This essay examines the advantages and disadvantages of implement Lean and Six Sigma to improvement in manufacturing and service operations. The level of Quality Management adoption and the correct use of the Improvement Approaches are hypothesized to be the factors that determine the result of implementing Lean Six Sigma. Literature review on implementing Lean and Six Sigma shows that low level of Quality Management adoption has a negative impact on the success of Lean Six Sigma. The implication for managers are: first, they have to understand the scope and limits of quality approaches; second, before any LSS programme, companies must to apply quality assessment in order to be prepared to implement Lean, Six Sigma or both. The value of this essay is in providing an explanation about the success and fail of companies in its way to LSS.
Copyright statement
Copyright in text of this dissertation rests with the author. Copies (by any process) either in full, or of extracts, may be made only in accordance with instructions given by the author. Details may be obtained from the Programme Administrators. This page must form part of any such copies made. Further copies (by any process) of copies made in accordance with such instructions may not be made without the permission (in writing) of the author. The ownership of any intellectual property rights which may be described in this document invested in the Author, subject to any prior agreement to the contrary, and may not be made available for use by third parties without the written permission of the Author, which will prescribe the terms and conditions of any such agreement.
Implementing Lean Six Sigma: Advantages and Disadvantages.
Abstract.
This essay examines the advantages and disadvantages of implement Lean and Six Sigma to improvement in manufacturing and service operations. The level of Quality Management adoption and the correct use of the Improvement
References: Anhinga, P. (2006). "Critical success factor for lean implementation within SMEs." Journal of Manufacturing Technology Management 17 (4): 11.Andersson, R., H. Eriksson, et al. (2006). "Similarities and differences between TQM, Six Sigma and Lean." The TQM Magazine 18 (3): 14.Arnheiter, E. and J. Maleyeff (2005). "The integration of lean management and Six Sigma." Them Magazine 17 (1): 13.Bossert, J. (2003). "Lean and Six Sigma-synergy made in heaven." Quality Progress 36 (4): 5.Cheng, J.-L. (2008). "Implementing Six Sigma via TQM improvement: an empirical study in Taiwan." The TQM Journal 20 (3): 13.Dale, B. G. (1994). "A Framework for the Introduction of a Process of Quality Improvement in Retail Organizations." International Journal of Retail & Distribution Management 22 (8): 7.Dale, B. G., T. Wiele, et al. (2007). Managing quality. Oxford, Blackwell Publishing. George, M. L. (2003). Lean Six Sigma for Services. London, McGraw-Hill. Ingle, S. and W. Roe (2001). "Six Sigma black belt implementation." The TQM Magazine 13 (4): 7.Krumar, M., J. Antony, et al. (2006). "Implementing the Lean Sigma framework in a Indian SME: case study." Production Planning and Control 17 (4): 16.Lee-Mortimer, A. (2006). "Six Sigma: a vital improvement approach applied to the right problem, in the right environment." Assembly Automation 26 (1): 7. Näslud, D. (2008). "Lean, Six Sigma and Lean Sigma: fads or real process improvement methods? “Business Process Management Journal 14 (3): 18.Pande, P. S. and L. Help (2002). What Is Six Sigma? New York, McGraw-Hill. Proudlove, N., C. Moxham, et al. (2008). "Lessons for Lean in Healthcare from Using Six Sigma in the NHS." Public money & management 28 (1): 7.Revere, L., K. Black, et al. (2004). "Integrating Six Sigma and CQI for improving patient care." Them Magazine 16