Networking to boost lean six sigma potential

Abstract

At the beginning of 2008 three SMEs in a small town in Sweden started a network project inspired by the Six Sigma programme, and hired a full-time Black Belt to lead the improvement activities. Three months into the project, we interviewed the top management of the participating companies and the Black Belt, to pinpoint success factors as well as risks of the cooperation project. Results show that statistical methods were unused in favour of methods associated with lean manufacturing such as 5S. Accordingly, the expectations of the CEOs were related to production improvements and flow rather than quality. Both the Black Belt and the CEOs stated that management commitment was vital for the success of the partnership, but also that the visibility of this commitment could be improved. Despite this, all interviewees agreed that the project had gotten a good start and the managers had high expectations for its progress.Godkänd; 2008; 20081106 (bjarne_b