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Based on an extensive literature review we have selected factors critical for Lean Six Sigma implementation success. Four variables were selected to be used as output variables measuring this project success: project on time completion, achievement of financial goals, sigma level achieved (that was measured using Defects per Million Opportunities, DPMO), and overall project success. Using empirical data from 256 Lean Six Sigma Projects, we present the model developed and identify significant factors for Lean Six Sigma implementation success. Empirical results, which were collected during Lean Six Sigma implementation in 39 business units of an Automotive Sector Company in North America and Europe, were analysed using Multivariate Analysis of Variance (MANOVA) and General Linear Model (GLM). Two main factors were found as positively linked with the different aspects of project success: the competency of the Black Belts team and the management support to the project.

This paper describes the two-step method used to analyse the factors and aspects influencing human error during the maintenance of mining machines. The first step is the cause-effect analysis, supported by brainstorming, where five factors and 21 aspects are identified. During the second step, the group fuzzy analytic hierarchy process is used to rank the identified factors and aspects. A case study is done on mining companies in Serbia. The key aspects are ranked according to an analysis that included experts who assess risks in mining companies (a maintenance engineer, a technologist, an ergonomist, a psychologist, and an organisational scientist). Failure to follow technical maintenance instructions, poor organisation of the training process, inadequate diagnostic equipment, and a lack of understanding of the work process are identified as the most important causes of human error. OPSOMMINGʼn Twee-stap metode om die faktore en aspekte wat menslike foute gedurende die instandhouding van mynmasjinerie beïnvloed, word beskryf. Die eerste stap is die oorsaak-gevolg analise, wat met ʼn dinkskrum ondersteun word, waartydens vyf faktore en een-entwintig aspekte identifiseer word. Tydens die tweede stap word die groep-wasigheid-hiërargie analise proses gebruik om die geïdentifiseerde faktore en aspekte te rangskik. ʼn Gevallestudie is op mynondernemings in Serwië geloods. Die sleutelaspekte is rangskik volgens ʼn analise wat mynonderneming risiko kenners (ʼn instandhoudingsingenieur, ʼn tegnoloog, ʼn ergonoom, ʼn sielkundige en ʼn organisatoriese wetenskaplike) ingesluit het. Nalating om tegniese instandhoudingsinstruksies te volg, swak organisasie van die opleidingsproses, onvoldoende diagnostiese toerusting en ʼn tekort aan die verstaan van die werksprosesse is geïdentifiseer as die belangrikste oorsake van menslike foute.

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This paper discusses the issue of standardization. It has been stated that the present theoretical state of standardization studies does not meet the requirements of the companies operating in innovative market sectors. To solve this problem, it is necessary to form a balanced standardization system. As a basis for such a system, it is proposed to develop standards which can be edited and improved not only by the top management of a company but also by staff members involved in performing the tasks specified in these standards. Furthermore, balancing the system implies detecting and eliminating conflicts between different standards. The authors describe the types of requirement interaction. Finally, the methods for standardization system quality are developed.