The integration of Six Sigma and lean management

Abstract

Access to this document was granted through an Emerald subscription provided by LULEA UNIVERSITY OF TECHNOLOGY For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Additional help for authors is available for Emerald subscribers. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com With over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Abstract Purpose-The purpose of this paper is to present a study of how Six Sigma influences job satisfaction among employees at three large companies with manufacturing units in Sweden that have used different implementation strategies. Design/methodology/approach-The study was performed using a survey distributed to those affected by the implementation at the three company sites, including those not directly involved in any Six Sigma activities. Findings-Employees participating in Six Sigma feel positive changes in many aspects of job satisfaction. The Black Belts (BBs) felt, on the average, positive changes in almost all the tested areas. The largest changes are related to personal and new skill development, influence on work duties and enjoying the work. BBs also feel more recognition from management. Employees not involved in the Six Sigma projects do, on average, also feel positively influenced by Six Sigma, but the tendency is not as clear. Research limitations/implications-The results constitute a platform for further studies on the relation between Six Sigma applications and job satisfaction due to the different approaches used in the three studied plants. Practical implications-The positive results should help alleviate concerns of job satisfaction due to implementation of Six Sigma. Originality/value-The paper fills a knowledge gap concerning the effect of Six Sigma on employees' well being and job satisfaction.

Knowledge driven lean in healthcare: a necessity

“…This paper asserts that the lean production system can be applied within a service industry like healthcare; in fact, this effort has already been undertaken to some success (Colling and Muthusame, 2007;Grunde, 2009;Joosten et al, 2009;Mazur et al, 2012;Myllärniemi and Seppänen, 2012;Salah et al, 2010;Sobeck and Lang, 2010). Implementing this type of knowledge-driven process will hopefully facilitate a revitalisation of the US healthcare sector and propel it above its dismal 37th place in the world.…”

Adoção do seis sigma e lean production em uma empresa de manufatura

“…Segundo Salah et al (2010), a eficácia de como as metodologias de melhoria contínua são implementadas compõe a chave para o sucesso de uma organização. Entre estas metodologias, o Lean Production e o Seis Sigma estão entre as mais amplamente utilizadas por empresas de diferentes setores industriais (SALAH et al, 2010).…”

Knowledge driven lean in healthcare: a necessity

“…The focus of the articles in the first category groupings on case studies and examples of hospitals and healthcare institutions that have implemented lean to improve their operational efficiency in terms of waste reduction, quality and flexibility (Alolayyan et al, 2013;Black and Miller, 2008;Colling and Muthusame, 2007;Grunden, 2009;Joosten et al, 2009;Kovach et al, 2008;Kumar et al, 2013;Mandahawi et al, 2011;Mazur et al, 2012;Salah et al, 2010;Sinimole, 2012;Sobeck and Lang, 2010;Sweis et al, 2012). The second category of articles deal with health information technology (HIT) and their impact on quality, efficiency, and costs (Ash et al, 2004;Bian et al, 2012;Blumenthal, 2009;Busch, 2011;Lemire, 2010;Meulendijks et al, 2012;Miriovsky et al, 2012).…”