Marcus Assarlind

Multi-faceted views on a Lean Six Sigma application

Purpose – Lean and Six Sigma observers, researchers and managers are awaiting the next step, which many feel could take the form of a combination of the two concepts, known as Lean Six Sigma. The purpose of this paper is to explore an application of Lean Six Sigma in practical improvement work, as a way of identifying factors of importance for improving future Lean Six Sigma applications. Design/methodology/approach – The empirical study was conducted through interviews, meetings, document analysis and observations over a period of four months. Findings – The findings of this study suggest it is unfeasible to apply one standardised approach to improvements in one company. Continuous smaller improvements and larger improvement projects demand different formulas. It is appropriate to use Lean and Six Sigma in parallel but this should be done through clever cross-fertilisation, such as taking variations in project complexity into consideration. Research limitations/implications – This paper shows one way of working with an improvement initiative in one particular company. It does not propose that this is the only way to combine Lean and Six Sigma nor does it suggest universal applicability. Further research on other possible combinations would be valuable. Practical implications – This paper provides an outline of how to structure a combination of Lean and Six Sigma. This could provide valuable insights to managers who wish to structure their improvement processes depending on the type of problem at hand. Originality/value – This paper expands the theoretical foundation for combining Lean and Six Sigma by studying and analysing a practical application of the concept. As a result, it provides new factors of importance for successful Lean Six Sigma applications, such as having a clear structure that guides the company in terms of what components of Lean Six Sigma to apply and what competences to involve in various projects, depending on the scope and complexity.

Forces affecting one Lean Six Sigma adoption process

Purpose – The purpose of this paper is to identify forces (in the form of converters and inhibitors) of Lean Six Sigma adoption by studying the gradual adoption of Lean Six Sigma in a medium-sized Swedish manufacturing company. The paper suggests how the converters and inhibitors interact toward increased maturity of the adoption and, in this case, stagnation thereof. Design/methodology/approach – Thirteen interviews were recorded and analyzed to identify converters that were moving the process forward or backward, as well as inhibitors that caused it to linger. Findings – It was discovered that activities that had initially moved the process forward were not sufficient to move it beyond its current point. However, an increased knowledge of Lean Six Sigma throughout the organization now prevents the process from moving in the opposite direction. In this medium-sized Swedish manufacturing company, Lean Six Sigma becomes a framework for thought and communication during Lean work. Research limitations/implic...

Critical Factors for Quality Management Initiatives in Small and Medium-Sized Enterprises

This paper identifies the critical factors for quality management (QM) initiatives in small- and medium-sized enterprises (SMEs). The factors are grouped into six categories: contextualisation; gradual implementation using realistic goals; involvement and training of employees; involvement of external support; management involvement; and fact-based follow-up. A further analysis of the literature indicates that well-recognised ideas for improvement in large companies are useful for SMEs as well. However, compared to large companies, more focus is needed on acquiring external support, planning for a QM initiative in line with characteristics of the specific SME, and planning for a gradual implementation of the QM initiative that is followed up by realistic goals.

Initiating quality management in a small company

The purpose of this paper is to identify critical aspects of Quality Management (QM) adoption in a small company. QM is more widely applied in large companies than in small ones. Previous research has pointed to QM ideas as sound and valid for small companies, but that many such initiatives fail because of poor implementation. With scarcity of resources and expertise, it is critical to study how QM can be initiated in small companies with often sceptical owner-managers. Design/methodology/approach This paper is based on a single case study of a small company; data has been collected through two sets of interviews: one in late 2009 and one in mid-2012, as well as project reports and public financial data. This allows for a study of the adoption process over time. Findings This study points to four critical areas when initiating QM work in a small company: the importance of initiation, the importance of contextualisation, QM adoption as an iterative process, and the need for external support. Originality/value (mandatory) This paper highlights the importance of overcoming small business owners’ reluctance towards QM. Most research on QM initiatives in small companies has focused on the stages that follow an actual decision to begin a QM initiative. This paper shows that it is critical to carefully consider the stages leading to the decision. Further, it contributes with a case study on a small company, otherwise uncommon in QM research.

Analysis of an improvement programme for MMEs

Purpose: Intervention programmes can potentially aid medium-sized manufacturing companies (MMEs) in improvement work that they otherwise would not undertake. The purpose of this paper is to identify intervention programme functions that support MMEs in the adoption of operations improvements. Design/methodology/approach: Empirical material on one programme, Production Leap, was mainly collected through 11 interviews and an internal-to-the-programme two-day workshop. This material was arranged to describe the programme’s design, and subsequently compared with a theoretical framework based on the literature on operations improvements and interventions. Findings: The interventions were divided into phases focusing on management and employees, each of which is seen as key to planning and commitment. Collaborations with labour unions and trade organisations were found to be important for gaining trust among employees and companies. Research implications: Earlier research has identified critical factors for interventions in companies, which this paper groups into governance, involvement, and change agent approach. This paper demonstrates how a programme may or may not operationalise such factors, as well as identifies further factors. Practical implications: Practitioners and policy makers may use these findings in the design of support for MMEs, including further improvement programmes. Originality/value: Earlier studies on programmes have examined individual companies, while this paper analyses how a programme may be designed to aid MMEs in the adoption of systematic operations improvements.

Adopting new ways of working in small and medium-sized enterprises: findings from interventions in 12 European companies

This paper elaborates on the factors to be considered in order for interventions (activities aimed at introducing new ways of working through a series of focused activities in an organisation) to lead to long-term effects inside small and medium-sized enterprises (SMEs). Its purpose of it is to describe how interventions can be carried out in order for SMEs to adopt new ways of working by understanding the context, process and content of an intervention. The results of this study suggest that in designing interventions for the SMEs, the context aspects of an intervention must be carefully considered. Not only is the process or context of an intervention important, but so is the content. As a consequence, we suggest content that accomplishes the following: (1) supports the formulation of strategies; (2) encourages dialogue and (3) uses company data. The paper is based on a multiple case study of 12 SMEs from 6 European countries undergoing similar interventions within the FutureSME project. These long-term relationships within a large-scale project have provided access and a rare opportunity to conduct research on this often overlooked business sector. The empirical data have been collected through company presentations, structured reports and narratives. The material has been subject to a cross-case analysis.