Integration of blockchain and Lean Six Sigma approach for operational excellence:a proposed model

Abstract

Purpose

This study aims to explore the potential application of blockchain technology in Lean Six Sigma (LSS) project through a proposed blockchain-LSS (BLSS) model. The proposed model can tackle real-time problems in information sharing, transparency and traceability in every stage of the LSS project.

Design/methodology/approach

The scoping review approach is used to develop the integrated model of the BLSS approach for operational excellence. The proposed model is validated through expert’s input, which is collected by a questionnaire survey method.

Findings

The prime function of the proposed BLSS model is the information sharing among the project team and real-time monitoring, transparency, traceability and immutability in the Define-Measure-Analyze-Improve-Control phase. The proposed model also consists the information about the role of blockchain features at each phase of the LSS project. The project team and industry employees can trace the success of the project at every moment, resulting in trust buildup and the elimination of fake data. Moreover, there would be no disputes among various sections/shops of the plant and employees to share the real information.

Practical implications

This paper provides guidelines to practitioners and managers for integrating the LSS approach and blockchain. The blockchain helps managers and practitioners in better data traceability and transparency, monitoring of data as well as more sustainable LSS project management.

Originality/value

To the best of the authors’ knowledge, this is the first research attempt that developed an integrated model of blockchain and LSS approach to maintaining the immutable records of assets in projects and targeted Industry 4.0.

Citation

Rathi, R., Singh, M., Antony, J., Garza-Reyes, J.A., Goyat, R. and Shokri, A. (2024), "Integration of blockchain and Lean Six Sigma approach for operational excellence:a proposed model", International Journal of Lean Six Sigma, Vol. 15 No. 5, pp. 1043-1064. https://doi.org/10.1108/IJLSS-07-2022-0148