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The aim of this study is to investigate the outcomes of a leading Swedish truck maker (referred to as “TruckCo” for confidentiality reasons) providing lean training to its strategic suppliers.

A single in-depth case study is conducted, using on-site semi-structured interviews with representatives from TruckCo and its suppliers for data collection.

The lean training program resulted in four main outcomes. First, financially unstable suppliers were less receptive to the lean training program than financially stable suppliers. Second, the suppliers became easier to collaborate with over time, through improving their internal ways of working and thus creating more trust in terms of reliability. Third, the suppliers improved their ability to identify possible problems that could jeopardize deliveries. Fourth and finally, the suppliers improved their delivery precision.

One limitation of this study is that its findings are based on a single in-depth case study. Another limitation is that all the involved companies originate from Sweden. These limitations should be considered in attempts to replicate or further test the reported findings.

This study provides insights into how a manufacturer can teach lean management to suppliers, and how suppliers can be involved in a manufacturer's journey towards a leaner supply chain. Furthermore, the study reflects more generally on the potential outcomes of a manufacturer providing lean training to suppliers.

This study highlights both TruckCo's and the suppliers' view of the outcomes of the lean training program and discusses how different suppliers adopt the taught lean practices. Avenues for future research are proposed as well.

The purpose of this paper is to elaborate, how the use of a joint-use strategy of Lean and Six Sigma can improve flexibility, robustness, and agility. Telecom manufacturing has been under tremendous change after dot.com bubble burst in the early 2000, and new competition has originated from Asia. Being successful requires now more than before, and joint-use of strategies is one option to survive.

A single case study from a Swedish company operating in the telecom manufacturing was conducted. In particular, a Six Sigma project was followed and analyzed during 2002. However, the outcome of the Six Sigma project has been studied in longitudinal manner until 2014.

The Lean Six Sigma strategy ensures flexible, robust, and efficient processes. However, to make them more agile in order to sustain in today's highly competitive environment, something more is required. This could include staff training, strengthening company culture and collaborating with key partners in the supply chain.

This study is limited to large company that usually has a lot of resources and choices where to put the strategic emphasis as well as has level of control of the supply chain operations. The situation could be very different in small and medium-sized companies and thus it may be more difficult to realize the Lean Six Sigma strategy in such environment. On the other hand, the processes in these companies are often less complex.

This research provides guidance on how to manage the Lean Six Sigma strategy in order to ensure more flexible, robust, and efficient processes as well as how to perform a Six Sigma project in Lean environment, in a proper manner.

This research provides guidance to companies regarding the applicability and properties of the Lean Six Sigma strategy. The paper will also serve as a basis for other companies and industries, on how to survive in difficult times.

Manufacturing industry is quite badly hit due to the coronavirus. Manufacturing has been stopped in every country. The present study will provide assistance to the practitioners to recover manufacturing sector from the after-effects of coronavirus.

A thorough review of the recent articles published in the newspaper and web has been done to make a viewpoint on the global industrial impact due to epidemic corona. Reports of WHO, IMF, World Bank, RBI and so forth are also reviewed. Further, Lean Six Sigma has been suggested which can be implemented to recover manufacturing industry from the ill effects of corona.

In present study the problem causd in the manufacturing sector due to corona virus has been identified and a clinical treatment for the same has been proposed by using the tools and techniques of Lean Six Sigma.

The impact of coronavirus has become a huge issue not only for the physical health of human beings but also for the economic health of most of the countries in the world, as it is pushing the world economy toward huge economic depression. Therefore, it becomes the moral responsibility of industrial experts to suggest the tools and techniques to the manufacturing industry for faster recovery.

Big data and related technologies are expected to drastically change the way industrial maintenance is managed. However, at the moment, many companies are collecting large amounts of data without knowing how to systematically exploit it. It is therefore important to find new ways of evaluating and quantifying the value of data. This paper addresses the value of data-based profitability of maintenance investments.

An analytical wasted value of data model (WVD-model) is presented to quantify how the value of data can be increased through eliminating waste. The use of the model is demonstrated with a case example of a maintenance investment appraisal of an automotive parts manufacturer.

The presented model contributes to the gap between the academic research and the solutions implemented in practice in the area of value optimization. The model provides a systematic way of evaluating if the benefits of investing in maintenance data exceed the additional costs incurred. Applying the model to a case study revealed that even though the case company would need to spend more time in analyzing and processing the increased data, the investment would be profitable if even a modest share of the current asset failures could be prevented through improved data analysis.

The model is designed and developed on the principle of eliminating waste to increase value, which has not been previously extensively discussed in the context of data management.

The purpose of this paper is to identify the various barriers in the implementation of waste management techniques in manufacturing organizations.

In this study, 121 SMEs of the manufacturing sector have been extensively surveyed, to assess the relative impact of barriers in the waste management technique in a manufacturing organization. Further, analytical hierarchy process (AHP) has been used to identify the most significant barriers.

Major barriers in the implementation of a waste management technique in a manufacturing organization have been identified and their weightage has been calculated through the AHP model.

This study will assist the floor managers in manufacturing organizations to identify the major barriers and to plan accordingly for the adequate implementation of waste management technique.

The purpose of this paper is to examine and evaluate various Lean, Six Sigma and Lean Six Sigma (LSS) models proposed by various researchers, which have been implemented in manufacturing organizations.

The present study has followed three major steps in methodology. In the first step, pooling of various research articles has been done, followed by development of the primary results. At the final step, analysis and development of the LSS model have been performed.

This paper evaluated and examined various models of Lean Manufacturing, Six Sigma and LSS and developed an advanced LSS model that can be deployed in any manufacturing organization with the purpose of scrap reduction.

The findings of this study will assist shop floor managers to implement an LSS model in their organizations, which can effectively reduce the waste and enhance the overall productivity and quality of the manufactured products.