The Key Success Factors for Lean Manufacturing versus Six Sigma

The aim of this study is to investigate and identify the key success factors of implementing lean manufacturing and six sigma in separate ways. The study applies a quantitative approach and statistical analysis to determine the results collected from the French industry. Findings revealed that there exist statistically significant differences in the level of importance between the implementation of lean manufacturing and six sigma across the common success factors such as culture change, communication and involvement of employees, among others. On the other hand, there were similarities in the degrees of importance regarding the common success including top management commitment, skill and expertise and linking method to supplier, etc. The findings can assist an organization to be more careful with the success factors of each method, in addition to helping them in determining the appropriate method that enables exploration between lean manufacturing and six sigma based on the capacity of an organization to apply the success factors. Literature reviews regarding comparison of key success factors of lean manufacturing and six sigma had not been tested earlier, which have been considered in this study.

Assessment of Lean Manufacturing and Six sigma operation with decesion making based on the Analytic Hierarchy Process

In this paper, an AHP model was used for determining the optimal method and the most efficient methodologies of lean manufacturing and six sigma in various industries based on three criteria. These criteria are financial performance, operational performance, and innovation performance. Study results show the impact of three categories that are based on the implementation of a specific method. Findings show that companies implementing lean and six sigma were more effective than companies that implemented either lean manufacturing only or used limited tools of lean six sigma across operational and financial performance. Meanwhile companies that used limited tools of lean six sigma gained minimal performance improvements. Additionally, the results illustrated that automobile industries followed by service and electronics industries have the most effectiveness in innovation, operational and financial performance. Moreover, this study shows struggle of lean manufacturing and/or six sigma implementation with transportation and health industries. Bibliographic investigation showed there is limited scientific research focusing on lean manufacturing and six sigma implementation within French industries

Evaluation of the Operational Performance in Implementing Lean Manufacturing and Six Sigma

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Impacts of Lean Manufacturing and Six sigma

International audienceThe purpose of this article is to determine the companies performance for industries applied lean manufacturing and six sigma. Study results indicate that companies implementing lean manufacturing and six sigma have wealthy performance across financial performance, operational performance and innovation performance. It discovers various lean six sigma tools such as Kanban, TPM, 5S, VOC, Gemba etc, associated to improve financial or operational or innovation performance. Corporations get more advantage in using quality practices to improve quality, reduce cost, improve productivity and so on, compared to companies that have not implemented at all

A comparative exploration of lean manufacturing and six sigma in terms of their critical success factors

Lean manufacturing and six sigma methodologies have been widely used in a large number of companies worldwide. However, many companies have found it difficult to successfully implement and sustain lean manufacturing and six sigma. It is, therefore, very important for companies to identify and understand the critical success factors for successfully implementing either six sigma or lean manufacturing. A comparative examination of lean manufacturing versus six sigma was conducted, and the success factors relevant to these two methodologies were identified. It was found that the most important success factors differed in terms of their significance for six sigma and lean manufacturing. Specifically, for organizations that have successfully implemented six sigma, skills and expertise ranked highest in importance. In contrast, for organizations that have successfully implemented lean manufacturing, employee involvement and culture change ranked highest. This study builds on current knowledge and fills a gap in the literature by providing more insight into the most critical success factors within companies that have already successfully implemented these methodologies. The results of the study will help organizations to make more mature and careful decisions regarding the critical success factors of each method. Therefore, in the pre-implementation stage, organizations can identify how their capabilities and resources can be utilized to accomplish the critical success factors for the implementation of lean manufacturing and six sigma, either simultaneously or sequentially. This is the first study that has conducted an examination to compare lean manufacturing and six sigma in terms of the importance of the same specific critical success factors

Analytic Hierarchy Process used to Estimate the Performance of Companies that Implement Lean Manufacturing and Six Sigma

This study analyses company performance by using the Analytic Hierarchy Process (AHP) to rank the performance of participating companies. The Super Decisions software package was used to compute the rating score. The first stage of this work involved collecting empirical data via questionnaires to characterise the impact of implementing quality and operational methodologies. Next, the AHP was constructed to rank the characteristics in terms of their effectiveness in improving company performance. The research results indicate that companies implementing lean manufacturing and Six Sigma are more effective in improving their financial and operational performance. Additionally, the results reveal that implementing lean manufacturing alone is sufficient to improve innovation performance

Key Success Factors of Implementing Lean Manufacturing and Six Sigma

Small and Medium Enterprises (SME) in France contribute more than large organizations, economically, in terms of employment provision, value added, and numbers of SMEs. Therefore, it is imperative for SMEs to be conversant with the key success factors of implementing either Six Sigma or Lean. This paper investigates and identifies the key success factors of Lean and Six Sigma implementation within SMEs. Factors such as top management involvement, leadership, and linking the method to supplier, among others are crucial factors for a successful implementation of Lean and Six Sigma. The study seeks to discover whether there are significant differences and similarities between the common success factors of Lean and Six Sigma and to notice whether there is a difference in priority, pertaining common success factors between Lean and Six Sigma. Consequently recognize between implementing either Lean or Six Sigma methodologies can fit within enterprise. The implementations depend on the capability of the enterprise to apply the success factors. We found out that Lean and Six Sigma contribute significantly to organizational performance as both methods help in reducing wastes and variations, hence improving quality and customer satisfaction

Lean and Six Sigma : a comparative study

The purpose of this paper is to compare and contrast Lean and Six Sigma organizational approaches.This is an important area of study because although, theoretically, there are differences between Lean and Six Sigma, they can be compatible and comparable in practice. Organizations can benefit from the integration of Lean and Six Sigma, as both are effective methods of continual improvement. Although both are effective tools for implementing continuous improvement, when combined they are all the more successful. This paper therefore compares and contrasts Lean and Six Sigma with a view to illustrating their effectiveness separately and together. Thus this paper will identify the weaknesses and strengths of both Lean and Six Sigma and the ways in which theycompliment each other

The effective of lean manufacturing and six sigma implementation

In this paper, we study the performance outcomes for industries practicing lean manufacturing and six sigma. Findings indicate that company size has no influence on operational performance outcomes. Also we found that lean manufacturing and six sigma practices such as DMAIC, Kaizen team, Visual Control, SMED, 5S, etc. support to increases companies performance. Investigation results indicate that an increase in the number of years in terms of implementing lean manufacturing and/or six sigma, corresponds with an increase in financial and operational performance. The results also of this study specifically revealed that use six sigma in all departments supportive of improving quality; whereas companies that implemented lean manufacturing in all departments created a safe environment and improved employee involvement within the organization. Moreover, findings illustrate that the use of a belt system supported the improvement in quality, reduced costs and reduced variation. The implementation of lean manufacturing and six sigma are important areas of study as there are few studies reported in the literature on implementing lean manufacturing and six sigma within French industries

A statistical analysis of critical quality tools and companies’ performance

When implementing continuous improvement methodologies such as Lean and Six Sigma, one crucial aspect is to determine which quality tools to implement to achieve a performance objective. The purpose of this article is to determine the critical quality tools and their effects on companies’ performance. The data was collected using a questionnaire that was conducted within French industries, in Pays de la Loire region. A multiple correspondence analysis is performed first to explore and describe the data. Second, ordinal regression models are developed to determine what are the critical quality tools that support the companies’ performance in terms of quality, cost, and productivity. This case study shows that the critical quality tools to improve quality performance would be implementing One Piece Flow and GEMBA tools. Next, implementing Value Stream Mapping and Takt Time tools would significantly reduce the cost compared to not implementing those tools. The analysis shows improvement in productivity can be achieved by implementing KANBAN tool. The findings have the potential to guide companies to determine which quality tools are most likely effective in improving quality, productivity, and reducing cost.Journal Articl