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Article
Publication date: 12 July 2018

Alisson Christian Scheller, Thayla T. Sousa-Zomer and Paulo A. Cauchick-Miguel

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…

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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.

Details

International Journal of Lean Six Sigma, vol. 12 no. 1
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 18 February 2021

Jitesh Thakkar and S. Vinodh

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Abstract

Details

International Journal of Lean Six Sigma, vol. 12 no. 1
Type: Research Article
ISSN: 2040-4166

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