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Purpose: This paper explores Lean Six Sigma principles and the DMAIC (define, measure, analyze, improve, control) methodology to propose a new Lean Six Sigma 4.0 (LSS 4.0) framework for employee occupational exams and address the real-world issue of high-variability exams that may arise. Design/methodology/approach: This study uses mixed methods, combining qualitative and quantitative data collection. A detailed case study assesses the impact of LSS interventions on the exam management process and tests the applicability of the proposed LSS 4.0 framework for employee occupational exams. Findings: The results reveal that changing the health service supplier in the explored organization caused a substantial raise in occupational exams, leading to increased costs. By using syntactic interoperability, lean, six sigma and DMAIC approaches, improvements were identified, addressing process deviations and information requirements. Implementing corrective actions improved the exam process, reducing the number of exams and associated expenses. Research limitations/implications: It is important to acknowledge certain limitations, such as the specific context of the case study and the exclusion of certain exam categories. Practical implications: The practical implications of this research are substantial, providing organizations with valuable managerial insights into improving efficiency, reducing costs and ensuring regulatory compliance while managing occupational exams. Originality/value: This study fills a research gap by applying LSS 4.0 to occupational exam management, offering a practical framework for organizations. It contributes to the existing knowledge base by addressing a relatively novel context and providing a detailed roadmap for process optimization.

In the Brazilian Oil and Gas industry, deep-water exploration projects are carried out by several international companies and rely on extensive supply chains. There is a need to put into operation several industrial installations in this context. The commissioning of industrial plants is complex and demands high resources to obtain high-quality assurance and maximum reliability. Furthermore, the industrial plant commissioning works are predominantly carried out through paperwork forms. Given the relevance of these activities, it is vital to invest in improving and digitising on-site processes. What is also notable is the lack of research in commissioning, mainly administrative field procedures. In this context, an Oil and Gas Company and a Centre of Reference in Innovative Technologies started a Research Technological Development (RTD) project to digitise industrial plants' commissioning procedures. This paper presents the work done on process mapping, requirements identification, improvement development and systems architecture. The project aims to develop an interoperable system to implement the digital commissioning procedures. The on-site workforce can receive and record the execution of the activity's information on mobile devices. Finally, it highlights how process-oriented RTD is relevant to achieving better results and engaging people.

Purpose: This paper aims to explore synergies between lean production (LP) and six sigma principles to propose a lean six sigma (LSS) framework for continuous and incremental improvement in the oil and gas sector. The Three-dimensional LSS framework seeks to provide various combinations about the integration between LP principles, DMAIC (define–measure–analyse–improve–control) cycle and plan-do-check-act (PDCA) cycle to support operations management needs. Design/methodology/approach: The research method is composed of two main steps: diagnosis of current problems and proposition of a conceptual framework that qualitatively integrates synergistic aspects of LP and six sigma and analysis of the application of the construct through semi-structured interviews with leaders from oil and gas companies to assess and validate the proposed framework. Findings: As a result, a conceptual framework of LSS is developed contemplating the integration of LP and six sigma and providing a systemic and holistic approach to problem-solving through continuous and incremental improvement in the oil and gas sector. Originality/value: This research is different from previous studies because it integrates LP principles, DMAIC and PDCA cycles into a unique framework that fulfils a specific need of oil and gas sector. It presents a customized LSS framework that guides wastes and cost reduction while enhancing quality and reducing process variability to elevate efficiency in operations management of this sector. This is an original research that presents new and original scientific findings.