<p>Lean Six Sigma (LSS) has been
implemented worldwide for many years and has been successful in many
organizations. Eloot, Huang, and Lehnich
(2013) noted that achieving manufacturing excellence by using LSS was an
opportunity for many companies. Liker and
Rother (2011) pointed out that only 2% of companies successfully achieved the
desired results with Lean plans. </p>
<p>The presented dissertation
identified the critical success factors of LSS implementation for Chinese manufacturing
companies and explored the challenges occurring during the LSS transformations.
The objectives of this dissertation were: </p>
<p>
i.
to understand
how the employee training process for LSS can be designed using total quality
management (TQM) adoption in private manufacturing organizations in China;</p>
<p>
ii.
to
understand how LSS practices can be adopted successfully in SMEs in China;</p>
<p>
iii.
to
examine and explore the critical success factors (CSF) of LSS implementation;</p>
<p>
iv.
to
discuss the challenges occurring during LSS transformation.</p>
<p> </p>
<p>Objective (i) was achieved through a descriptive single case
study. This case study showed how to apply <a>a design for
Six Sigma methodology (DMADV) for staff training in quality management tools in
a private organization in China</a>. The author also discussed the problems
occurring during the Six Sigma project and explored how organizational culture
impacted Six Sigma implementation.
Objective (ii) was achieved through a detailed descriptive single case
study which recorded how LSS practices were adopted successfully in a SME-VTCL
in China using DMAIC methodology. Survey data was collected to identify and explore
the critical success factors of LSS implementation in SMEs, by querying the
voice of top, middle, and frontline management, as well as frontline workers of
these companies. Objectives (iii) and (iv) were realized
utilizing descriptive, exploratory, and multi-case studies designed to gather
and analyze observational and interview data. The resulting interview data, and
the key factors for successful LSS transformation of these three companies were
discussed from the perspective of senior management and LSS promoters within
the companies. Based on interview data and the Lean iceberg model, a new LSS
transformation model was proposed. The author also developed 6 propositions
based on the findings from the interviews. </p>
<p>In summary, the results of this
study provided value and references for LSS practitioners to expand the body of
knowledge on the strategies used to implement LSS successfully inside
organizations. The findings of this
research may potentially lead more Chinese organizations to successfully adopt
LSS to provide customers with high-quality products. The three LSS
implementation cases described <a>critical success factors
(CSFs)</a> and challenges that occurred during the transformation, may improve
the success rate of implementation, help enterprises achieve the desired
results through LSS, and enhance the sustainability of LSS implementations.</p>
| Identifer | oai:union.ndltd.org:purdue.edu/oai:figshare.com:article/12034275 |
| Date | 02 May 2020 |
| Creators | Na Li (8625390) |
| Source Sets | Purdue University |
| Detected Language | English |
| Type | Text, Thesis |
| Rights | CC BY 4.0 |
| Relation | https://figshare.com/articles/HOW_TO_IMPLEMENT_LEAN_SIX_SIGMA_IN_CHINA_A_CASE_STUDY_OF_THREE_MANUFACTURING_COMPANIES/12034275 |
Page generated in 0.0022 seconds