provide a good foundation to various researchers and practitioners in further exploring the challenges in the implementation and deployment of LSS in any HE setting. Practical implications – The findings of the study can be very useful to those who get involved in the application of LSS principles for improving the efficiency and effectiveness of HE processes. Originality/value – This paper makes an attempt to reveal some of the rudimentary challenges in the deployment of LSS within the HE setting. These challenges should be taken into account when any HE sector embarks on the LSS initiative.

The application of Lean Six Sigma to the configuration control in Intel’s manufacturing R&D environment

Purpose – The purpose of this paper is to provide an example of Lean Six Sigma (LSS) application in research and development (R&D) organizations to eliminate waste and improve systems based on available data that in turn improves the innovative environment. Manufacturing R&D involves designing and testing innovative concepts and taking them into high-volume manufacturing. The infrastructure associated with such organizations involves experimental manufacturing lines with the ability to evaluate the result under statistical process control and configuration control. The integration of LSS process improvement methodology into the R&D organization infrastructure and operations can have a dramatic effect on reducing cost and time related to the development and delivery of new technologies and products. Design/methodology/approach – The LSS methodology was systematically implemented to eliminate waste and improve the existing process of Intel’s configuration control during the development and ramp phases. The steps included an assessment of the current state through walking the process and collecting baseline data, preparing the process map to quantify waste and inefficiencies, defining the ideal state along with a realistic target, selecting and implementing the improvement actions together with realizing and documenting the improvements and finally developing and putting into place a control plan to ensure the new process is sustained. The LSS approach resulted in an efficiency improvement exceeding the target, i.e. 60 per cent reduction in idle time and waste (non-value-added activities) versus a target of 40 per cent reduction. The results also showed an increase in the stakeholder satisfaction without compromising the technical rigor of the manufacturing configuration control. Findings – The LSS case study presented in this paper provides experiences to LSS practitioners in manufacturing R&D environment where the operational excellence is to be sought in new technology and product development. Originality/value – Project leaders can use the study to help formulate strategies to cater to customer/stakeholder satisfaction and eliminate waste while maintaining the technical rigor of the R&D environment.

Multi-factorial Lean Six Sigma product optimization for quality, leanness and safety

Purpose– The purpose of this study is to provide a method for Lean Six Sigma (LSS) improvement projects that may aid LSS practitioners to plan and conduct robust and lean product/process optimization studies for complex and constrained products, such as those encountered in food industry operations.Design/methodology/approach– The technique is to be used for replicated LSS product experimentation on multiple effects elicited on several product traits. The authors compress replicated information reducing each response to simpler lean and robust median and range response components. Then, the desirability method is utilized to optimize concurrently location and dispersion contributions.Findings– The suggested method is demonstrated with a case study drawn from the area of food development where cocoa-cream filling for a large-scale croissant production operation undergoes a robust screening on two crucial characteristics – viscosity and water activity – that influence product and process performance as well as product safety.Originality/value– The proposed method amalgamates concepts of fractional factorial designs for expedient experimentation along with robust multi-factorial inference methods easily integrated to the desirability function for determining significant process and product effects in a synchronous multi-characteristic improvement effort. The authors show that the technique is not hampered by ordinary limitations expected with mainstream solvers, such as MANOVA. The case study is unique because it brings in jointly lean, quality and safety aspects of an edible product. The showcased responses are unique because they influence both process and product behavior. Lean response optimization is demonstrated through the paradigm.

The continuing evolution of Lean Six Sigma

PurposeThe purpose of this paper is to identify upcoming challenges related to the implementation of Lean Six Sigma (LSS) principles and techniques. Particular emphasis is placed on the changes needed to ensure that LSS continues to support an organization's competitiveness.Design/methodology/approachThe methodology begins with a review of the projections of business experts as they relate to the practice of LSS. Then, the ASQ Six Sigma Body of Knowledge forms the basis of a reconciliation of these changes and the methods currently employed by LSS practitioners. Finally, four main modifications to standard LSS are proposed.FindingsIn total, four implications to LSS practice are defined (rigorous value definition, vigorous accounting for risk, global workforce considerations, and international regulatory concerns); specifics are offered that explain how LSS practitioners need to respond. A construct is presented illustrating how the complexity of a LSS project will be affected by the four implications.Practical implicationsChanges that supplement or replace LSS tools and techniques are suggested, including; a more robust methodology for value definition, expansion of the importance of risk assessment, appreciation for international regulations, and understanding how to motivate workers in various jobs, locations, and cultures. Coverage of manufacturing issues should not be sacrificed for the incorporation of these concepts.Originality/valueThe construct developed can be effective in a number of ways, including assisting project teams with understanding the scale of the effort needed, the key skills necessary for project team members, and the selection among a number of candidate projects.

The perceptions and perspectives of Lean Six Sigma (LSS) practitioners

PurposeThe electronic manufacturing service (EMS) industry recognizes Lean Six Sigma (LSS) as an effective business strategy to strive for cost reduction and improve the profitability and growth of a company. There are many factors affecting the success of an LSS program to meet desired profitability and growth. The purpose of this paper is to identify the critical success factors (CSFs) in successful LSS programs and to evaluate the CSFs’ impact on company performance.Design/methodology/approachThis study is carried out using the quantitative survey method containing structured questionnaires. The study population comprises the six multinational EMS industries in Malaysia that have successfully implemented LSS programs. The LSS practitioners, namely the holders of the Master Black Belt (MBB), the Black Belt (BB) and the LSS champions of the various international manufacturing sites of the six multinational EMS in Malaysia form the respondents.FindingsThe significance of this research is the identification of CFSs for the successful implementation of LSS within the EMS industry. It has identified management engagement and commitment as the most critical to the success of implementing the companies’ LSS programs. Moreover, an effective LSS training, an established LSS dashboard, a frequent communication among all value streams of organizations and a supportive organizational culture are also found to be essential ingredients for the implementation of LSS.Practical implicationsThe paper advises of the nurturing of appropriate CSFs for successful implementation of LSS in the EMS industry and to evaluate its impact on the company performance.Originality/valueThis research adds a new body of knowledge containing factors in the implementation of LSS that are significant in their relationships with operational and organizational performances in the EMS industry, using primary data. The results would provide the EMS industry and other Malaysian SME companies with guidelines for the successful implementation of Lean Six Sigma with the intention to remain competitive.

A conceptual framework for critical success factors of lean Six Sigma

PurposeThe objective of this paper is to analyze the critical success factors (CSFs) for lean Six Sigma (LSS) implementation and its impacts towards company performance in multinational electronic manufacturing service (EMS) industries.Design/methodology/approachA pilot study has been conducted to identify the top ten CSFs for LSS implementation. Based on these factors, a structured questionnaire has been constructed. The questionnaire will be distributed to multi‐sites of six EMS industries to obtain the data across Malaysia and other sites globally. The target population is the LSS program implementer such as master black belts, black belts and LSS champions in the EMS industries.FindingsThese EMS industries provide outsourcing platform for the original equipment manufacturing (OEM) industries to outsource their products in order to reduce operational cost. With the proposed LSS implementation success model, a practical guide of the LSS program has been implemented. The practical guide helps the LSS practitioners to focus on certain CSFs and it prevents the LSS execution from loosing momentum when faces roadblock.Research limitations/implicationsThe paper is relevant to most EMS industries and provides guidelines to small and medium enterprises in Malaysia through improving their competitiveness and capability in the globalization market.Originality/valueThe EMS industries compete among themselves to gain more business from OEM industries through implementation of many improvements via cost reduction activities. LSS program is recognized among the EMS industries as one of the effective business strategy of cost reduction and to improve company's profitability and growth. The success of the LSS program in achieving the expected gain and return relies on CSFs; henceforth it renders the undertaking of this paper.