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In this study, we develop a new paradigm, Circular Lean Six Sigma 4.0 (CLSS4.0) to promote manufacturing sustainability. This paper aims to provide a practical and holistic view of the drivers and barriers that can help companies design an integrated CLSS4.0 model. The paper is based on a qualitative exploratory study using multiple case studies within 12 Moroccan manufacturing firms conducted through semi-structured interviews with top executive managers. The results show that the drivers are related to expected operational and environmental performance, increasing customer requirements, gaining competitive advantage and market growth while barriers are related to insufficient tangible (finance, human and equipment) and intangible (skills and techniques) resources, data privacy, technical issues and management support. The proposed framework identifies the assessment of drivers and barriers and their attributes as a starting point for managers to lead the CLSS4.0 transformation, thereby contributing to its successful implementation. To the best of our knowledge, this study is among the very first studies to discuss the CLSS4.0 drivers and barriers. It could be useful to managers as a diagnostic tool to assess their ability to implement CLSS4.0 before investing in the initiative. [ABSTRACT FROM AUTHOR]

The adoption of Lean Six Sigma (LSS) 4.0 has been recommended by researchers and practitioners as an effective strategy to enhance the operational excellence of companies, especially in highly competitive environments given the complementarity of LSS with Industry 4.0 (I4.0). Moreover, evidence suggests that companies commonly face difficulties and perceive the implementation process as challenging. To the best of our knowledge, there is currently no comprehensive global model available that offers a step-by-step approach for implementing LSS4.0. The purpose of this study is, therefore, to develop a structured framework that directs organizations to successfully implement LSS4.0. This study follows a combined approach including a systematic literature review to identify existing gaps in recent research and an expert panel to provide valuable insights and validation during the development of the framework. Additionally, a case study was conducted in an automotive manufacturing company to validate the findings. The proposed LSS4.0 framework is based on the DMAIC approach subdivided into fifteen steps. It permits managers to seamlessly integrate LSS4.0 into their processes and selectively choose the relevant tools as required, avoiding digitalization without a clear purpose. Also, it offers a comprehensive solution for managers addressing contemporary industry challenges and enhancing operational processes. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to examine the trends in research published by the Quality Management Journal (QMJ) based on Scopus Indexed publications for a period ranging from 2013 to 2023. The paper intends to offer a bibliometric analysis of the journal by highlighting the contributions made by the journal through document citations, prominent authors, most frequent keywords, and publication trends for the last decade. The analysis provides insight into how the QMJ has contributed to the development of the field of quality management. The journal has remained unwavering in its commitment to uphold both quality and comprehensiveness, thereby leading to widespread acclaim and robust indexing As analyzed from the author keyword analysis the contributions made to the journal can be categorized into seven themes, i.e., Leadership Essentials for Quality Management, Six Sigma & Quality, Quality Management in Services, Stakeholder Involvement for Quality Management, TQM & Continuous Improvement in Manufacturing, and Service Quality and Quality Management in Healthcare. A key theme to emerge from this study is that future research and applications must be robustly framed in relevant theory, to recognize, understand, and articulate implications for practice. Experiential quality will move further along the spectrum of socio-technical or socio-materiality. [ABSTRACT FROM AUTHOR]

This study explores the interplay linking Lean Six Sigma (LSS), the Circular Economy (CE) and Industry 4.0 technologies (I4.0T), and their impact alone or combined, on sustainable organizational performance (SOP) within manufacturing firms. Using the existing literature, six hypotheses are identified and then analyzed following the Structural Equation Modeling method with SmartPLS software. A survey was designed and administrated in the Moroccan context. Based on the results, it was found that LSS, CE and I4.0T have a positive effect on SOP. Moreover, I4.0T significantly impacts both LSS and SOP. However, I4.0T had no significant effect on CE. Furthermore, the results show that LSS has a positive mediation role as a driver for the successful implementation of I4.0T within the SOP. This study will enable manufacturing professionals to understand the determinants of sustainable performance helping them to define their future business strategies. Also, it sets the benchmark for companies looking to achieve sustainable objectives by integrating I4.0 technologies into CE practices and the LSS approach. This study is a first attempt to examine the link between LSS, CE and I4.0 to achieve high triple bottom line gains (environmental, social and economic) within companies considering Morocco, an emerging economy. [ABSTRACT FROM AUTHOR]

This article explores the literature on lean management (LM), Six Sigma (SS), Industry 4.0 (I4.0) and their relationship. A systematic literature review (SLR) combined with bibliometric analysis was conducted to identify, select and evaluate articles and was supported by content analysis to classify papers into group-discussed clusters. A total of 134 articles were retrieved from relevant databases and publisher engines between 2011 and June 2022. The analysis of these articles enabled us to identify the impact of Industry 4.0 technologies on Lean SS; the relationship between LM, SS and Industry 4.0 and the implications of their combination on operational excellence. The results show that while a majority of researchers consider Industry 4.0 to be a driver of LSS and a prerequisite for helping companies access the data and analytics needed, others find them to be complementary and synergistic. Similarly, various authors support the idea that LSS could be a facilitator of Industry 4.0. This study provides an overview of the main research streams in this field and its shortcomings and presents an LSS4.0 framework integrating Lean SS and Industry 4 which will be of great value to academics and practitioners working in this area. [ABSTRACT FROM AUTHOR]

The aim of this project was to investigate operational benefits of the Lean Six Sigma (LSS) methodology to reduce the scrap rate in an automated production line of a first tier supplier of automotive sector. This is an action research case study using LSS methodology in fully automated sub-process of the manufacturers. The implementation of LSS methodology had an effective and significant impact on the scrap rate reduction with increased first run yield and waste reduction leading to significant financial impact at this scale. The research investigation needs to be fully controlled by the team in order to correctly gauge the effect of any changes made to the process. This action research can be replicated in other sub-processes of the production line and other processes of the company. This project addresses novelty about effectiveness of LSS methodology to reduce scrap rate and add value to automated processes in first-tier manufacturing small to medium––sized enterprises supplying automotive sector. The project had greater saving than expected by the managers at £98k per annum. The approach of this research project combines proven statistical tools with some basic but effective lean tools to be applied in an original sequence in order to design robust product and match manufacturing capabilities. Article Classification: Focus on practice [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to focus on three fundamental human-related behaviour factors associated with Lean Six Sigma (LSS) projects in German manufacturing small-and medium-sized enterprises (SMEs) on the readiness of people (managers and their staff) to commence LSS projects. These are core personal competence, strategic vision of the people and the organisational culture of the specific organisation. Design/methodology/approach – Based on a thorough review of the academic literature a set of hypotheses were constructed to examine the level of association between people’s competence, vision and culture with LSS readiness within SMEs. This was done using correlation and regression analysis. Data collection were carried out in seven different German manufacturing SMEs involved in aerospace supply and agro-food manufacturing using a survey instrument. Findings – It was found that there is a strong positive association between the core competence of people and organisational culture with readiness for commencing LSS in the manufacturing SMEs studied. The core values of people, education level and the vision of making continuous quality improvement were identified as key variables in promoting LSS readiness in these manufacturing SMEs. This study indicates that these “softer” variables can be essential to successful LSS implementation and need to be explored further before undertaking the process. Practical implications – From the perspective of the implementers of LSS the results of this research could be of interest to different manufacturing SMEs intending to embark upon an LSS journey as it highlights the significance of human-related behavioural factors in the process. SME organisations may consider carrying out development or training with their managers and employees around personal and organisational values, addressing core competence and strengthening organisational culture in order to facilitate LSS readiness and enhance the prospect of its success. Originality/value – It would appear that this LSS research has not been carried out within the German manufacturing SME context before and although discrete in nature has surfaced the “softer” variables of core competence of staff and organisational culture as important readiness issues to address when undertaking LSS. This integrated approach of human behavioural factors, organisational culture, LSS and manufacturing SMEs demonstrates the originality of the research. [ABSTRACT FROM AUTHOR]

Green deployment of Continuous Improvement (CI) projects such as Lean Six Sigma (LSS) is unknown among scholars and practitioners in contrast with green outcomes of LSS. Therefore, the aim of this study is to identify top factors to transform towards the green deployment of LSS projects as an untapped phenomenon for scholars and practitioners. A survey questionnaire was distributed globally to collect the data from LSS practitioners and consultants followed by the Principal Component Analysis (PCA) as a statistical dimension reduction method via Statistical Package for Social sciences (SPSS) software. New dimensions for critical success factors (CSFs), critical failure factors (CFFs) and barriers, and motivators were revealed to recommend top factors for green LSS project deployment. In addition to some factors similar to green LSS integration for green outcomes, we found some new factors suggested for green deployment of LSS projects. However, scarcity was also found in green LSS deployment for practitioners and scholars. Further in-depth studies including case studies could be conducted to assess the negative environmental impact of LSS projects. This study serves as an initial call for managers, consultants and research scholars to favour the sustainable deployment of LSS projects in manufacturing alongside the use of traditional approaches with a focus on costs, quality and delivery. This is the first study exposing the possibility of a paradigm shift in environmental sustainability integration with LSS project deployment in manufacturing operations. • This study is an initial call for paradigm shift in operational excellence theory. • It promotes a new perspective of sustainability assessment and development. • It initiates precious insights for managers and practitioners acting sustainably. • A new perspective of Green LSS integration theory was introduced to scholars. • This study assists managers to use a cultural framework pursuing sustainability. [ABSTRACT FROM AUTHOR]

The article focuses on a research which is conducted to evaluate the capability, key success factors and benefits of the use of Six Sigma in food distribution to small to medium sized enterprises (SMEs). Topics discussed include globalization of food industry to fulfill the demand of growing world population, competition within and between the food supply chains with increment in the consumer driven value and the use of quality improvement initiatives with less required capital investment.