(2015), there are still many gaps that need to be addressed in LSS literature such as benefits, motivation factors, challenges and limitations ( Pepper and Spedding, 2010 Laureani and Antony, 2012), and there is also a lack of research in the relation between LSS and organizational learning and in recent years a lot of systematic literature reviews on the topic have been published on the topic but only few case studies have been analyzed in the research field to cover this gap. Since that time, there has been a noticeable increase in LSS popularity and deployment in the industrial world ( Shah et al., 2008) and researchers had the interest to publish more papers on LSS to try to come up with a comprehensive approach to achieve continuous improvement. The term LSS was first introduced into literature around 2000 LSS, while LSS teaching was established in 2003 as part of the evolution of Six Sigma ( Timans et al., 2012). It provides a standardized guideline for the elaboration of improvement projects and provides different statistical tools and techniques appropriate to each phase of the DMAIC cycle ( Sordan et al., 2020) able to lead to the root causes of business problems and to eliminate the wastes and reduce the variation, thus, ensuring substantial improvement in business processes ( Bhat et al., 2020). The objectives of quality and efficiency, supported by Lean Six Sigma, are made by DMAIC: a structured method for improving the performance of existing processes ( Sordan et al., 2020), based on the application of the concepts Define, Measure, Analyze, Improve and Control. In practice, LSS is an improvement strategy that analyze quantitative data on business performance to identify, eliminate and control problems and inefficiencies related to manufacturing cost, service cost, quality, productivity and customer satisfaction ( Singh and Rathi, 2019 Snee, 2010) throughout the business processes. Lean Six Sigma is a management strategy for improving corporate productivity and profitability, that aim to maximize the Customer satisfaction by reducing constraints which the company organization is subject in terms of activities that do not create value for the Customer. Over the last decade, Lean Six Sigma (LSS) has become one of the most popular and proven business process improvement methodologies organizations have ever witnessed in the past ( Antony et al., 2017), and it has been accepted globally as a management strategy for achieving Process Excellence ( Gijo et al., 2019). The development of an effective quality improvement or continuous improvement strategy is a key factor for long-term success of modern organizations. The full terms of this licence may be seen at Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Copyright © 2021, Federica Murmura, Laura Bravi, Fabio Musso and Aleksandra Mosciszko License
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