A systematic literature review of lean six sigma adoption in European organizations

Abstract

Purpose

The purpose of this paper is to review of the literature about lean six sigma (LSS) implementation in European organizations written by academics or practitioners from European institutions to extract useful conclusions about LSS adoption in European companies and to suggest direction for future research concerning the broader LSS application in them.

Design/methodology/approach

This study has been conducted by reviewing 58 papers, found in top journals, coming from European institutions that present studies of European companies and fulfill the selected inclusion criteria.

Findings

The analysis of the literature revealed the level of penetration of the LSS methodology in organizations of each European country. The study of the papers revealed the sectors and the size of companies that are more active in LSS application, the method used in each project, the tools which are deployed and the interconnection between LSS and other topics through the project implementation.

Research limitations/implications

The limited access provided by the authors’ institution only to three major publishers (Emerald, Elsevier, Taylor and Francis) and the focus of the search only in European organizations were the main limitations of this review.

Practical implications

This paper provides both academics and practitioners with valuable insights about LSS implementation in European organizations, presenting a complete analysis framework of the literature and highlighting gaps for further research.

Originality/value

An extended and detailed analysis of LSS adoption in Europe has not been conducted before. This review presents a clear view about how LSS projects in European organization have been applied so far and suggests ways of how the literature could be enriched to facilitate the LSS implementation.

Citation

Panayiotou, N.A. and Stergiou, K.E. (2021), "A systematic literature review of lean six sigma adoption in European organizations", International Journal of Lean Six Sigma, Vol. 12 No. 2, pp. 264-292. https://doi.org/10.1108/IJLSS-07-2019-0084