Lean Six Sigma in developing countries: evidence from a large Brazilian manufacturing firm

Alisson Christian Scheller · Thayla Tavares De Sousa Zomer · Paulo Augusto Cauchick Miguel

29 citations0/0 files storedInternational Journal of Lean Six Sigma

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Quality and Supply Management Management and Optimization Techniques Management Systems and Quality Improvement

Abstract

Purpose Although the literature on Lean Six Sigma (LSS) implementation has evolved, a deeper understanding of the LSS practices applied in organisations in developing countries is needed. This paper aims to analyse LSS in a manufacturing company in the context of LSS implementation in an emerging economy. Design/methodology/approach This paper uses case-based research. Data collected in a large manufacturing company through multiple sources of evidence were triangulated to derive the findings. This paper analyses aspects related to the implementation of both programmes and their synergy, as well as some critical and failure factors. Findings The main results show that Lean and Six Sigma are applied separately in two different programmes. Some aspects that are necessary to increase the integration of both approaches were identified while considering each phase of the DMAIC and the current approach applied by the company. Although some positive results have been achieved, there are many critical and failure factors that may influence the implementation of both approaches, such as employee training and changes in the organisational environment. Finally, the comprehensive integration of both approaches needs to be undertaken by the company. Research limitations/implications The findings from this single case study cannot be generalised. Practical implications This paper may be used as a guiding reference for managers and consultants to help them when working towards more successful LSS implementation. Originality/value First, this paper investigates LSS in a manufacturing firm located in a developing country; this issue is still seldom addressed in the literature. Second, it may contribute to practitioners’ knowledge by delivering insights into a real context, as well as the relevant issues to be addressed when implementing LSS in similar contexts.

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References

1984Case Study Research: Design and Methods 2004Five Misunderstandings About Case-Study Research 2002Case research in operations management 2004Learning to evolve 1991Better Stories, Not Better Constructs, to Generate Better Theory: A Rejoinder to Eisenhardt 1991Better Stories, Not Better Constructs, To Generate Better Theory: A Rejoinder to Eisenhardt 2007Six Sigma: Definition and underlying theory⋆2004Benefits, obstacles, and future of six sigma approach

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