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Assessing the change process of Lean Six Sigma: a case analysis

Suriya Lertwattanapongchai (Thammasat Business School, Thammasat University, Bangkok, Thailand)
Fredric William Swierczek (Thammasat Business School, Thammasat University, Bangkok, Thailand)

International Journal of Lean Six Sigma

ISSN: 2040-4166

Article publication date: 28 October 2014




This paper aims to present an integrative conceptual framework of Lean Six Sigma (LSS) as a project and an organizational change process. To assess the process, the LSS success factors are identified. Their impact on both project outcomes and people is determined.


An in-depth review of success factors resulted in a set of indicators related both to the LSS factors and to the change process. A comparative case analysis of three multinational companies (MNCs) implementing LSS in Thailand is presented. The indicators were used to identify patterns in the cases related to effective implementation through content analysis.


The case analysis showed that an effective combination of a strong LSS project design and a comprehensive change management process achieved positive impacts in business results, employee learning and job satisfaction.

Practical implications

To be successful LSS cannot only focus on a good project design. Champions and key practitioners must also apply best practices in change management.


There are few examples of the integration of LSS project design and the change management process in Asia. Additionally, the case analysis focuses on examples of MNC operations in Thailand. The research supported the importance of integrating change management and project management for success.



Lertwattanapongchai, S. and William Swierczek, F. (2014), "Assessing the change process of Lean Six Sigma: a case analysis", International Journal of Lean Six Sigma, Vol. 5 No. 4, pp. 423-443.



Emerald Group Publishing Limited

Copyright © 2014, Emerald Group Publishing Limited

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