Quantitative analysis of Six Sigma, Lean and Lean Six Sigma research publications in last two decades

Abstract

Quantitative analysis of Six Sigma, Lean and Lean Six Sigma research publications in last two decades Purpose-This research study intends to extend previous studies to a hybrid analysis of three business improvement practices of Lean, Six Sigma and Lean Six Sigma (LSS) within last two decades and identify the research gaps and focuses in more comprehensive and robust classification framework. Design/methodology/approach-A secondary data collection and literature review was conducted to collect information about peer reviewed journal articles under six dimensions of a tested classification framework. The frequency and distribution analysis was conducted followed by the Pearson's Chi Squared test to analyse any relationship between dimensions of framework in order to identify the gap. Finding-Despite a relatively great deal of regular research outputs about Six Sigma, Lean and LSS, academic journal articles have been found mainly limited to a few industries, themes and countries. "General manufacturing", "healthcare", "automotive" and "electronic industries" as sectors; and "tools and techniques", "benefits" and "success factors" as key themes have been mostly approached by LSS, Six Sigma and Lean management articles. It was also found that there is still a great disparity amongst researchers and journals to publish about these three business improvement practices. Research Implications-The research publications for LSS, Six Sigma and Lean management should have wider approach towards various manufacturing and service sectors, countries and journal publications. A greater level of research/enterprise activities has been found in relation to LSS and Six Sigma articles compared to Lean management articles. Originality/Value-This research aims to identify the gaps in research publications during last two decades about three major business improvement practices in one package and through more comprehensive robust classification framework and also through comparative analysis.

Factorial structure for Six Sigma project barriers in Indian manufacturing and service industries

“…The distinct barriers in the Indian context are lack of knowledge, lack of resources, and lack of data (Bhat et al, 2014). Despite the growing interest and success of Six Sigma in the industry, the implementation in developing countries does not seem to be satisfactory (Alsmadi et al, 2012;Shokri, 2017). A literature review article by Shokri (2017) reviewed 591 Six Sigma articles over two decades .…”

“…Despite the growing interest and success of Six Sigma in the industry, the implementation in developing countries does not seem to be satisfactory (Alsmadi et al, 2012;Shokri, 2017). A literature review article by Shokri (2017) reviewed 591 Six Sigma articles over two decades . The article highlighted the fact that major part of Six Sigma research is done in the USA and UK and mainly focused on tools and techniques, DMAIC methodology, and success factors as compared to challenges.…”

Empirical analysis of Six Sigma project capability deficiency and its impact on project success

“…Few studies are found on barriers or deficiencies in implementing Six Sigma, and specifically, the empirical studies are scant (Lande et al, 2016). Also, the studies on challenges in implementation are typically case studies (Shokri, 2017) which limit the generalisation of results (Nonthaleerak and Hendry, 2008). Earlier studies in Six Sigma show the influence of individual constructs on project success (Ribeiro et al, 2015;Sin et al, 2015).…”

Lean Service E Redução De Custos No Processo De Coleta De Resíduos Domiciliares

“…Fruto de uma crescente pressão dos clientes para a promoção do melhoramento da qualidade dos produtos, essas duas últimas décadas presenciaram um claro crescimento e difusão de abordagens gerenciais que visam o melhoramento dos processos produtivos. Nesse contexto, muitas empresas implementaram o sistema de produção Lean (SHOKRI, 2017). Inicialmente, esta filosofia de produção foi amplamente utilizada no setor de manufatura (LEWIS, 2000).…”