Abstract
In this paper we provide an exploration and analysis of Lean Six Sigma (LSS) implementation in Dutch manufacturing/engineering small- and medium-sized enterprises (SMEs). Critical success factors (CSFs) and impeding factors are identified and analysed. Exploratory empirical evidence about LSS implementation in Dutch SMEs was collected from a survey study on Dutch SMEs. Statistical testing was applied to validate the ranking of the CSFs. To deepen insight in how organizations translate CSFs into practice and cope with impeding factors, additional in-depth qualitative information was gathered from six case studies. Linking to customer, vision and plan statement, communication and management involvement and participation are the highest ranked CSFs. Internal resistance, the availability of resources, changing business focus and lack of leadership are the strongest impeding factors. The case studies confirmed the importance of the CSFs and revealed three new CSFs: personal LSS-experience of Top management, development of the project leader's soft skills and supply chain focus. SMEs in the Netherlands make no distinct separation between lean manufacturing and Six Sigma, but rather apply both approaches intertwined.
This is a preview of subscription content, log in via an institution to check access.
Similar content being viewed by others
Notes
In the study ‘Small and medium enterprises across the globe’ (Ayyagari et al, 2007) the classification SME250 is used for the share of the SME sector in the total formal labour force in manufacturing when 250 employees are taken as the cut-off for the definition of an SME. For a company to be classified under the SME250 classification, the SME sector cut-off could range from 200 to 300 employees. The Ayyagari study reports that in the countries of the European Union more than 50% of the employees in manufacturing companies are working in SMEs. In Mediterranean countries (Italy, Spain, Portugal) the share of SME employment is even close to 80%. The share of SMEs with respect to Gross Domestic Product (GDP) is lowest in Sweden (39%) and highest in Portugal (67%). The GDP data are not limited to manufacturing, but at least the data indicate that SMEs of all the economic sectors contribute strongly to the national GDP.
The reason for choosing an upper limit of 300 employees was that we expected that the real number of employees would in general be somewhat lower, because of the rather pessimistic economic situation at the time of the study. As a consequence a small number of companies might not comply completely with the formal criteria for SMEs.
References
Achanga P, Shehab E, Roy R and Nelder G (2006). Critical success factors for lean implementation within SMEs. J Manuf Techn Mngt 17 (4): 460–471.
Antony J, Kumar M and Labib A (2008). Gearing Six Sigma into UK manufacturing SMEs: Results from a pilot study. J Opl Res Soc 59: 482–493.
Antony J, Kumar M and Madu CN (2005). Six Sigma in small- and medium-sized UK manufacturing enterprises: Some empirical observations. Int J Qual Reliab Mngt 22 (8): 860–874.
Australian Manufacturing Council (1994). Leading the Way: A Study of Best Manufacturing Practices in Australia and New Zealand. Australian Manufacturing Council: Melbourne, Australia, pp 59–63.
Ayyagari M, Beck T and Demirgic-Kunt A (2007). Small and medium enterprises across the globe. Small Bus Econ 29: 415–434.
De Koning H (2007). Scientific grounding of Lean Six Sigma methodology. PhD Thesis, IBIS, University of Amsterdam.
De Koning H and De Mast J (2006). A rational reconstruction of Six Sigma's breakthrough cookbook. Int J Qual Reliab Mngt 23 (7): 766–787.
Eckes G (2000). The Six Sigma Revolution: How General Electric and Others Turned Process into Profits. John Wiley & Sons: New York.
Eisenhardt KM and Graebner ME (2007). Theory building from cases: Opportunities and challenges. Acad Mngt J 50 (1): 25–32.
Garvin DA (1991). How the Baldrige Award really works. Harvard Bus Rev 69 (6): 80–93.
George ML (2002). Lean Six Sigma—Combining Six Sigma Quality with Lean Speed. McGraw Hill: New York.
George D and Mallery P (2003). SPSS for Windows: A Simple Guide and Reference. 11.0 Update, 4th edn. Allyn & Bacon: Boston.
Henderson KM and Evans JR (2000). Successful implementation of Six Sigma, benchmarking General Electric Company. Benchmarking: An Int J 7 (4): 260–282.
Juran JM (1989). Leadership for Quality: An Executive Handbook. The Free Press: New York.
Knowles G, Whicker L, Femat JH and Del Campo Canales F (2005). A conceptual model for the application of Six Sigma methodologies to supply chain improvement. Int J Logist 8 (1): 51–65.
Kumar M (2007). Critical success factors and hurdles to Six Sigma implementation: The case of a UK manufacturing SME. Int J Six Sigma Competitive Advantage 3 (4): 333–351.
Nonthaleerak P and Hendry L (2008). Exploring the Six Sigma phenomenon using multiple case study evidence. Int J Opns Prod Mngt 28 (3): 279–303.
Nunnally JC and Bernstein IH (1994). Psychometric Theory. 3rd edn. McGraw-Hill: New York.
Ohno T (1988). Toyota Production System: Beyond Large-scale Production. Productivity Press: New York.
Pepper MPJ and Spedding TA (2010). The evolution of Lean Six Sigma. Int J Qual Reliab Mngt 27 (2): 138–155.
Rockart J (1979). Chief executives define their own data needs. Harvard Bus Rev 57 (2): 238–241.
Schroeder RG, Linderman K, Liedtke C and Choo AS (2008). Six Sigma: Definition and underlying theory. J Opns Mngt 26 (4): 536–554.
Shah R, Chandrasekaran A and Linderman K (2008). In pursuit of implementation patterns: The context of Lean and Six Sigma. Int J Prod Res 46 (23): 6679–6699.
Shingo S (1989). A Study of the Toyota Production System. Productivity Press: New York.
Snee RD (2010). Lean Six Sigma—Getting better all the time. Int J Lean Six Sigma 1 (1).
Strauss A and Corbin J (1998). Basics of Qualitative Research, Techniques and Procedures for Developing Grounded Theory. Sage Publications: Thousand Oaks.
Tang LC, Goh TN, Lam SW and Zhang CW (2007). Fortification of Six Sigma: Expanding the DMAIC toolset. Qual Reliab Eng Int 23 (1): 3–18.
Terziovski M, Samson D and Dow D (1997). The business value of quality management systems certification. Evidence from Australia and New Zealand. J Opns Mngt 15 (1): 1–18.
Timans JWJ, Ahaus CTB and Van Solingen R (2009). A Delphi study on Six Sigma tools and techniques. Int J Six Sigma Competitive Advantage 5 (3): 205–221.
Van Iwaarden J, Van der Wiele T, Dale B, Williams R and Bertsch B (2008). The Six Sigma improvement approach: A transnational comparison. Int J Prod Res 46 (23): 6739–6758.
Womack JP and Jones DT (2003). Lean Thinking. Simon & Schuster UK Ltd: London.
Yang K-J, Yeh T-M, Pai F-Y and Yang C-C (2008). The analysis of the implementation status of Six Sigma: An empirical study in Taiwan. Int J Six Sigma Competitive Advantage 4 (1): 60–80.
Yin RK (2003). Case Study Research, Design and Methods, 3rd edn. Sage Publications: Thousand Oaks.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Timans, W., Antony, J., Ahaus, K. et al. Implementation of Lean Six Sigma in small- and medium-sized manufacturing enterprises in the Netherlands. J Oper Res Soc 63, 339–353 (2012). https://doi.org/10.1057/jors.2011.47
Received:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1057/jors.2011.47