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Douglas, A; Douglas, JA; Ochieng, J
Publisher: Emerald
Languages: English
Types: Article
Subjects: Business
Purpose – This paper reports the results of a pilot study on the implementation of Lean Six Sigma (LSS) in East African service and manufacturing organizations. The purpose of this paper is to determine the critical success factors for implementation of such a strategy as well as any barriers. A further aim was to determine the knowledge, usage and usefulness of LSS tools and techniques within those organizations. Design/methodology/approach – A quantitative approach was taken utilizing a survey questionnaire which was sent to a sample of organization employees who had attended Yellow, Green or Black Belt LSS training courses organized by the Kenya Institute of Management in Nairobi. Employees attending such courses came from Kenya, Uganda, Tanzania and Rwanda. Findings – Results indicate that the most useful tools are most of the original seven tools of quality improvement proposed by Ishikawa over 50 years ago and the most important factor for successful implementation of LSS is management involvement and participation. Research limitations/implications – The main limitation is that this is a pilot study so to confirm the findings a full survey of East African organization needs to be undertaken. Practical implications – The findings have implications for trainers, consultants and practitioners with regards to the implementation of LSS within organizations as well as the focus of the content of LSS training courses. Originality/value – This paper reports the first study on the implementation of LSS in East Africa and will be of value to practitioners, trainers, consultants and researchers of LSS in East Africa and beyond.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Antony, J. (2004), “Six Sigma in the UK service organizations: results from a pilot survey”, Managerial Auditing Journal, Vol. 19, No.8, pp. 1006-1013.
    • Antony, J., Foutris, F., Banuelas, R. and Thomas, A. (2004), “Using Six Sigma”. IEE Manufacturing Engineer, February/March, pp. 10-12.
    • Antony, J., Kumar, M. and Madu, C.N. (2005), “Six Sigma in Small-and Medium Sized UK Manufacturing Enterprises: Some Empirical Observations” International Journal of Quality & Reliability Management, Vol. 22, No.8, pp. 860-874.
    • Arnheiter, E.D. and Maleyeff, J. (2005), “The Integration of Lean Management and Six Sigma”, The TQM Magazine, Vol. 17, No.1, pp. 5-18.
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    • British Standards Institute (BSI) (2011), BS ISO 13053 - 1:2011. Quantitative Methods in Process Improvement - Six Sigma. Part 1 DMAIC Methodology, BSI, London.
    • Davies, B. (2004), “How to become a Black Belt”, Professional Engineer, March, pp. 41-42.
    • Keller, P. (2005), Six Sigma Demystified. McGraw-Hill, New York.
    • Kumar, M. and Antony, J. (2010), “Six Sigma on a Small Scale”, Quality World, September, pp. 26-30.
    • Lee-Mortimer, A. (2006), “Six Sigma: A Vital Improvement Approach When Applied to the Right Problems in the Right Environment”, Assembly Automation, Vol. 26, No.1, pp. 10-17.
    • Pande, P.S., Neuman, R.P. and Cavanagh, R.R. (2000), The Six Sigma Way, McGraw-Hill, New York.
    • Pepper, M.P.J. and Spedding, T.A. (2010), “The Evolution of Lean Six Sigma”, International Journal of Quality & Reliability Management, Vol. 27, No.2, pp. 138-155.
    • Raisinghani, M.S. (2005), “Six Sigma: Concepts, Tools and Applications”, Industrial Management and Data Systems, Vol.105, No.4, pp. 491-505.
    • Salah, S., Rahim, A. and Carretero, J.A. (2010), “The Integration of Six Sigma and Lean Management”, International Journal of Lean Six Sigma, Vol.1, No.3, pp. 249-274.
    • Snee, R.D. (2010), “Lean Six Sigma - Getting Better All the Time”, International Journal of Lean Six Sigma, Vol.1, No.1, pp. 9-29.
    • Womack.J and Jones, D.T. (1996), Lean Thinking: Banish Waste and Create Wealth in your Corporation, Simon and Schuster, London.
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