International Journal of Lean Six SigmaTable of Contents for International Journal of Lean Six Sigma. List of articles from the current issue, including Just Accepted (EarlyCite)https://www.emerald.com/insight/publication/issn/2040-4166/vol/15/iss/8?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestInternational Journal of Lean Six SigmaEmerald Publishing LimitedInternational Journal of Lean Six SigmaInternational Journal of Lean Six Sigmahttps://www.emerald.com/insight/proxy/containerImg?link=/resource/publication/journal/d72def9d44ce8e4c51b4cbfd5850dcd5/urn:emeraldgroup.com:asset:id:binary:ijlss.cover.jpghttps://www.emerald.com/insight/publication/issn/2040-4166/vol/15/iss/8?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestLean innovation training and transformational leadership for employee creative role identity and innovative work behavior in a public service organizationhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-06-2022-0126/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestWith the growing need for employees to be innovative, public-sector organizations are investing in employee training. This study aims to examine the effects of a combined Lean Six Sigma and innovation training, using action learning, on public-sector employees’ creative role identity and innovative work behavior. The authors studied a public service agency in Singapore in which a five-day Lean Innovation Training was implemented, using a combination of Lean Six Sigma and Creative Problem-Solving tools, with a simulation on day one and subsequent team-based project coaching, spread over six months. The authors administered pre- and postintervention surveys among all the employees, and initiated group interviews and observations before, during and after the intervention. Creative role identity and innovative work behavior had significantly improved six months after the intervention, enabled through senior management’s transformational leadership. The training induced managers to role-model innovative work behaviors while cocreating, with their employees, a renewal of their agency’s core processes. The three completed improvement projects contributed to an innovative work culture and reduced service turnaround time. Starting with a role-playing simulation on the first day, during which leaders and followers swapped roles, the action-learning type training taught all the organizational members to use various Lean Six Sigma and Creative Problem-Solving tools. This nimble Lean Innovation Training, and subsequent team-based project coaching, exemplifies how advancing the staff’s creative role identity can have a positive impact.Lean innovation training and transformational leadership for employee creative role identity and innovative work behavior in a public service organization
Amy B.C. Tan, Desirée H. van Dun, Celeste P.M. Wilderom
International Journal of Lean Six Sigma, Vol. 15, No. 8, pp.1-31

With the growing need for employees to be innovative, public-sector organizations are investing in employee training. This study aims to examine the effects of a combined Lean Six Sigma and innovation training, using action learning, on public-sector employees’ creative role identity and innovative work behavior.

The authors studied a public service agency in Singapore in which a five-day Lean Innovation Training was implemented, using a combination of Lean Six Sigma and Creative Problem-Solving tools, with a simulation on day one and subsequent team-based project coaching, spread over six months. The authors administered pre- and postintervention surveys among all the employees, and initiated group interviews and observations before, during and after the intervention.

Creative role identity and innovative work behavior had significantly improved six months after the intervention, enabled through senior management’s transformational leadership. The training induced managers to role-model innovative work behaviors while cocreating, with their employees, a renewal of their agency’s core processes. The three completed improvement projects contributed to an innovative work culture and reduced service turnaround time.

Starting with a role-playing simulation on the first day, during which leaders and followers swapped roles, the action-learning type training taught all the organizational members to use various Lean Six Sigma and Creative Problem-Solving tools. This nimble Lean Innovation Training, and subsequent team-based project coaching, exemplifies how advancing the staff’s creative role identity can have a positive impact.

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Lean innovation training and transformational leadership for employee creative role identity and innovative work behavior in a public service organization10.1108/IJLSS-06-2022-0126International Journal of Lean Six Sigma2023-03-03© 2023 Amy B.C. Tan, Desirée H. van Dun and Celeste P.M. Wilderom.Amy B.C. TanDesirée H. van DunCeleste P.M. WilderomInternational Journal of Lean Six Sigma1582023-03-0310.1108/IJLSS-06-2022-0126https://www.emerald.com/insight/content/doi/10.1108/IJLSS-06-2022-0126/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Amy B.C. Tan, Desirée H. van Dun and Celeste P.M. Wilderom.
An implementation model for digitisation of visual management to develop a smart manufacturing processhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-07-2022-0156/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to introduce a model using a digital twin concept in a cold heading manufacturing and develop a digital visual management (VM) system using Lean overall equipment effectiveness (OEE) tool to enhance the process performance and establish Fourth Industrial Revolution (I4.0) platform in small and medium enterprises (SMEs). This work utilised plan, do, check, act Lean methodology to create a digital twin of each machine in a smart manufacturing facility by taking the Lean tool OEE and digitally transforming it in the context of I4.0. To demonstrate the effectiveness of process digitisation, a case study was carried out at a manufacturing department to provide the data to the model and later validate synergy between Lean and I4.0 platform. The OEE parameter can be increased by 10% using a proposed digital twin model with the introduction of a Level 0 into VM platform to clearly define the purpose of each data point gathered further replicate in projects across the value stream. The findings suggest that researchers should look beyond conversion of stored data into visualisations and predictive analytics to improve the model connectivity. The development of strong big data analytics capabilities in SMEs can be achieved by shortening the time between data gathering and impact on the model performance. The novelty of this study is the application of OEE Lean tool in the smart manufacturing sector to allow SME organisations to introduce digitalisation on the back of structured and streamlined principles with well-defined end goals to reach the optimal OEE.An implementation model for digitisation of visual management to develop a smart manufacturing process
Anna Trubetskaya, Alan Ryan, Frank Murphy
International Journal of Lean Six Sigma, Vol. 15, No. 8, pp.32-49

This paper aims to introduce a model using a digital twin concept in a cold heading manufacturing and develop a digital visual management (VM) system using Lean overall equipment effectiveness (OEE) tool to enhance the process performance and establish Fourth Industrial Revolution (I4.0) platform in small and medium enterprises (SMEs).

This work utilised plan, do, check, act Lean methodology to create a digital twin of each machine in a smart manufacturing facility by taking the Lean tool OEE and digitally transforming it in the context of I4.0. To demonstrate the effectiveness of process digitisation, a case study was carried out at a manufacturing department to provide the data to the model and later validate synergy between Lean and I4.0 platform.

The OEE parameter can be increased by 10% using a proposed digital twin model with the introduction of a Level 0 into VM platform to clearly define the purpose of each data point gathered further replicate in projects across the value stream.

The findings suggest that researchers should look beyond conversion of stored data into visualisations and predictive analytics to improve the model connectivity. The development of strong big data analytics capabilities in SMEs can be achieved by shortening the time between data gathering and impact on the model performance.

The novelty of this study is the application of OEE Lean tool in the smart manufacturing sector to allow SME organisations to introduce digitalisation on the back of structured and streamlined principles with well-defined end goals to reach the optimal OEE.

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An implementation model for digitisation of visual management to develop a smart manufacturing process10.1108/IJLSS-07-2022-0156International Journal of Lean Six Sigma2023-05-18© 2023 Anna Trubetskaya, Alan Ryan and Frank Murphy.Anna TrubetskayaAlan RyanFrank MurphyInternational Journal of Lean Six Sigma1582023-05-1810.1108/IJLSS-07-2022-0156https://www.emerald.com/insight/content/doi/10.1108/IJLSS-07-2022-0156/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Anna Trubetskaya, Alan Ryan and Frank Murphy.http://creativecommons.org/licences/by/4.0/legalcode
The development of a lean six sigma and BIM framework for enhancing off-site manufacturinghttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-02-2023-0020/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to improve a construction company's overall project delivery by utilising lean six sigma (LSS) methods combined with building information modelling (BIM) to design, modularise and manufacture various building elements in a controlled factory environment off-site. A case study in a construction company utilised lean six sigma (LSS) methodology and BIM to identify non-value add waste in the construction process and improve sustainability. An Irish-based construction company manufacturing modular pipe racks for the pharmaceutical industry utilised LSS to optimise and standardise their off-site manufacturing (OSM) partners process and leverage BIM to design skids which could be manufactured offsite and transported easily with minimal on-site installation and rework required. Productivity was improved, waste was reduced, less energy was consumed, defects were reduced and the project schedule for completion was reduced. The case study was carried out on one construction company and one construction product type. Further case studies would ensure more generalisability. However, the implementation was tested on a modular construction company, and the methods used indicate that the generic framework could be applied and customized to any offsite company. This is one of the few studies on implementing offsite manufacturing (OSM) utilising LSS and BIM in an Irish construction company. The detailed quantitative benefits and cost savings calculations presented as well as the use of the LSM methods and BIM in designing an OSM process can be leveraged by other construction organisations to understand the benefits of OSM. This study can help demonstrate how LSS and BIM can aid the construction industry to be more environmentally friendly.The development of a lean six sigma and BIM framework for enhancing off-site manufacturing
Olivia McDermott, Kevin ODwyer, John Noonan, Anna Trubetskaya, Angelo Rosa
International Journal of Lean Six Sigma, Vol. 15, No. 8, pp.50-69

This study aims to improve a construction company's overall project delivery by utilising lean six sigma (LSS) methods combined with building information modelling (BIM) to design, modularise and manufacture various building elements in a controlled factory environment off-site.

A case study in a construction company utilised lean six sigma (LSS) methodology and BIM to identify non-value add waste in the construction process and improve sustainability.

An Irish-based construction company manufacturing modular pipe racks for the pharmaceutical industry utilised LSS to optimise and standardise their off-site manufacturing (OSM) partners process and leverage BIM to design skids which could be manufactured offsite and transported easily with minimal on-site installation and rework required. Productivity was improved, waste was reduced, less energy was consumed, defects were reduced and the project schedule for completion was reduced.

The case study was carried out on one construction company and one construction product type. Further case studies would ensure more generalisability. However, the implementation was tested on a modular construction company, and the methods used indicate that the generic framework could be applied and customized to any offsite company.

This is one of the few studies on implementing offsite manufacturing (OSM) utilising LSS and BIM in an Irish construction company. The detailed quantitative benefits and cost savings calculations presented as well as the use of the LSM methods and BIM in designing an OSM process can be leveraged by other construction organisations to understand the benefits of OSM. This study can help demonstrate how LSS and BIM can aid the construction industry to be more environmentally friendly.

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The development of a lean six sigma and BIM framework for enhancing off-site manufacturing10.1108/IJLSS-02-2023-0020International Journal of Lean Six Sigma2023-05-12© 2023 Olivia McDermott, Kevin ODwyer, John Noonan, Anna Trubetskaya and Angelo Rosa.Olivia McDermottKevin ODwyerJohn NoonanAnna TrubetskayaAngelo RosaInternational Journal of Lean Six Sigma1582023-05-1210.1108/IJLSS-02-2023-0020https://www.emerald.com/insight/content/doi/10.1108/IJLSS-02-2023-0020/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Olivia McDermott, Kevin ODwyer, John Noonan, Anna Trubetskaya and Angelo Rosa.http://creativecommons.org/licences/by/4.0/legalcode
Utilising a hybrid DMAIC/TAM model to optimise annual maintenance shutdown performance in the dairy industry: a case studyhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-05-2023-0083/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOutput from the Irish Dairy Industry has grown rapidly since the abolition of quotas in 2015, with processors investing heavily in capacity expansion to deal with the extra milk volumes. Further capacity gains may be achieved by extending the processing season into the winter, a key enabler for which being the reduction of duration of the winter maintenance overhaul period. This paper aims to investigate if Lean Six Sigma tools and techniques can be used to enhance operational maintenance performance, thereby releasing additional processing capacity. Combining the Six-Sigma Define, Measure, Analyse, Improve, Control (DMAIC) methodology and the structured approach of Turnaround Maintenance (TAM) widely used in process industries creates a novel hybrid model that promises substantial improvement in maintenance overhaul execution. This paper presents a case study applying the DMAIC/TAM model to Ireland’s largest dairy processing site to optimise the annual maintenance shutdown. The objective was to deliver a 30% reduction in the duration of the overhaul, enabling an extension of the processing season. Application of the DMAIC/TAM hybrid resulted in process enhancements, employee engagement and a clear roadmap for the operations team. Project goals were delivered, and original objectives exceeded, resulting in €8.9m additional value to the business and a reduction of 36% in the duration of the overhaul. The results demonstrate that the model provides a structure that promotes systematic working and a continuous improvement focus that can have substantial benefits for wider industry. Opportunities for further model refinement were identified and will enhance performance in subsequent overhauls. To the best of the authors’ knowledge, this is the first time that the structure and tools of DMAIC and TAM have been combined into a hybrid methodology and applied in an Irish industrial setting.Utilising a hybrid DMAIC/TAM model to optimise annual maintenance shutdown performance in the dairy industry: a case study
Anna Trubetskaya, Alan Ryan, Daryl John Powell, Connor Moore
International Journal of Lean Six Sigma, Vol. 15, No. 8, pp.70-92

Output from the Irish Dairy Industry has grown rapidly since the abolition of quotas in 2015, with processors investing heavily in capacity expansion to deal with the extra milk volumes. Further capacity gains may be achieved by extending the processing season into the winter, a key enabler for which being the reduction of duration of the winter maintenance overhaul period. This paper aims to investigate if Lean Six Sigma tools and techniques can be used to enhance operational maintenance performance, thereby releasing additional processing capacity.

Combining the Six-Sigma Define, Measure, Analyse, Improve, Control (DMAIC) methodology and the structured approach of Turnaround Maintenance (TAM) widely used in process industries creates a novel hybrid model that promises substantial improvement in maintenance overhaul execution. This paper presents a case study applying the DMAIC/TAM model to Ireland’s largest dairy processing site to optimise the annual maintenance shutdown. The objective was to deliver a 30% reduction in the duration of the overhaul, enabling an extension of the processing season.

Application of the DMAIC/TAM hybrid resulted in process enhancements, employee engagement and a clear roadmap for the operations team. Project goals were delivered, and original objectives exceeded, resulting in €8.9m additional value to the business and a reduction of 36% in the duration of the overhaul.

The results demonstrate that the model provides a structure that promotes systematic working and a continuous improvement focus that can have substantial benefits for wider industry. Opportunities for further model refinement were identified and will enhance performance in subsequent overhauls.

To the best of the authors’ knowledge, this is the first time that the structure and tools of DMAIC and TAM have been combined into a hybrid methodology and applied in an Irish industrial setting.

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Utilising a hybrid DMAIC/TAM model to optimise annual maintenance shutdown performance in the dairy industry: a case study10.1108/IJLSS-05-2023-0083International Journal of Lean Six Sigma2023-12-25© 2023 Anna Trubetskaya, Alan Ryan, Daryl John Powell and Connor Moore.Anna TrubetskayaAlan RyanDaryl John PowellConnor MooreInternational Journal of Lean Six Sigma1582023-12-2510.1108/IJLSS-05-2023-0083https://www.emerald.com/insight/content/doi/10.1108/IJLSS-05-2023-0083/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Anna Trubetskaya, Alan Ryan, Daryl John Powell and Connor Moore.http://creativecommons.org/licences/by/4.0/legalcode
Fostering insights and improvements from IIoT systems at the shop floor: a case of industry 4.0 and lean complementarity enabled by action learninghttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-01-2022-0017/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to investigate how manufacturers can foster insights and improvements from real-time data among shop-floor workers by developing organisational “learning-to-learn” capabilities based on both the lean- and action learning principle of learning through problem-solving. Second, the purpose is to extrapolate findings on how action learning can enable the complementarity between lean and industry 4.0. An insider action research approach is adopted to investigate how manufacturers can enable their shop-floor workers to foster insights and improvements from real-time data at VELUX. The findings report that enabling shop-floor workers to use real-time data consist of developing three consecutive organisational building blocks of learning-to-learn, learning-to-learn using real-time data and learning-to-learn generating real-time data − and helping others to learn (to learn). First, the study contributes to theory and practice by demonstrating that a learning-to-learn capability is a core construct for manufacturers seeking to enable shop-floor workers to use real-time data-capturing systems to drive improvement. Second, the study outlines how lean and industry 4.0 complementarity can be enabled by action learning. Moreover, the study allows us to deduce six necessary conditions for enabling shop-floor workers to foster insights and improvements from real-time data.Fostering insights and improvements from IIoT systems at the shop floor: a case of industry 4.0 and lean complementarity enabled by action learning
Henrik Saabye, Daryl John Powell
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to investigate how manufacturers can foster insights and improvements from real-time data among shop-floor workers by developing organisational “learning-to-learn” capabilities based on both the lean- and action learning principle of learning through problem-solving. Second, the purpose is to extrapolate findings on how action learning can enable the complementarity between lean and industry 4.0.

An insider action research approach is adopted to investigate how manufacturers can enable their shop-floor workers to foster insights and improvements from real-time data at VELUX.

The findings report that enabling shop-floor workers to use real-time data consist of developing three consecutive organisational building blocks of learning-to-learn, learning-to-learn using real-time data and learning-to-learn generating real-time data − and helping others to learn (to learn).

First, the study contributes to theory and practice by demonstrating that a learning-to-learn capability is a core construct for manufacturers seeking to enable shop-floor workers to use real-time data-capturing systems to drive improvement. Second, the study outlines how lean and industry 4.0 complementarity can be enabled by action learning. Moreover, the study allows us to deduce six necessary conditions for enabling shop-floor workers to foster insights and improvements from real-time data.

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Fostering insights and improvements from IIoT systems at the shop floor: a case of industry 4.0 and lean complementarity enabled by action learning10.1108/IJLSS-01-2022-0017International Journal of Lean Six Sigma2022-07-21© 2022 Emerald Publishing LimitedHenrik SaabyeDaryl John PowellInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2022-07-2110.1108/IJLSS-01-2022-0017https://www.emerald.com/insight/content/doi/10.1108/IJLSS-01-2022-0017/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2022 Emerald Publishing Limited
Industry 4.0 and Lean Manufacturing – a systematic review of the state-of-the-art literature and key recommendations for future researchhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-02-2022-0021/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis paper aims to analyse the current state of research to identify the link between Lean Manufacturing and Industry 4.0 (I4.0) technologies to map out different research themes, to uncover research gaps and propose key recommendations for future research, including lessons to be learnt from the integration of lean and I4.0. A systematic literature review (SLR) is conducted to thematically analyse and synthesise existing literature on Lean Manufacturing–I4.0 integration. The review analysed 60 papers in peer-reviewed journals. In total, five main research themes were identified, and a thematic map was created to explore the following: the relationship between Lean Manufacturing and I4.0; Lean Manufacturing and I4.0 implication on performance; Lean Manufacturing and I4.0 framework; Lean Manufacturing and I4.0 integration with other methodologies; and application of I4.0 technologies in Lean Manufacturing. Furthermore, various gaps in the literature were identified, and key recommendations for future directions were proposed. The integration of Lean Manufacturing and I4.0 will eventually bring many benefits and offers superior and long-term competitive advantages. This research reveals the need for more analysis to thoroughly examine how this can be achieved in real life and promote operational changes that ensure enterprises run more sustainably. The development of Lean Manufacturing and I4.0 integration is still in its infancy, with most articles in this field published in the past two years. The five main research themes identified through thematic synthesis are provided in the original contribution. This provides scholars better insight into the existing literature related to Lean Manufacturing and I4.0, further contributing to defining clear topics for future research opportunities. It also has important implications for industrialists, who can develop more profound and richer knowledge than Lean and I4.0, which would, in turn, help them develop more effective deployment strategies and have a positive commercial impact.Industry 4.0 and Lean Manufacturing – a systematic review of the state-of-the-art literature and key recommendations for future research
Sameh M. Saad, Ramin Bahadori, Chandan Bhovar, Hongwei Zhang
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

This paper aims to analyse the current state of research to identify the link between Lean Manufacturing and Industry 4.0 (I4.0) technologies to map out different research themes, to uncover research gaps and propose key recommendations for future research, including lessons to be learnt from the integration of lean and I4.0.

A systematic literature review (SLR) is conducted to thematically analyse and synthesise existing literature on Lean Manufacturing–I4.0 integration. The review analysed 60 papers in peer-reviewed journals.

In total, five main research themes were identified, and a thematic map was created to explore the following: the relationship between Lean Manufacturing and I4.0; Lean Manufacturing and I4.0 implication on performance; Lean Manufacturing and I4.0 framework; Lean Manufacturing and I4.0 integration with other methodologies; and application of I4.0 technologies in Lean Manufacturing. Furthermore, various gaps in the literature were identified, and key recommendations for future directions were proposed.

The integration of Lean Manufacturing and I4.0 will eventually bring many benefits and offers superior and long-term competitive advantages. This research reveals the need for more analysis to thoroughly examine how this can be achieved in real life and promote operational changes that ensure enterprises run more sustainably.

The development of Lean Manufacturing and I4.0 integration is still in its infancy, with most articles in this field published in the past two years. The five main research themes identified through thematic synthesis are provided in the original contribution. This provides scholars better insight into the existing literature related to Lean Manufacturing and I4.0, further contributing to defining clear topics for future research opportunities. It also has important implications for industrialists, who can develop more profound and richer knowledge than Lean and I4.0, which would, in turn, help them develop more effective deployment strategies and have a positive commercial impact.

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Industry 4.0 and Lean Manufacturing – a systematic review of the state-of-the-art literature and key recommendations for future research10.1108/IJLSS-02-2022-0021International Journal of Lean Six Sigma2023-04-19© 2023 Emerald Publishing LimitedSameh M. SaadRamin BahadoriChandan BhovarHongwei ZhangInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2023-04-1910.1108/IJLSS-02-2022-0021https://www.emerald.com/insight/content/doi/10.1108/IJLSS-02-2022-0021/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Impact of lean management on work safety and operational excellence within Tunisian companieshttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-02-2023-0032/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestLean management tools are becoming increasingly applied in different types of organizations around the world. These tools have shown their significant contribution to improving business performance. In this vein, the purpose of this paper is to examine the influence of lean management on both occupational safety and operational excellence in Tunisian companies. A survey was conducted among Tunisian companies, and it resulted in the collection of 62 responses that were analyzed using the software SPSS. In addition, a conceptual model linking the practices of the three basic concepts was designed to highlight the hypotheses of the research. Subsequently, factor analysis and structural equation method analysis were conducted to assess the validation of the assumptions. The results obtained have shown that lean management has a significant impact on occupational safety. Similarly, occupational safety has a significant impact on operational excellence. However, lean management does not have a significant impact on operational excellence. This work highlighted the involvement of small and medium-sized enterprise’s managers from emerging economies in the studied concepts’ practices. Likewise, it testified to the impacts of lean management on occupational safety and operational excellence in the Tunisian context.Impact of lean management on work safety and operational excellence within Tunisian companies
Ibtissem Alguirat, Fatma Lehyani, Alaeddine Zouari
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

Lean management tools are becoming increasingly applied in different types of organizations around the world. These tools have shown their significant contribution to improving business performance. In this vein, the purpose of this paper is to examine the influence of lean management on both occupational safety and operational excellence in Tunisian companies.

A survey was conducted among Tunisian companies, and it resulted in the collection of 62 responses that were analyzed using the software SPSS. In addition, a conceptual model linking the practices of the three basic concepts was designed to highlight the hypotheses of the research. Subsequently, factor analysis and structural equation method analysis were conducted to assess the validation of the assumptions.

The results obtained have shown that lean management has a significant impact on occupational safety. Similarly, occupational safety has a significant impact on operational excellence. However, lean management does not have a significant impact on operational excellence.

This work highlighted the involvement of small and medium-sized enterprise’s managers from emerging economies in the studied concepts’ practices. Likewise, it testified to the impacts of lean management on occupational safety and operational excellence in the Tunisian context.

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Impact of lean management on work safety and operational excellence within Tunisian companies10.1108/IJLSS-02-2023-0032International Journal of Lean Six Sigma2023-09-27© 2023 Emerald Publishing LimitedIbtissem AlguiratFatma LehyaniAlaeddine ZouariInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2023-09-2710.1108/IJLSS-02-2023-0032https://www.emerald.com/insight/content/doi/10.1108/IJLSS-02-2023-0032/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Influencing factors of Six Sigma management in the construction of students mental health service system in the post-COVID-19 erahttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-02-2023-0034/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to construct a mental health service system for middle school students in the post-COVID-19 era with the framework of Six Sigma DMAIC (define, measure, analyze, improve and control) and analyze the influencing factors of the mental health service system to study the implementation strategies of quality-oriented mental health services in middle schools. This study was conducted in Tianjin, China, from September to November 2022, and 350 middle school students from Tianjin Public Middle School were selected as subjects. A questionnaire survey was used to collect data. In this study, the Six Sigma DMAIC method, sensitivity analysis method, exploratory factor analysis and principal component analysis were used to analyze the mental health services provided to middle school students. Based on the Six Sigma DMAIC framework, this study indicates that the contribution rate of the mental health service process factor is the largest in the post-COVID-19 era. The mental health cultivation factor ranks second in terms of its contribution. Mental health quality and policy factors are also important in the construction of middle school students’ mental health service system. In addition, the study highlights the importance of parental involvement and social support in student mental health services during the post-COVID-19 era. To the best of the authors’ knowledge, a study on middle school students’ mental health in the post-Covid-19 era has not yet been conducted. This study developed a quality-oriented mental health system and analyzed the influencing factors of mental health for middle school students based on data analysis and the Six Sigma DMAIC method.Influencing factors of Six Sigma management in the construction of students mental health service system in the post-COVID-19 era
Hao Wang, Yunna Liu
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to construct a mental health service system for middle school students in the post-COVID-19 era with the framework of Six Sigma DMAIC (define, measure, analyze, improve and control) and analyze the influencing factors of the mental health service system to study the implementation strategies of quality-oriented mental health services in middle schools.

This study was conducted in Tianjin, China, from September to November 2022, and 350 middle school students from Tianjin Public Middle School were selected as subjects. A questionnaire survey was used to collect data. In this study, the Six Sigma DMAIC method, sensitivity analysis method, exploratory factor analysis and principal component analysis were used to analyze the mental health services provided to middle school students.

Based on the Six Sigma DMAIC framework, this study indicates that the contribution rate of the mental health service process factor is the largest in the post-COVID-19 era. The mental health cultivation factor ranks second in terms of its contribution. Mental health quality and policy factors are also important in the construction of middle school students’ mental health service system. In addition, the study highlights the importance of parental involvement and social support in student mental health services during the post-COVID-19 era.

To the best of the authors’ knowledge, a study on middle school students’ mental health in the post-Covid-19 era has not yet been conducted. This study developed a quality-oriented mental health system and analyzed the influencing factors of mental health for middle school students based on data analysis and the Six Sigma DMAIC method.

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Influencing factors of Six Sigma management in the construction of students mental health service system in the post-COVID-19 era10.1108/IJLSS-02-2023-0034International Journal of Lean Six Sigma2023-12-05© 2023 Emerald Publishing LimitedHao WangYunna LiuInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2023-12-0510.1108/IJLSS-02-2023-0034https://www.emerald.com/insight/content/doi/10.1108/IJLSS-02-2023-0034/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Lean production, green supply chain management and environmental performance: a configurational perspective based on the Portuguese contexthttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-02-2023-0036/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestOrganizations are faced with increasing pressure to engage in sustainable development. There is an ongoing discussion on how to incorporate green thinking into lean management systems. This study aims to investigate configurations of lean and green supply chain management (GSCM) practices associated with high environmental performance. The study uses survey data from a sample of Portuguese manufacturing firms and apply fuzzy-set qualitative comparative analysis to examine the data. This configurational technique allows to capture the synergetic effect of lean and GSCM practices and identify distinct combinations leading to the outcome of interest. Seven configurations of lean and green practices are associated with high environmental performance. The implementation of lean practices is required in all configurations. Analysis of alternative combinations reveals trade-offs between lean initiatives and environmental goals. Four configurations require low level of implementation of pull production. In one configuration, high environmental performance is achieved with low implementation of statistical process control and without lean employee involvement. This study expands the literature on lean management by identifying different strategies to integrate lean and GSCM practices to achieve high environmental performance. The findings suggest different strategies to achieve high environmental performance. Managers need to selectively implement lean and green supply chain practices to achieve the desired combinatorial effect, which may require not to implement specific lean practices. The study demonstrates the synergetic effects of lean and green practices on environmental performance using a configurational perspective. In addition, it identifies combinations that require a low level of implementation of specific lean practices.Lean production, green supply chain management and environmental performance: a configurational perspective based on the Portuguese context
Graça Miranda Silva, Paulo Jorge Gomes
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

Organizations are faced with increasing pressure to engage in sustainable development. There is an ongoing discussion on how to incorporate green thinking into lean management systems. This study aims to investigate configurations of lean and green supply chain management (GSCM) practices associated with high environmental performance.

The study uses survey data from a sample of Portuguese manufacturing firms and apply fuzzy-set qualitative comparative analysis to examine the data. This configurational technique allows to capture the synergetic effect of lean and GSCM practices and identify distinct combinations leading to the outcome of interest.

Seven configurations of lean and green practices are associated with high environmental performance. The implementation of lean practices is required in all configurations. Analysis of alternative combinations reveals trade-offs between lean initiatives and environmental goals. Four configurations require low level of implementation of pull production. In one configuration, high environmental performance is achieved with low implementation of statistical process control and without lean employee involvement.

This study expands the literature on lean management by identifying different strategies to integrate lean and GSCM practices to achieve high environmental performance.

The findings suggest different strategies to achieve high environmental performance. Managers need to selectively implement lean and green supply chain practices to achieve the desired combinatorial effect, which may require not to implement specific lean practices.

The study demonstrates the synergetic effects of lean and green practices on environmental performance using a configurational perspective. In addition, it identifies combinations that require a low level of implementation of specific lean practices.

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Lean production, green supply chain management and environmental performance: a configurational perspective based on the Portuguese context10.1108/IJLSS-02-2023-0036International Journal of Lean Six Sigma2023-11-10© 2023 Emerald Publishing LimitedGraça Miranda SilvaPaulo Jorge GomesInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2023-11-1010.1108/IJLSS-02-2023-0036https://www.emerald.com/insight/content/doi/10.1108/IJLSS-02-2023-0036/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
The use of virtual reality as e-training tool for dies’ changeover in stamping presses: a case study on automotive industryhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-02-2023-0041/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to research the usage of virtual reality as a tool to train employees in a changeover process in a company, and if it guarantees the same level of quality. Moreover, another goal is to understand how it can influence the machines’ availability, reducing the number of hours a machine is stopped to perform training sessions. To achieve the goals proposed, the action research strategy was used. After defining the context and purpose, two full cycles were applied, composed by five activities: diagnosis, action planning, action taking, action evaluation and specify the learning. The results are extremely satisfactory. On the one hand, it can be concluded that virtual reality is a reliable training tool, guaranteeing proper training to the employees. On the other hand, based on the previous point, the researchers were able to conclude that it is possible to increase machines’ availability, reducing by 50% the time needed to have the machines stopped to run a changeover training. To the authors’ knowledge, this is the first study to use the action research strategy to develop a virtual reality simulation as a training tool for machines’ changeover in the automotive industry.The use of virtual reality as e-training tool for dies’ changeover in stamping presses: a case study on automotive industry
Jorge Mendes Monteiro, Diamantino Torres, Ana Luísa Ramos, Carina Pimentel
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to research the usage of virtual reality as a tool to train employees in a changeover process in a company, and if it guarantees the same level of quality. Moreover, another goal is to understand how it can influence the machines’ availability, reducing the number of hours a machine is stopped to perform training sessions.

To achieve the goals proposed, the action research strategy was used. After defining the context and purpose, two full cycles were applied, composed by five activities: diagnosis, action planning, action taking, action evaluation and specify the learning.

The results are extremely satisfactory. On the one hand, it can be concluded that virtual reality is a reliable training tool, guaranteeing proper training to the employees. On the other hand, based on the previous point, the researchers were able to conclude that it is possible to increase machines’ availability, reducing by 50% the time needed to have the machines stopped to run a changeover training.

To the authors’ knowledge, this is the first study to use the action research strategy to develop a virtual reality simulation as a training tool for machines’ changeover in the automotive industry.

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The use of virtual reality as e-training tool for dies’ changeover in stamping presses: a case study on automotive industry10.1108/IJLSS-02-2023-0041International Journal of Lean Six Sigma2023-12-20© 2023 Emerald Publishing LimitedJorge Mendes MonteiroDiamantino TorresAna Luísa RamosCarina PimentelInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2023-12-2010.1108/IJLSS-02-2023-0041https://www.emerald.com/insight/content/doi/10.1108/IJLSS-02-2023-0041/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Promoting shared leadership in Lean Six Sigma project teams: toward a three-way interaction modelhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-03-2023-0048/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestShared leadership is an effective mechanism for managing project teams. Its performance-enhancing benefits have been demonstrated in many studies. Nonetheless, there is an obvious silence about how to promote shared leadership in Lean Six Sigma (LSS) project teams. To address this deficit, the purposes of this study are to investigate the influence of shared leadership on LSS project success and to explore how team psychological safety, project task complexity and project task interdependence influence shared leadership. A multi-source, time-lagged survey design with a four-month interval was conducted. To do this, the authors collected data from 71 project teams (comprising 71 project managers and 352 project members) using LSS approaches in the manufacturing and service industries. The findings show that shared leadership positively influences LSS project success. The authors also found that team psychological safety fosters the development of shared leadership and, more importantly, these effects are stronger when the tasks are more complex and more interdependent. These findings advance our understanding of the factors that enable shared leadership and equip LSS project managers with practical techniques to improve shared leadership for the success of their projects. This study extends the theory of shared leadership to the context of LSS project management and is among the first, to the best of the authors’ knowledge, to theoretically propose and empirically validate how to promote shared leadership in LSS project teams.Promoting shared leadership in Lean Six Sigma project teams: toward a three-way interaction model
Qiong Wu, Qiwei Zhou, Kathryn Cormican
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

Shared leadership is an effective mechanism for managing project teams. Its performance-enhancing benefits have been demonstrated in many studies. Nonetheless, there is an obvious silence about how to promote shared leadership in Lean Six Sigma (LSS) project teams. To address this deficit, the purposes of this study are to investigate the influence of shared leadership on LSS project success and to explore how team psychological safety, project task complexity and project task interdependence influence shared leadership.

A multi-source, time-lagged survey design with a four-month interval was conducted. To do this, the authors collected data from 71 project teams (comprising 71 project managers and 352 project members) using LSS approaches in the manufacturing and service industries.

The findings show that shared leadership positively influences LSS project success. The authors also found that team psychological safety fosters the development of shared leadership and, more importantly, these effects are stronger when the tasks are more complex and more interdependent.

These findings advance our understanding of the factors that enable shared leadership and equip LSS project managers with practical techniques to improve shared leadership for the success of their projects.

This study extends the theory of shared leadership to the context of LSS project management and is among the first, to the best of the authors’ knowledge, to theoretically propose and empirically validate how to promote shared leadership in LSS project teams.

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Promoting shared leadership in Lean Six Sigma project teams: toward a three-way interaction model10.1108/IJLSS-03-2023-0048International Journal of Lean Six Sigma2023-10-17© 2023 Emerald Publishing LimitedQiong WuQiwei ZhouKathryn CormicanInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2023-10-1710.1108/IJLSS-03-2023-0048https://www.emerald.com/insight/content/doi/10.1108/IJLSS-03-2023-0048/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Lean Six Sigma, effectiveness, and efficiency of internal auditinghttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-03-2023-0058/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIn light of the recent changes in the internal audit (IA) landscape, the role of auditors has undergone a significant transformation. This paper aims to investigate the effects of applying Lean Six Sigma (LSS) techniques on the effectiveness and efficiency of IA. The study used a quantitative approach, surveying Iranian internal auditors with a sample size of 384 participants. Data analysis involved confirmatory factor analysis and structural equation modeling. The analyses demonstrate a significant association between LSS application and IA effectiveness and efficiency. In addition, an exploratory analysis indicates that the application of LSS techniques by less experienced internal auditors had a reverse effect on IA function quality as a component of IA competency. However, IA motivation factors, including education and position, did not mediate the impact of LSS on IA effectiveness and efficiency. This study was conducted with Iranian internal auditors, which may limit the generalizability of the findings to other countries. However, the primary academic implication of this research lies in its novel perspective on emphasizing the concept of continuous improvement in IA through the use of LSS techniques. By focusing on the need for internal auditors to add value to the business in new ways, this research contributes to the literature on IA quality. This study has significant implications for the effective management of IA departments. By promoting the application of LSS techniques in IA, lean auditing is enhanced, and IA can create value by improving the quality of its functions. Moreover, IA regulators can benefit from this study as it emphasizes providing guidance and training on LSS techniques to enhance IA skills. This research is pioneering in applying LSS methodology to enhance the effectiveness and efficiency of internal auditing. It also considers the integration of lean thinking into current audit practices, making it unique and valuable in internal auditing research.Lean Six Sigma, effectiveness, and efficiency of internal auditing
Hamideh Asnaashari, Fatemeh Khodabandehlou
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

In light of the recent changes in the internal audit (IA) landscape, the role of auditors has undergone a significant transformation. This paper aims to investigate the effects of applying Lean Six Sigma (LSS) techniques on the effectiveness and efficiency of IA.

The study used a quantitative approach, surveying Iranian internal auditors with a sample size of 384 participants. Data analysis involved confirmatory factor analysis and structural equation modeling.

The analyses demonstrate a significant association between LSS application and IA effectiveness and efficiency. In addition, an exploratory analysis indicates that the application of LSS techniques by less experienced internal auditors had a reverse effect on IA function quality as a component of IA competency. However, IA motivation factors, including education and position, did not mediate the impact of LSS on IA effectiveness and efficiency.

This study was conducted with Iranian internal auditors, which may limit the generalizability of the findings to other countries. However, the primary academic implication of this research lies in its novel perspective on emphasizing the concept of continuous improvement in IA through the use of LSS techniques. By focusing on the need for internal auditors to add value to the business in new ways, this research contributes to the literature on IA quality.

This study has significant implications for the effective management of IA departments. By promoting the application of LSS techniques in IA, lean auditing is enhanced, and IA can create value by improving the quality of its functions. Moreover, IA regulators can benefit from this study as it emphasizes providing guidance and training on LSS techniques to enhance IA skills.

This research is pioneering in applying LSS methodology to enhance the effectiveness and efficiency of internal auditing. It also considers the integration of lean thinking into current audit practices, making it unique and valuable in internal auditing research.

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Lean Six Sigma, effectiveness, and efficiency of internal auditing10.1108/IJLSS-03-2023-0058International Journal of Lean Six Sigma2023-12-25© 2023 Emerald Publishing LimitedHamideh AsnaashariFatemeh KhodabandehlouInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2023-12-2510.1108/IJLSS-03-2023-0058https://www.emerald.com/insight/content/doi/10.1108/IJLSS-03-2023-0058/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Agile DMAIC cycle: incorporating process mining and support decisionhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-04-2022-0092/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe aim of this paper is to explore the possibility of using the Define-Measure-Analyze-Improve-Control (DMAIC) cycle, process mining (PM) and multi-criteria decision methods in an integrated way so that these three elements combined result in a methodology called the Agile DMAIC cycle, which brings more agility and reliability in the execution of the Six Sigma process. The approach taken by the authors in this study was to analyze the studies arising from this union of concepts and to focus on using PM tools where appropriate to accelerate the DMAIC cycle by improving the first two steps, and to test using the AHP as a decision-making process, to bring more excellent reliability in the definition of indicators. It was indicated that there was a gain with acquiring indicators and process maps generated by PM. And through the AHP, there was a greater accuracy in determining the importance of the indicators. Through the results and findings of this study, more organizations can understand the potential of integrating Six Sigma and PM. It was just developed for the first two steps of the DMAIC cycle, and it is also a replicable method for any Six Sigma project where data acquisition through mining is possible. The authors develop a fully applicable and understandable methodology which can be replicated in other settings and expanded in future research.Agile DMAIC cycle: incorporating process mining and support decision
Renan Ribeiro Do Prado, Pedro Antonio Boareto, Joceir Chaves, Eduardo Alves Portela Santos
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

The aim of this paper is to explore the possibility of using the Define-Measure-Analyze-Improve-Control (DMAIC) cycle, process mining (PM) and multi-criteria decision methods in an integrated way so that these three elements combined result in a methodology called the Agile DMAIC cycle, which brings more agility and reliability in the execution of the Six Sigma process.

The approach taken by the authors in this study was to analyze the studies arising from this union of concepts and to focus on using PM tools where appropriate to accelerate the DMAIC cycle by improving the first two steps, and to test using the AHP as a decision-making process, to bring more excellent reliability in the definition of indicators.

It was indicated that there was a gain with acquiring indicators and process maps generated by PM. And through the AHP, there was a greater accuracy in determining the importance of the indicators.

Through the results and findings of this study, more organizations can understand the potential of integrating Six Sigma and PM. It was just developed for the first two steps of the DMAIC cycle, and it is also a replicable method for any Six Sigma project where data acquisition through mining is possible.

The authors develop a fully applicable and understandable methodology which can be replicated in other settings and expanded in future research.

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Agile DMAIC cycle: incorporating process mining and support decision10.1108/IJLSS-04-2022-0092International Journal of Lean Six Sigma2023-10-03© 2023 Emerald Publishing LimitedRenan Ribeiro Do PradoPedro Antonio BoaretoJoceir ChavesEduardo Alves Portela SantosInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2023-10-0310.1108/IJLSS-04-2022-0092https://www.emerald.com/insight/content/doi/10.1108/IJLSS-04-2022-0092/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Six sigma project generation and selection: an action research studyhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-04-2023-0070/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to test and develop a method for generation and selection of six sigma projects. This is done by testing the use of the generation and selection method for six sigma projects (GSM_SSP) in a Brazilian manufacturing industry with the participation of managers, aiming to gather the user’s perspective and improvement opportunities for the approach itself. The work adopts the action research (AR) approach once the researchers were busily involved in the training, implementation and use of the GSM_SSP. The intervention was performed in on a series of 15 workshops, with a group of managers, during six months. The application of the eight steps of the GSM_SSP approach assisted the company’s management team to generate nine project candidates and also to select three six sigma projects. This study also finds and discusses barriers and lessons learned used to improve the GSM_SSP. This study presents an example of how six sigma project generation and selection has been applied to a manufacturing industry by adapting AR to the process using the eight steps of GSM_SSP, demonstrating how the management team was involved. This study should be replicated in different companies because AR is limited in its generalization. To the best of the authors’ knowledge, this study represents the first use of AR methodology in six sigma project selection. This study contributes a method that can generate and select six sigma projects. In doing so, the research offers a simple approach that can be used by managers. In addition, the steps of the approach before selection were explored.Six sigma project generation and selection: an action research study
Giovanni Cláudio Pinto Condé, José Carlos Toledo, Mauro Luiz Martens
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to test and develop a method for generation and selection of six sigma projects. This is done by testing the use of the generation and selection method for six sigma projects (GSM_SSP) in a Brazilian manufacturing industry with the participation of managers, aiming to gather the user’s perspective and improvement opportunities for the approach itself.

The work adopts the action research (AR) approach once the researchers were busily involved in the training, implementation and use of the GSM_SSP. The intervention was performed in on a series of 15 workshops, with a group of managers, during six months.

The application of the eight steps of the GSM_SSP approach assisted the company’s management team to generate nine project candidates and also to select three six sigma projects. This study also finds and discusses barriers and lessons learned used to improve the GSM_SSP.

This study presents an example of how six sigma project generation and selection has been applied to a manufacturing industry by adapting AR to the process using the eight steps of GSM_SSP, demonstrating how the management team was involved. This study should be replicated in different companies because AR is limited in its generalization.

To the best of the authors’ knowledge, this study represents the first use of AR methodology in six sigma project selection. This study contributes a method that can generate and select six sigma projects. In doing so, the research offers a simple approach that can be used by managers. In addition, the steps of the approach before selection were explored.

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Six sigma project generation and selection: an action research study10.1108/IJLSS-04-2023-0070International Journal of Lean Six Sigma2024-03-22© 2024 Emerald Publishing LimitedGiovanni Cláudio Pinto CondéJosé Carlos ToledoMauro Luiz MartensInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2024-03-2210.1108/IJLSS-04-2023-0070https://www.emerald.com/insight/content/doi/10.1108/IJLSS-04-2023-0070/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
A comparative analysis of green-lean-six sigma enablers and environmental outcomes: a natural resource-based viewhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-05-2021-0095/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestDespite differing strategies towards environmental sustainability in developed and developing nations, the manufacturing sector in these regional domains faces substantial environmental issues. The purpose of this study is to examine the green-lean-six sigma (GLSS) enablers and outcomes for enhancing environmental sustainability of manufacturing firms in both, a developed and developing country context by using an environment-centric natural resource-based view (NRBV). First, a framework of GLSS enablers and outcomes aligned with the NRBV strategic capabilities is proposed through a systematic literature review. Second, this framework is used to empirically investigate the GLSS enablers and outcomes of manufacturing firms through in-depth interviews with lean six sigma and environmental consultants from New Zealand (NZ) and Pakistan (PK) (developed and developing nations). Analysis from both regional domains highlights the use of GLSS enablers and outcomes under different NRBV capabilities of pollution prevention, product stewardship and sustainable development. A comparison reveals that NZ firms practice GLSS to comply with environmental regulatory requirements, avoid penalties and maintain their clean-green image. Conversely, Pakistani firms execute GLSS to reduce energy use, satisfy international customers and create a green image. This paper provides new insights on GLSS for environmental sustainability which can assist industrial experts and academia for future strategies and research. This is one of the early comparative studies that has used the NRBV to investigate GLSS enablers and outcomes in manufacturing firms for enhancing environmental performance comparing developed and developing nationsA comparative analysis of green-lean-six sigma enablers and environmental outcomes: a natural resource-based view
Amna Farrukh, Sanjay Mathrani, Aymen Sajjad
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

Despite differing strategies towards environmental sustainability in developed and developing nations, the manufacturing sector in these regional domains faces substantial environmental issues. The purpose of this study is to examine the green-lean-six sigma (GLSS) enablers and outcomes for enhancing environmental sustainability of manufacturing firms in both, a developed and developing country context by using an environment-centric natural resource-based view (NRBV).

First, a framework of GLSS enablers and outcomes aligned with the NRBV strategic capabilities is proposed through a systematic literature review. Second, this framework is used to empirically investigate the GLSS enablers and outcomes of manufacturing firms through in-depth interviews with lean six sigma and environmental consultants from New Zealand (NZ) and Pakistan (PK) (developed and developing nations).

Analysis from both regional domains highlights the use of GLSS enablers and outcomes under different NRBV capabilities of pollution prevention, product stewardship and sustainable development. A comparison reveals that NZ firms practice GLSS to comply with environmental regulatory requirements, avoid penalties and maintain their clean-green image. Conversely, Pakistani firms execute GLSS to reduce energy use, satisfy international customers and create a green image.

This paper provides new insights on GLSS for environmental sustainability which can assist industrial experts and academia for future strategies and research.

This is one of the early comparative studies that has used the NRBV to investigate GLSS enablers and outcomes in manufacturing firms for enhancing environmental performance comparing developed and developing nations

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A comparative analysis of green-lean-six sigma enablers and environmental outcomes: a natural resource-based view10.1108/IJLSS-05-2021-0095International Journal of Lean Six Sigma2021-09-22© 2021 Emerald Publishing LimitedAmna FarrukhSanjay MathraniAymen SajjadInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2021-09-2210.1108/IJLSS-05-2021-0095https://www.emerald.com/insight/content/doi/10.1108/IJLSS-05-2021-0095/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2021 Emerald Publishing Limited
An integrated lean and ISO 14001 framework for environmental performance: an assessment of New Zealand meat industryhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-05-2021-0100/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe aim of this paper is to explore the implementation of an integrated lean and ISO 14001 approach in meat industry for environmental performance and examine a proposed conceptual framework by capturing insights from lean and ISO 14001 experts in New Zealand (NZ). Semi-structured interviews have been conducted with a group of consultants (lean and ISO 14001) to evaluate the suitability of an integrated lean and ISO 14001 approach in the meat industry for environmental performance. A conceptual framework from literature has guided this study leading to its further development based on the empirical evidence collected. Findings have illustrated a synergistic positive impact of lean and ISO 14001 implementation as an integrated approach for sustaining environmental performance in the meat industry. A joint implementation program provides more clarity in aligning ISO 14001 operational procedures with lean tools and techniques for an enhanced environmental performance outcome. The application of an integrated lean and ISO 14001 framework is proposed in this paper, which can help industry practitioners and academia in developing a joint implementation strategy and conducting future research. To the best of the author’s knowledge, this study is the first to assess the effective implementation of lean and ISO 14001 as an integrated approach in the NZ meat industry.An integrated lean and ISO 14001 framework for environmental performance: an assessment of New Zealand meat industry
Aqeel Ahmed, Sanjay Mathrani, Nihal Jayamaha
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

The aim of this paper is to explore the implementation of an integrated lean and ISO 14001 approach in meat industry for environmental performance and examine a proposed conceptual framework by capturing insights from lean and ISO 14001 experts in New Zealand (NZ).

Semi-structured interviews have been conducted with a group of consultants (lean and ISO 14001) to evaluate the suitability of an integrated lean and ISO 14001 approach in the meat industry for environmental performance. A conceptual framework from literature has guided this study leading to its further development based on the empirical evidence collected.

Findings have illustrated a synergistic positive impact of lean and ISO 14001 implementation as an integrated approach for sustaining environmental performance in the meat industry. A joint implementation program provides more clarity in aligning ISO 14001 operational procedures with lean tools and techniques for an enhanced environmental performance outcome.

The application of an integrated lean and ISO 14001 framework is proposed in this paper, which can help industry practitioners and academia in developing a joint implementation strategy and conducting future research.

To the best of the author’s knowledge, this study is the first to assess the effective implementation of lean and ISO 14001 as an integrated approach in the NZ meat industry.

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An integrated lean and ISO 14001 framework for environmental performance: an assessment of New Zealand meat industry10.1108/IJLSS-05-2021-0100International Journal of Lean Six Sigma2021-11-17© 2021 Emerald Publishing LimitedAqeel AhmedSanjay MathraniNihal JayamahaInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2021-11-1710.1108/IJLSS-05-2021-0100https://www.emerald.com/insight/content/doi/10.1108/IJLSS-05-2021-0100/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2021 Emerald Publishing Limited
Selection of Industry 4.0 technologies for Lean Six Sigma integration using fuzzy DEMATEL approachhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-05-2023-0090/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to explore the integration of Industry 4.0 technologies with lean six sigma practices in the manufacturing sector for enhanced process improvement. This study used a fuzzy decision-making trial and evaluation laboratory approach to identify critical Industry 4.0 technologies that can be harmonized with Lean Six Sigma methodologies for achieving improved processes in manufacturing. The research reveals that key technologies such as modeling and simulation, artificial intelligence (AI) and machine learning, big data analytics, automation and industrial robots and smart sensors are paramount for achieving operational excellence when integrated with Lean Six Sigma. The study is limited to the identification of pivotal Industry 4.0 technologies for Lean Six Sigma integration in manufacturing. Further studies can explore the implementation challenges and the quantifiable benefits of such integrations. Integrating Industry 4.0 technologies with Lean Six Sigma enhances manufacturing efficiency. This approach leverages AI for predictive analysis, uses smart sensors for energy efficiency and adaptable robots for flexible production. It is vital for competitive advantage, significantly improving decision-making, reducing costs and streamlining operations in the manufacturing sector. The integration of Industry 4.0 technologies with Lean Six Sigma in manufacturing has significant social implications. It promotes job creation in high-tech sectors, necessitating advanced skill development and continuous learning among the workforce. This shift fosters an innovative, knowledge-based economy, potentially reducing the skills gap. Additionally, it enhances workplace safety through automation, reduces hazardous tasks for workers and contributes to environmental sustainability by optimizing resource use and reducing waste in manufacturing processes. This study offers a novel perspective on synergizing advanced Industry 4.0 technologies with established Lean Six Sigma practices for enhanced process improvement in manufacturing. The findings can guide industries in prioritizing their technological adoptions for continuous improvement.Selection of Industry 4.0 technologies for Lean Six Sigma integration using fuzzy DEMATEL approach
Arish Ibrahim, Gulshan Kumar
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to explore the integration of Industry 4.0 technologies with lean six sigma practices in the manufacturing sector for enhanced process improvement.

This study used a fuzzy decision-making trial and evaluation laboratory approach to identify critical Industry 4.0 technologies that can be harmonized with Lean Six Sigma methodologies for achieving improved processes in manufacturing.

The research reveals that key technologies such as modeling and simulation, artificial intelligence (AI) and machine learning, big data analytics, automation and industrial robots and smart sensors are paramount for achieving operational excellence when integrated with Lean Six Sigma.

The study is limited to the identification of pivotal Industry 4.0 technologies for Lean Six Sigma integration in manufacturing. Further studies can explore the implementation challenges and the quantifiable benefits of such integrations.

Integrating Industry 4.0 technologies with Lean Six Sigma enhances manufacturing efficiency. This approach leverages AI for predictive analysis, uses smart sensors for energy efficiency and adaptable robots for flexible production. It is vital for competitive advantage, significantly improving decision-making, reducing costs and streamlining operations in the manufacturing sector.

The integration of Industry 4.0 technologies with Lean Six Sigma in manufacturing has significant social implications. It promotes job creation in high-tech sectors, necessitating advanced skill development and continuous learning among the workforce. This shift fosters an innovative, knowledge-based economy, potentially reducing the skills gap. Additionally, it enhances workplace safety through automation, reduces hazardous tasks for workers and contributes to environmental sustainability by optimizing resource use and reducing waste in manufacturing processes.

This study offers a novel perspective on synergizing advanced Industry 4.0 technologies with established Lean Six Sigma practices for enhanced process improvement in manufacturing. The findings can guide industries in prioritizing their technological adoptions for continuous improvement.

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Selection of Industry 4.0 technologies for Lean Six Sigma integration using fuzzy DEMATEL approach10.1108/IJLSS-05-2023-0090International Journal of Lean Six Sigma2024-01-18© 2024 Emerald Publishing LimitedArish IbrahimGulshan KumarInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2024-01-1810.1108/IJLSS-05-2023-0090https://www.emerald.com/insight/content/doi/10.1108/IJLSS-05-2023-0090/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Towards the development of a system-wide quality improvement maturity model: a synthesis using systematic review and expert opinionhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-06-2021-0107/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe various quality improvement (QI) frameworks and maturity models described in the health services literature consider some aspects of QI while excluding others. This paper aims to present a concerted attempt to create a quality improvement maturity model (QIMM) derived from holistic principles underlying the successful implementation of system-wide QI programmes. A hybrid methodology involving a systematic review (Phase 1) of over 270 empirical research articles and books developed the basis for the proposed QIMM. It was followed by expert interviews to refine the core constructs and ground the proposed QIMM in contemporary QI practice (Phase 2). The experts included academics in two academic conferences and 59 QI managers from the New Zealand health-care system. In-depth interviews were conducted with QI managers to ascertain their views on the QIMM and its applicability in their respective health organisations (HOs). The QIMM consists of four dimensions of organisational maturity, namely, strategic, process, supply chain and philosophical maturity. These dimensions progress through six stages, namely, identification, ad-hoc, formal, process-driven, optimised enterprise and finally a way of life. The application of the QIMM by the QI managers revealed that the scope of QI and the breadth of the principles adopted by the QI managers and their HOs in New Zealand is limited. The importance of QI in health systems cannot be overstated. The proposed QIMM can help HOs diagnose their current state and provide a guide to action achieving a desirable state of quality improvement maturity. This QIMM avoids reliance on any single QI methodology. HOs – using the QIMM – should retain full control over the process of selecting any QI methodology or may even cherry-pick principles to suit their needs as long as they understand and appreciate the true nature and scope of quality overstated. The proposed QIMM can help HOs diagnose their current state and provide a guide to action achieving a desirable state of quality improvement maturity. This QIMM avoids reliance on any single QI methodology. HOs – using the QIMM – should retain full control over the process of selecting any QI methodology or may even cherry-pick principles to suit their needs as long as they understand and appreciate the true nature and scope of quality. This paper contributes new knowledge by presenting a maturity model with an integrated set of quality principles for HOs and their extended supply networks.Towards the development of a system-wide quality improvement maturity model: a synthesis using systematic review and expert opinion
Adeel Akmal, Nataliya Podgorodnichenko, Richard Greatbanks, Jeff Foote, Tim Stokes, Robin Gauld
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

The various quality improvement (QI) frameworks and maturity models described in the health services literature consider some aspects of QI while excluding others. This paper aims to present a concerted attempt to create a quality improvement maturity model (QIMM) derived from holistic principles underlying the successful implementation of system-wide QI programmes.

A hybrid methodology involving a systematic review (Phase 1) of over 270 empirical research articles and books developed the basis for the proposed QIMM. It was followed by expert interviews to refine the core constructs and ground the proposed QIMM in contemporary QI practice (Phase 2). The experts included academics in two academic conferences and 59 QI managers from the New Zealand health-care system. In-depth interviews were conducted with QI managers to ascertain their views on the QIMM and its applicability in their respective health organisations (HOs).

The QIMM consists of four dimensions of organisational maturity, namely, strategic, process, supply chain and philosophical maturity. These dimensions progress through six stages, namely, identification, ad-hoc, formal, process-driven, optimised enterprise and finally a way of life. The application of the QIMM by the QI managers revealed that the scope of QI and the breadth of the principles adopted by the QI managers and their HOs in New Zealand is limited.

The importance of QI in health systems cannot be overstated. The proposed QIMM can help HOs diagnose their current state and provide a guide to action achieving a desirable state of quality improvement maturity. This QIMM avoids reliance on any single QI methodology. HOs – using the QIMM – should retain full control over the process of selecting any QI methodology or may even cherry-pick principles to suit their needs as long as they understand and appreciate the true nature and scope of quality overstated. The proposed QIMM can help HOs diagnose their current state and provide a guide to action achieving a desirable state of quality improvement maturity. This QIMM avoids reliance on any single QI methodology. HOs – using the QIMM – should retain full control over the process of selecting any QI methodology or may even cherry-pick principles to suit their needs as long as they understand and appreciate the true nature and scope of quality.

This paper contributes new knowledge by presenting a maturity model with an integrated set of quality principles for HOs and their extended supply networks.

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Towards the development of a system-wide quality improvement maturity model: a synthesis using systematic review and expert opinion10.1108/IJLSS-06-2021-0107International Journal of Lean Six Sigma2021-10-04© 2020 Emerald Publishing LimitedAdeel AkmalNataliya PodgorodnichenkoRichard GreatbanksJeff FooteTim StokesRobin GauldInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2021-10-0410.1108/IJLSS-06-2021-0107https://www.emerald.com/insight/content/doi/10.1108/IJLSS-06-2021-0107/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2020 Emerald Publishing Limited
Lean manufacturing practices and industry 4.0 technologies in food manufacturing companies: the Greek casehttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-06-2023-0098/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestFood manufacturing companies which are essential for national economies, need to attach importance to the adoption of both the lean manufacturing (LM) operational excellence methodology and the Industry I4.0 (I4.0) technologies that empower LM to achieve operational improvement. This study aims to focus on the Greek food manufacturing companies and determine the degree of implementation of LM practices and I4.0 technologies and the impact of I4.0 on LM. A survey was conducted based on a structured questionnaire which included items reflecting LM practices and I4.0 technologies. A sample of Greek food manufacturing companies were approached and 102 of them fully completed the questionnaire. Descriptive statistics were applied to determine the degree of implementation of LM practices and I4.0 technologies, while the impact of I4.0 on LM was determined through the linear regression analysis. The degree of implementation of LM practices in the responding food manufacturing companies is high, while the degree of implementation of I4.0 technologies is low to medium. The findings also support a significant and positive impact of I4.0 on LM. The small size of the sample of the responding Greek food manufacturing companies, the subjective character of the data collected and the cross-sectional nature of the study, constitute the main limitations of the study. Based on these limitations, further studies can be designed. The present study findings can guide the managers of the food manufacturing companies to further increase the degree of implementation of LM practices through adopting I4.0 technologies. Therefore, they can improve quality, eliminate waste, survive and be more competitive in the current difficult business environment. Academics can also benefit from the present study, given that it provides the LM practices and I4.0 technologies that can be further tested and validated in the food sector. To the best of the authors’ knowledge, this is the first study that focuses on LM and I4.0 in the Greek food manufacturing companies operating in a business environment where the crises of finance, energy and the Covid-19 pandemic dominate.Lean manufacturing practices and industry 4.0 technologies in food manufacturing companies: the Greek case
Evangelos Psomas, Cleopatra Deliou
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

Food manufacturing companies which are essential for national economies, need to attach importance to the adoption of both the lean manufacturing (LM) operational excellence methodology and the Industry I4.0 (I4.0) technologies that empower LM to achieve operational improvement. This study aims to focus on the Greek food manufacturing companies and determine the degree of implementation of LM practices and I4.0 technologies and the impact of I4.0 on LM.

A survey was conducted based on a structured questionnaire which included items reflecting LM practices and I4.0 technologies. A sample of Greek food manufacturing companies were approached and 102 of them fully completed the questionnaire. Descriptive statistics were applied to determine the degree of implementation of LM practices and I4.0 technologies, while the impact of I4.0 on LM was determined through the linear regression analysis.

The degree of implementation of LM practices in the responding food manufacturing companies is high, while the degree of implementation of I4.0 technologies is low to medium. The findings also support a significant and positive impact of I4.0 on LM.

The small size of the sample of the responding Greek food manufacturing companies, the subjective character of the data collected and the cross-sectional nature of the study, constitute the main limitations of the study. Based on these limitations, further studies can be designed.

The present study findings can guide the managers of the food manufacturing companies to further increase the degree of implementation of LM practices through adopting I4.0 technologies. Therefore, they can improve quality, eliminate waste, survive and be more competitive in the current difficult business environment. Academics can also benefit from the present study, given that it provides the LM practices and I4.0 technologies that can be further tested and validated in the food sector.

To the best of the authors’ knowledge, this is the first study that focuses on LM and I4.0 in the Greek food manufacturing companies operating in a business environment where the crises of finance, energy and the Covid-19 pandemic dominate.

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Lean manufacturing practices and industry 4.0 technologies in food manufacturing companies: the Greek case10.1108/IJLSS-06-2023-0098International Journal of Lean Six Sigma2023-12-12© 2023 Emerald Publishing LimitedEvangelos PsomasCleopatra DeliouInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2023-12-1210.1108/IJLSS-06-2023-0098https://www.emerald.com/insight/content/doi/10.1108/IJLSS-06-2023-0098/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Value stream mapping application for construction industry loss and waste reduction: a systematic literature reviewhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-06-2023-0100/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe pupose of this study is to systematically review the current literature on the value stream mapping (VSM) application in the construction industry to investigate the evolution observed over time and the results obtained by adopting this tool. In addition, special attention was given to the potential of VSM in identifying loss and waste, as well as their main causes. The study analyses papers in literature using Preferred Reporting Items for Systematic Reviews and Meta-Analyses research protocol. As a result, 383 papers were initially identified, and 47 papers were selected. It was observed that the number of studies addressing this topic has been increasing over the past decade and findings related to the evolution, application and the benefits obtained from the VSM application in context of construction were presented. Additionally, the authors found that the two most cited lean wastes were waiting and defects in the production chain. The main causes of this waste and loss were also identified in this work. This paper contributes by presenting the applicability of VSM as a tool in the construction as found in the literature. For academics, it will be possible to clearly observe research gaps and for industry managers, to identify the main sources of waste and assess the performance of the tool’s application. The study uses a systematic review to analyze the application of the VSM tool in the construction industry and provides guidance for future research by identifying research gaps, in addition to conducting an extensive analysis of the tool’s potential in waste identification in the studied papers and their primary causes.Value stream mapping application for construction industry loss and waste reduction: a systematic literature review
Maria Luiza de Souza Morato, Karine Araujo Ferreira
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

The pupose of this study is to systematically review the current literature on the value stream mapping (VSM) application in the construction industry to investigate the evolution observed over time and the results obtained by adopting this tool. In addition, special attention was given to the potential of VSM in identifying loss and waste, as well as their main causes.

The study analyses papers in literature using Preferred Reporting Items for Systematic Reviews and Meta-Analyses research protocol. As a result, 383 papers were initially identified, and 47 papers were selected.

It was observed that the number of studies addressing this topic has been increasing over the past decade and findings related to the evolution, application and the benefits obtained from the VSM application in context of construction were presented. Additionally, the authors found that the two most cited lean wastes were waiting and defects in the production chain. The main causes of this waste and loss were also identified in this work.

This paper contributes by presenting the applicability of VSM as a tool in the construction as found in the literature. For academics, it will be possible to clearly observe research gaps and for industry managers, to identify the main sources of waste and assess the performance of the tool’s application.

The study uses a systematic review to analyze the application of the VSM tool in the construction industry and provides guidance for future research by identifying research gaps, in addition to conducting an extensive analysis of the tool’s potential in waste identification in the studied papers and their primary causes.

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Value stream mapping application for construction industry loss and waste reduction: a systematic literature review10.1108/IJLSS-06-2023-0100International Journal of Lean Six Sigma2024-01-11© 2024 Emerald Publishing LimitedMaria Luiza de Souza MoratoKarine Araujo FerreiraInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2024-01-1110.1108/IJLSS-06-2023-0100https://www.emerald.com/insight/content/doi/10.1108/IJLSS-06-2023-0100/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Lean six sigma through an Australasian lens: project definition, structure and practiceshttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-07-2021-0132/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this paper is to investigate how successful lean six sigma (LSS) manifests in the Australasian (Australian and New Zealand) context relative to the context in the USA in terms of LSS project definition, structure and practices. In-depth investigation through case studies – 12 Australian/New Zealand cases and 4 US cases – on the implementation mechanisms of successful LSS initiatives. A significant difference was found between Australasian and US definitions of an LSS project. However, firms in both regions followed similar project selection, initiating and execution practices. LSS reporting structures were found to be well-established in US organizations, but none of the Australasian organizations were found to be equipped with such a structure, although the effectiveness of LSS implementation success remained unaffected. Sufficient uniformity of LSS was found across two regions implying its usefulness/generalizability, but the findings are based only on 12 cases. The paper provides the groundwork to develop a unique LSS model for Australasian organizations to improve processes in an effective and efficient manner.Lean six sigma through an Australasian lens: project definition, structure and practices
Achinthya Dharani Perera Halnetti, Nihal Jayamaha, Nigel Peter Grigg, Mark Tunnicliffe
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this paper is to investigate how successful lean six sigma (LSS) manifests in the Australasian (Australian and New Zealand) context relative to the context in the USA in terms of LSS project definition, structure and practices.

In-depth investigation through case studies – 12 Australian/New Zealand cases and 4 US cases – on the implementation mechanisms of successful LSS initiatives.

A significant difference was found between Australasian and US definitions of an LSS project. However, firms in both regions followed similar project selection, initiating and execution practices. LSS reporting structures were found to be well-established in US organizations, but none of the Australasian organizations were found to be equipped with such a structure, although the effectiveness of LSS implementation success remained unaffected.

Sufficient uniformity of LSS was found across two regions implying its usefulness/generalizability, but the findings are based only on 12 cases.

The paper provides the groundwork to develop a unique LSS model for Australasian organizations to improve processes in an effective and efficient manner.

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Lean six sigma through an Australasian lens: project definition, structure and practices10.1108/IJLSS-07-2021-0132International Journal of Lean Six Sigma2021-10-11© 2021 Emerald Publishing LimitedAchinthya Dharani Perera HalnettiNihal JayamahaNigel Peter GriggMark TunnicliffeInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2021-10-1110.1108/IJLSS-07-2021-0132https://www.emerald.com/insight/content/doi/10.1108/IJLSS-07-2021-0132/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2021 Emerald Publishing Limited
Why do process improvement projects fail in organizations? A review and future research agendahttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-07-2023-0126/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThe purpose of this study is to examine the critical failure factors (CFFs) linked to various types of process improvement (PI) projects such as Kaizen, Lean, Six Sigma, Lean Six Sigma and Agile. Proposing a mitigation framework accordingly is also an aim of this study. This research undertakes a systematic literature review of 49 papers that were relevant to the scope of the study and that were published in four prominent databases, including Google Scholar, Scopus, Web of Science and EBSCO. Further analysis identifies 39 factors that contribute to the failure of PI projects. Among these factors, significant emphasis is placed on issues such as “resistance to cultural change,” “insufficient support from top management,” “inadequate training and education,” “poor communication” and “lack of resources,” as primary causes of PI project failures. To address and overcome the PI project failures, the authors propose a framework for failure mitigation based on change management models. The authors present future research directions that aim to enhance both the theoretical understanding and practical aspects of PI project failures. Through this study, researchers and project managers can benefit from well-structured guidelines and invaluable insights that will help them identify and address potential failures, leading to successful implementation and sustainable improvements within organizations. To the best of the author’s knowledge, this paper is the first study of its kind to examine the CFFs of five PI methodologies and introduces a novel approach derived from change management theory as a solution to minimize the risk associated with PI failure.Why do process improvement projects fail in organizations? A review and future research agenda
Mariam Bader, Jiju Antony, Raja Jayaraman, Vikas Swarnakar, Ravindra S. Goonetilleke, Maher Maalouf, Jose Arturo Garza-Reyes, Kevin Linderman
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

The purpose of this study is to examine the critical failure factors (CFFs) linked to various types of process improvement (PI) projects such as Kaizen, Lean, Six Sigma, Lean Six Sigma and Agile. Proposing a mitigation framework accordingly is also an aim of this study.

This research undertakes a systematic literature review of 49 papers that were relevant to the scope of the study and that were published in four prominent databases, including Google Scholar, Scopus, Web of Science and EBSCO.

Further analysis identifies 39 factors that contribute to the failure of PI projects. Among these factors, significant emphasis is placed on issues such as “resistance to cultural change,” “insufficient support from top management,” “inadequate training and education,” “poor communication” and “lack of resources,” as primary causes of PI project failures. To address and overcome the PI project failures, the authors propose a framework for failure mitigation based on change management models. The authors present future research directions that aim to enhance both the theoretical understanding and practical aspects of PI project failures.

Through this study, researchers and project managers can benefit from well-structured guidelines and invaluable insights that will help them identify and address potential failures, leading to successful implementation and sustainable improvements within organizations.

To the best of the author’s knowledge, this paper is the first study of its kind to examine the CFFs of five PI methodologies and introduces a novel approach derived from change management theory as a solution to minimize the risk associated with PI failure.

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Why do process improvement projects fail in organizations? A review and future research agenda10.1108/IJLSS-07-2023-0126International Journal of Lean Six Sigma2023-10-23© 2023 Emerald Publishing LimitedMariam BaderJiju AntonyRaja JayaramanVikas SwarnakarRavindra S. GoonetillekeMaher MaaloufJose Arturo Garza-ReyesKevin LindermanInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2023-10-2310.1108/IJLSS-07-2023-0126https://www.emerald.com/insight/content/doi/10.1108/IJLSS-07-2023-0126/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited
Determinants of lean manufacturing adoption by Chinese manufacturershttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-09-2023-0151/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestThis study aims to analyze the determinants influencing Chinese manufacturing companies in implementing lean manufacturing (LM). The determinants to be explored in this study consist of technological, organizational and environmental (TOE) dimensions. A questionnaire survey was conducted on Chinese manufacturing companies, and 208 samples were analyzed. The findings show that the relative advantage of LM and organizational support have significantly positive effects on Chinese manufacturing firms’ adoption of LM. The complexity of LM, quality of human resources, organizational readiness, customer pressure, international situation, governmental support and environmental uncertainty do not have significant effects. This paper contributes to the literature by using the TOE model to explore the factors influencing LM adoption in the Chinese manufacturing industry.Determinants of lean manufacturing adoption by Chinese manufacturers
Chieh-Yu Lin, Cathay Kuo-Tai Kang, Yi-Hui Ho
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

This study aims to analyze the determinants influencing Chinese manufacturing companies in implementing lean manufacturing (LM).

The determinants to be explored in this study consist of technological, organizational and environmental (TOE) dimensions. A questionnaire survey was conducted on Chinese manufacturing companies, and 208 samples were analyzed.

The findings show that the relative advantage of LM and organizational support have significantly positive effects on Chinese manufacturing firms’ adoption of LM. The complexity of LM, quality of human resources, organizational readiness, customer pressure, international situation, governmental support and environmental uncertainty do not have significant effects.

This paper contributes to the literature by using the TOE model to explore the factors influencing LM adoption in the Chinese manufacturing industry.

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Determinants of lean manufacturing adoption by Chinese manufacturers10.1108/IJLSS-09-2023-0151International Journal of Lean Six Sigma2024-03-28© 2024 Emerald Publishing LimitedChieh-Yu LinCathay Kuo-Tai KangYi-Hui HoInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2024-03-2810.1108/IJLSS-09-2023-0151https://www.emerald.com/insight/content/doi/10.1108/IJLSS-09-2023-0151/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
The HyDAPI framework: a versatile tool integrating Lean Six Sigma and digitalisation for improved quality management in Industry 4.0https://www.emerald.com/insight/content/doi/10.1108/IJLSS-12-2021-0214/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestQuality management practitioners have yet to cease the potential of digitalisation. Furthermore, there is a lack of tools such as frameworks guiding practitioners in the digital transformation of their organisations. The purpose of this study is to provide a framework to guide quality practitioners with the implementation of digitalisation in their existing practices. A review of literature assessed how quality management and digitalisation have been integrated. Findings from the literature review highlighted the success of the integration of Lean manufacturing with digitalisation. A comprehensive list of Lean Six Sigma tools were then reviewed in terms of their effectiveness and relevance for the hybrid digitisation approach to process improvement (HyDAPI) framework. The implementation of the proposed HyDAPI framework in an industrial case study led to increased efficiency, reduction of waste, standardised work, mistake proofing and the ability to root cause non-conformance products. The activities and tools in the HyDAPI framework are not inclusive of all techniques from Lean Six Sigma. The HyDAPI framework is a flexible guide for quality practitioners to digitalise key information from manufacturing processes. The framework allows organisations to select the appropriate tools as needed. This is required because of the varying and complex nature of organisation processes and the challenge of adapting to the continually evolving Industry 4.0. This research proposes the HyDAPI framework as a flexible and adaptable approach for quality management practitioners to implement digitalisation. This was developed because of the gap in research regarding the lack of procedures guiding organisations in their digital transition to Industry 4.0.The HyDAPI framework: a versatile tool integrating Lean Six Sigma and digitalisation for improved quality management in Industry 4.0
Rose Clancy, Ken Bruton, Dominic T.J. O’Sullivan, Aidan J. Cloonan
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

Quality management practitioners have yet to cease the potential of digitalisation. Furthermore, there is a lack of tools such as frameworks guiding practitioners in the digital transformation of their organisations. The purpose of this study is to provide a framework to guide quality practitioners with the implementation of digitalisation in their existing practices.

A review of literature assessed how quality management and digitalisation have been integrated. Findings from the literature review highlighted the success of the integration of Lean manufacturing with digitalisation. A comprehensive list of Lean Six Sigma tools were then reviewed in terms of their effectiveness and relevance for the hybrid digitisation approach to process improvement (HyDAPI) framework.

The implementation of the proposed HyDAPI framework in an industrial case study led to increased efficiency, reduction of waste, standardised work, mistake proofing and the ability to root cause non-conformance products.

The activities and tools in the HyDAPI framework are not inclusive of all techniques from Lean Six Sigma.

The HyDAPI framework is a flexible guide for quality practitioners to digitalise key information from manufacturing processes. The framework allows organisations to select the appropriate tools as needed. This is required because of the varying and complex nature of organisation processes and the challenge of adapting to the continually evolving Industry 4.0.

This research proposes the HyDAPI framework as a flexible and adaptable approach for quality management practitioners to implement digitalisation. This was developed because of the gap in research regarding the lack of procedures guiding organisations in their digital transition to Industry 4.0.

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The HyDAPI framework: a versatile tool integrating Lean Six Sigma and digitalisation for improved quality management in Industry 4.010.1108/IJLSS-12-2021-0214International Journal of Lean Six Sigma2022-09-06© 2022 Rose Clancy, Ken Bruton, Dominic T.J. O’Sullivan and Aidan J. Cloonan.Rose ClancyKen BrutonDominic T.J. O’SullivanAidan J. CloonanInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2022-09-0610.1108/IJLSS-12-2021-0214https://www.emerald.com/insight/content/doi/10.1108/IJLSS-12-2021-0214/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2022 Rose Clancy, Ken Bruton, Dominic T.J. O’Sullivan and Aidan J. Cloonan.http://creativecommons.org/licences/by/4.0/legalcode
Lean implementation barriers in the apparel industry in Bangladeshhttps://www.emerald.com/insight/content/doi/10.1108/IJLSS-12-2022-0249/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestIn the highly competitive business landscape, manufacturing firms need to adopt an effective manufacturing strategy to attain a successful world-class manufacturing status. Over the past few decades, the lean manufacturing (LM) approach has gained recognition as one of the foremost strategies for enhancing performance. However, the implementation of LM poses significant challenges due to several barriers. The purpose of this paper is to investigate the primary barriers to lean implementation within the apparel industry. This paper used an exploratory study approach, using a three-part structured questionnaire to assess the level of agreement on different lean barriers. The measurement of these barriers was conducted using a five-point Likert scale. Empirical data were collected from 177 apparel companies located in Bangladesh. The findings of the research highlight that the primary obstacles to implementing LI include a lack of understanding of the lean manufacturing system (LMS), the manufacturing process, the company culture and resistance from employees. This paper could potentially limit the generalizability of this research, as it exclusively examines a single manufacturing sector – the apparel industry. This paper will help practitioners in finding solutions to resolve discrepancies between current manufacturing practices and the LMS. This paper fulfills an identified need to examine the extent of lean adoption within the apparel industry of Bangladesh.Lean implementation barriers in the apparel industry in Bangladesh
Abul Bashar, Ahsan Akhtar Hasin, Md. Nazmus Sakib, Nabila Binta Bashar
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

In the highly competitive business landscape, manufacturing firms need to adopt an effective manufacturing strategy to attain a successful world-class manufacturing status. Over the past few decades, the lean manufacturing (LM) approach has gained recognition as one of the foremost strategies for enhancing performance. However, the implementation of LM poses significant challenges due to several barriers. The purpose of this paper is to investigate the primary barriers to lean implementation within the apparel industry.

This paper used an exploratory study approach, using a three-part structured questionnaire to assess the level of agreement on different lean barriers. The measurement of these barriers was conducted using a five-point Likert scale. Empirical data were collected from 177 apparel companies located in Bangladesh.

The findings of the research highlight that the primary obstacles to implementing LI include a lack of understanding of the lean manufacturing system (LMS), the manufacturing process, the company culture and resistance from employees.

This paper could potentially limit the generalizability of this research, as it exclusively examines a single manufacturing sector – the apparel industry.

This paper will help practitioners in finding solutions to resolve discrepancies between current manufacturing practices and the LMS.

This paper fulfills an identified need to examine the extent of lean adoption within the apparel industry of Bangladesh.

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Lean implementation barriers in the apparel industry in Bangladesh10.1108/IJLSS-12-2022-0249International Journal of Lean Six Sigma2024-03-21© 2024 Emerald Publishing LimitedAbul BasharAhsan Akhtar HasinMd. Nazmus SakibNabila Binta BasharInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2024-03-2110.1108/IJLSS-12-2022-0249https://www.emerald.com/insight/content/doi/10.1108/IJLSS-12-2022-0249/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2024 Emerald Publishing Limited
Do KM and TQM have an impact on employee effectiveness and supply chain performance?https://www.emerald.com/insight/content/doi/10.1108/IJLSS-12-2022-0254/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatestCompanies should enhance their market position and competitiveness by improving staff effectiveness, skills, resource commitment, and applying relevant managerial methods. This study aims to examine the impact of knowledge management (KM) and total quality management (TQM) on employee effectiveness (EE) and supply chain performance (SCP) in emerging economies. The used methodology consists on conducting a survey within Tunisian companies, where the authors gathered 206 responses. Collected data was analyzed using statistical package for the social sciences (SPSS) software, enabling the authors to establish a conceptual model. This model was further examined through structural equation modeling, using analysis of moment structures (AMOS) software for hypothesis validation. Additionally, the authors’ research aimed to enhance SCP and boost EE while minimizing costs through a nonlinear mathematical model and the quality function deployment method. The results indicate that TQM and KM positively impact EE, and KM and EE positively impact SCP. However, the significance of employee performance on SCP varies depending on company location and industry sector studied. This work emphasized the involvement of small- and medium-sized enterprise managers from emerging economies in the studied concepts and confirmed the effects of KM and TQM practices on EE and SCP.Do KM and TQM have an impact on employee effectiveness and supply chain performance?
Fatma Lehyani, Alaeddine Zouari, Ahmed Ghorbel, Michel Tollenaere
International Journal of Lean Six Sigma, Vol. ahead-of-print, No. ahead-of-print, pp.-

Companies should enhance their market position and competitiveness by improving staff effectiveness, skills, resource commitment, and applying relevant managerial methods. This study aims to examine the impact of knowledge management (KM) and total quality management (TQM) on employee effectiveness (EE) and supply chain performance (SCP) in emerging economies.

The used methodology consists on conducting a survey within Tunisian companies, where the authors gathered 206 responses. Collected data was analyzed using statistical package for the social sciences (SPSS) software, enabling the authors to establish a conceptual model. This model was further examined through structural equation modeling, using analysis of moment structures (AMOS) software for hypothesis validation. Additionally, the authors’ research aimed to enhance SCP and boost EE while minimizing costs through a nonlinear mathematical model and the quality function deployment method.

The results indicate that TQM and KM positively impact EE, and KM and EE positively impact SCP. However, the significance of employee performance on SCP varies depending on company location and industry sector studied.

This work emphasized the involvement of small- and medium-sized enterprise managers from emerging economies in the studied concepts and confirmed the effects of KM and TQM practices on EE and SCP.

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Do KM and TQM have an impact on employee effectiveness and supply chain performance?10.1108/IJLSS-12-2022-0254International Journal of Lean Six Sigma2023-12-06© 2023 Emerald Publishing LimitedFatma LehyaniAlaeddine ZouariAhmed GhorbelMichel TollenaereInternational Journal of Lean Six Sigmaahead-of-printahead-of-print2023-12-0610.1108/IJLSS-12-2022-0254https://www.emerald.com/insight/content/doi/10.1108/IJLSS-12-2022-0254/full/html?utm_source=rss&utm_medium=feed&utm_campaign=rss_journalLatest© 2023 Emerald Publishing Limited