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Lean Six Sigma in Case Studies
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Author Note
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Abstract
Lean six sigma is a philosophy of improvement that helps organizations improve their processes.
The lean six sigma method arose from the integration of the lean and six sigma methods. The
lean six sigma method is defined as a methodology aimed at process improvement and quality
improvement through systematic waste removal in processes, variation and cycle time reduction,
and work standardization. Lean thinking refers to a mindset focused on identifying and
eliminating all kinds of wastes in processes and process improvement. Lean six sigma benefits
include process efficiency, cost reduction, teamwork enhancement, quality improvement, and
improved customer satisfaction. The DMAIC (Define, Measure, Analyze, Improve, and Control)
framework is a six sigma process improvement tool. The lean six sigma method is applicable in
research where quantitative, qualitative, or mixed-method is used to investigate a research
problem. Research processes can be improved using the lean six sigma principles and the
DMAIC framework. The Bible calls Christians to do good work. And be fruitful. A Christian
using the lean six sigma method to do good work is doing God’s will.
Keywords: lean six sigma, lean thinking, principles of lean, principles of lean six sigma,
DMAIC framework
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Lean Six Sigma in Case Studies
Business process and quality improvement are vital to the improvement of business
productivity and product or service quality. Lean six sigma is a philosophy of improvement that
helps organizations improve their processes (Furterer, 2018). Thus, improve the quality of their
output (Furterer, 2018). Although often applied to improve organizational processes, the lean six
sigma method can be applied in all research types to improve research processes and research
output quality. This discussion defines and describes lean six sigma and lean thinking, describes
lean six sigma benefits, differentiates between the five principles of lean and seven principles of
lean six sigma, describes the DMAIC phases, applies lean six sigma to the three traditional
research types, indicates lean six sigma’s application in case study research, and integrates one
biblical teaching into the discussion.
Lean Six Sigma and Lean Thinking
The lean six sigma method arose from integrating two distinct methods (Juliani & de
Oliveira, 2020). The two distinct methods are lean and six sigma (Juliani & de Oliveira, 2020).
The lean methodology was developed by the Japanese automaker, Toyota, to improve its
manufacturing efficiency and productivity by removing waste (Kovacevic et al., 2016). The six
sigma method was introduced by Bill Smith, an American engineer, to help improve processes
(Srinivasan et al., 2016). Lean and six sigma were integrated because process improvement and
quality improvement require the recommendation of both the lean and six sigma methods.
Lean Six Sigma
The lean six sigma method is defined as a methodology aimed at process improvement
and quality improvement through systematic waste removal in processes, variation and cycle
time reduction, and work standardization (Furterer, 2018). The method relies on a collaborative
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team effort to successfully implement (Furterer, 2018). One direct effect of the lean six sigma
method implementation is process improvement (Furterer, 2018). One effect of process
improvement is the removal of defective products. Another effect related to process
improvement is quality improvement. Better processes result in the production of better goods
and services. The effective implementation of the method gives a business a competitive
advantage over its rivals (Juliani & de Oliveira, 2020). The competitive advantage arises from
the efficient production of quality goods or services. The lean six sigma method's several
positive effects make it a process and quality improvement methodology worth considering.
Lean Thinking
Lean thinking regards a mindset focused on identifying and eliminating all kinds of
wastes in processes and process improvement (Kovacevic et al., 2016). The lean methodology
informs lean thinking. The lean methodology identifies several kinds of wastes that need to be
eliminated to improve organizational processes and efficiency (Kovacevic et al., 2016). Different
kinds of waste are defective products or services, overproduction, delays, staff underutilization,
unnecessary transportation of goods or equipment, unnecessary motion, and extra processing
(Kovacevic et al., 2016). The different kinds of waste in production and operation undermine
efficiency and increase production and operations costs. Lean thinking helps eliminate the
different kinds of waste. Thus, improve efficiency and minimize production and operations costs.
Lean Six Sigma Benefits
The lean six sigma methodology provides several vital benefits to parties that effectively
implement the same. One benefit is efficiency improvement. The lean six sigma methodology
helps systematically remove waste, reduce process variation and cycle time, and help standardize
work, all of which help improve process efficiency (Furterer, 2018). Another lean six sigma
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benefit is cost reduction. Process inefficiency and waste increase production and operation costs.
The lean six sigma methodology helps eliminate inefficiency and waste (Furterer, 2018). Thus,
reduce production and operations costs. The third benefit of lean six sigma implementation is
enhanced teamwork. The implementation of the lean six sigma relies on a collaborative team
effort (Furterer, 2018). The collaboration fostered in the implementation of the methodology is
vitally beneficial to teamwork improvement. In organizations, lean six sigma helps improve
employee involvement in the organizations.
The fourth lean six sigma benefit is product or service quality improvement (Juliani & de
Oliveira, 2020). Operational efficiency and waste elimination are vital to product or service
quality improvement. Quality improvement is one of the main reasons organizations adopt the
lean six sigma process improvement methodology (Juliani & de Oliveira, 2020). The fifth benefit
of the methodology is increased customer satisfaction (Juliani & de Oliveira, 2020). The lean six
sigma method helps increase customer satisfaction in several ways. One way is through product
or service quality improvement. Customers generally desire quality products or services. Thus,
they are satisfied when they are supplied the same thanks to the lean six sigma method. Another
way that the method helps improve customer satisfaction is by reducing waiting time. Quick
service is vital to customer satisfaction in service delivery. The third way is through defects
elimination. The supply of defective products dissatisfies customers. By helping eliminate
product defects, the lean six sigma method helps improve customer satisfaction. The discussed
benefits highlight the importance of the lean six sigma method.
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Lean and Lean Six Sigma Principles
Five principles guide lean implementation (Zhou, (2016). The five principles are the
principles of lean (Zhou, (2016). Principles also guide the lean six sigma implementation.
Principles of lean six sigma are seven (Juliani & de Oliveira, 2020). The principles inform best
practices in the implementation of the two process improvement methodologies. Adherence to
principles of lean or lean six sigma principles helps organizations effectively implement the
same.
Principles of Lean
Lean's first principle is defining value (Zhou, (2016). An organization has to clearly
define the value desired by its customers for each of its products or services. Principle two is to
map the value stream (Zhou, (2016). The principle regards the identification of all activities that
generate the value defined in principle one. Activities that do not help generate value are
considered waste and discarded (Zhou, (2016). Principle three is to create flow (Zhou, (2016).
The principle regards the removal of wasteful activities from the value creation process to ensure
smooth value creation. Principle four is to establish pull (Zhou, (2016). It regards determining
the inventory and work in progress (WIP) that are sufficient to ensure smooth workflow and are
not wasteful (Zhou, (2016). Principle five is to pursue perfection (Zhou, (2016). It regards
continuously improving processes in pursuit of perfection.
Principles of Lean Six Sigma
Principle one is focusing on the customer (Juliani & de Oliveira, 2020). The principle
advises organizations to determine and focus on their customers' critical to quality requirements
(CTQ's) to deliver products or services that highly valuable to customers. Principle two is
determining how work gets done (Juliani & de Oliveira, 2020). Identification of how work is
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done helps remove wasteful activities in the work process. Principle three is smoothing process
flow (Juliani & de Oliveira, 2020). The principle regards eliminating wasteful activities in
processes to ensure efficiency. Principle four is management by facts (Juliani & de Oliveira,
2020). Decision-making has to be guided by facts to ensure right the right decisions are made.
Principle five is involving and equipping people in the process (Juliani & de Oliveira, 2020). The
implementation of the lean six sigma method should be a collaborative effort. Principle six is
systematically undertaking the improvement work (Juliani & de Oliveira, 2020). Process
improvement should be made logically and systematically to ensure success. Principle seven is
the DMAIC improvement framework (Juliani & de Oliveira, 2020). The DMAIC framework
should guide lean six sigma process improvement efforts.
DMAIC
The DMAIC (Define, Measure, Analyze, Improve, and Control) framework is a key
process improvement tool used in the six sigma method. The DMAIC framework is data-driven
to ensure the right decision-making in the improvement process (Srinivasan et al., 2016). Each
initial in DMAIC represent a step in the improvement process. The first step is to define. The
steps concern the definition of the problem to be addressed in the process improvement project,
goals, and customer requirements, among other things (George et al., 2005). Step two, measure,
regards measuring process performance to determine if a process is performing well or not
(George et al., 2005). Step three, analyze, regards evaluating the root causes of inefficiencies,
failure, variations, and poor performance, among other problems (George et al., 2005). Step four
is to improve. Improvement regards making changes that will help improve a process (George et
al., 2005). The last step, control, regards taking actions geared towards ensuring that change is
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embedded and is sustainable (George et al., 2005). The DMAIC framework eases process
improvement using the lean six sigma method.
Research Application
The three traditional research types are quantitative, qualitative, and mixed-method
research. The research types are differentiated by data collected and research processes in each.
In quantitative research, quantitative data is collected. Qualitative research involves the
collection of qualitative data. In mixed-method research, both qualitative and quantitative data
are collected and analyzed. The lean six sigma method is applicable in research where
quantitative, qualitative, or mixed-method is used to investigate a research problem.
When conducting a study, a researcher follows certain steps and undertakes different
activities using the quantitative, qualitative, or mixed-method. The processes and activities can
be improved using the lean six sigma principles and the DMAIC framework. Research process
and activities improvement would improve the study's quality. Thus, report better research
findings. A case study can be quantitative, qualitative, or mixed-method research. Thus, the lean
six sigma principles and the DMAIC framework can help improve a case study research's
processes and activities. Improvement in case study processes and activities would also help
improve the study's results.
Conclusion
The lean six sigma is a process improvement method often used by firms to improve their
processes and products or services quality. The lean six sigma method combines two process
improvement methods, the lean method and the six sigma method. The lean method emphasizes
process improvement by removing waste, while the six sigma method aims to improve processes
through variation and cycle time reduction and work standardization. Lean six sigma benefits
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include process efficiency, cost reduction, teamwork enhancement, quality improvement, and
improved customer satisfaction. The lean six sigma method can be employed to improve
quantitative, qualitative, and mixed-method researches. The lean six sigma principles and
DMAIC process would help improve research processes and activities. The Bible calls Christians
to do good work. Titus 3:14 states, “And let ours also learn to maintain good works for necessary
uses, that they be not unfruitful” (King James Bible, 2017). The lean six sigma method helps
people do good work and be fruitful. Thus, a Christian using the lean six sigma method to do
good work is doing God’s will.
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References
Furterer, S. L. (2018). Applying lean six sigma methods to reduce length of stay in a hospital's
emergency department, Quality Engineering, 30(3), 389-
404. https://doi.org/10.1080/08982112.2018.1464657
George, M. L., Rowlands, D., Price, M., & Maxey, J., (2005). The Lean Six Sigma Pocket
Toolbook. New York, NY: McGraw-Hill. ISBN: 9780071441193.
Juliani, F., & de Oliveira, O. J. (2020). Lean Six Sigma principles and practices under a
management perspective. Production Planning & Control, 31(15), 1223-1244.
https://doi.org/10.1080/09537287.2019.1702225
King James Bible. (2017). King James Bible
Online. https://www.kingjamesbibleonline.org/Titus-3-14/ (Original work published
1769)
Kovacevic, M., Jovicic, M., Djapan, M., & Zivanovic-Macuzic, I. (2016). Lean thinking in
healthcare: review of implementation results. International Journal for Quality
Research, 10(1). https://doi.org/10.18421/IJQR10.01-12
Srinivasan, K., Muthu, S., Devadasan, S. R., & Sugumaran, C. (2016). Six sigma through
DMAIC phases: A literature review, International Journal of Productivity and Quality
Management, 17(2), 236–257. https://doi.org/10.1504/IJPQM.2016.074462
Zhou, B. (2016). Lean principles, practices, and impacts: a study on small and medium-sized
enterprises (SMEs). Annals of Operations Research, 241(1), 457-474.
https://doi.org/10.1007/s10479-012-1177-3
