Deploying LSS in a global enterprise – project identification

Abstract

Purpose -The purpose of this paper is to provide Lean Six Sigma deployment champions with a structured approach to identify and prioritize parts of their business that are conducive to the Lean Six Sigma methodology. Design/methodology/approach -A five-step approach to Lean Six Sigma project identification is presented in this paper. The approach utilizes a clustering technique to group similar processes based on seven process characteristics. The clusters formed are then evaluated and prioritized for their compatibility to Lean Six Sigma. Findings -The clustering approach can be applied to any industry segment, including non-manufacturing, healthcare and financial-based organizations. A case study is presented in this paper in which the approach is applied to an IT based company. A total of 30 percent of the business processes were found to be Lean Six Sigma conducive.Research limitations/implications -The current model does not have provision to consider the current performance of a process as an evaluation criterion. This requires the deployment champion to use the model in conjunction with a Balanced Scorecard. Future research will address this limitation. Originality/value -There is a general lack of a mathematical approach to enable Lean Six Sigma practitioners to identify parts of their business that are conducive to the methodology. This research attempts to bridge this gap in the literature by using an unsupervised learning approach, using a clustering algorithm, to group processes based on seven process characteristics. The cluster evaluation helps the deployment champion identify key areas within the business to focus an LSS deployment.

Leadership – a critical success factor for the effective implementation of Lean Six Sigma

“…• Project management: for Lean Six Sigma deployment to be successful, it is important to work on projects aligned to the business strategy, so as to show immediate value to the organisation at large. Accurate data-driven tracking of projects is necessary to ensure deployment stays on track, as well as reward success among employees (Duarte, Montgomery, Fowler, & Konopka, 2012;Kornfeld & Kara, 2013).…”

Lean seis sigma: uma contribuição bibliométrica dos últimos 15 anos

“…Martin (2007) indicou que alguns principais fatores de sucesso do LSS incluem escolher as pessoas certas, os projetos certos e estabelecer uma comunicação eficaz. O sucesso e o fracasso da implementação do LSS dependem, além disso, de como e onde é aplicado (DUARTE et al, 2012). Manville et al (2012) destacam a importância do desenvolvimento da capacidade de aprendizagem da equipe e de sua capacitação.…”

Breadth vs. depth: How to start deploying the daily management system for your lean transformation

“…[8] Showcasing a successful deployment can also be thought of as making the case for LDMS in an attempt to convince the organization as a whole to adopt it. This is often referred to as "proof of concept"; it combats resistance within organizational members.…”

“…[9] Similar to the model cell, a pilot area is another alternative to start the LDMS deployment; it also enables the testing of strategies and demonstration of proof of concept. [8,10] The distinction between them is that the model cell involves an ongoing process of testing and showcasing outcomes, whereas the pilot area emphasizes the testing of deployment strategies. Unlike the model cell, the pilot area is not maintained and continuously examined, but is rather just the first of a series of implementations.…”

“…[8] Company-wide deployments are often referred to as mile-wide inch-deep because it targets a certain hierarchical level within the entire organization, such as all executive management. According to that categorization, the mile-wide inch-deep approach prioritizes the breadth of LDMS deployment, rather than its depth.…”