Lean Six Sigma implementation : multiple case studies in a developing country

Purpose: This paper aims to report the results of a study on the implementation of Lean Six Sigma (LSS) in a developing country. The purpose of this paper is to determine the barriers, critical success factors (CSFs) and implementation strategy of LSS. Design/methodology/approach: A qualitative approach was taken, in which a multiple-case study designed to gather data on the LSS implementation process was used. Findings: The literature and interviews show that any organization can customize these methodologies according to their needs. This also indicates that there are no stringent rules to follow, and that the process of adoption and implementation is quite flexible. The findings from the multiple-case study identify that the CSFs for implementing LSS are management support and commitment, communication, culture change, education and training and a recognition and reward system. The salient features which serve as barriers are lack of top management commitment, lack of knowledge, lack of training, and internal resistance. Practical implications: The findings have implications for consultants and practitioners with regard to the implementation of LSS within organizations and to focus on the selection LSS tools for implementation. Originality/value: This paper reports on the implementation of LSS in Malaysia can be valuable to consultants, practitioners and researchers of LSS in developing countries.