Lean Six Sigma in developing countries: evidence from a large Brazilian manufacturing firm
International Journal of Lean Six Sigma
ISSN: 2040-4166
Article publication date: 12 July 2018
Issue publication date: 18 February 2021
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.
Keywords
Acknowledgements
The authors first thank the company that made this study possible. However, any analysis is the responsibility of the authors and, thus, it does not represent the position of the company. They also appreciate the Brazilian research agency CNPq for financial support. Finally, the authors do appreciate the recommendations of the two reviewers who dedicated their time and provided great suggestions to enhance the paper.
Citation
Scheller, A.C., Sousa-Zomer, T.T. and Cauchick-Miguel, P.A. (2021), "Lean Six Sigma in developing countries: evidence from a large Brazilian manufacturing firm", International Journal of Lean Six Sigma, Vol. 12 No. 1, pp. 3-22. https://doi.org/10.1108/IJLSS-09-2016-0047
Publisher
:Emerald Publishing Limited
Copyright © 2018, Emerald Publishing Limited