LEAN Six Sigma Research methodologies

Usually, companies adopt Lean Six Sigma program (LSS) to improve the quality of their business. LSS focuses on reducing waste and optimizing defects, which in return insure consistency and reliability of the operation (Lighter, 2014) (Mirela Cristina, 2017). The ultimate benefit of implementing both Lean and Six Sigma will be gained by the “customers” (Saxena, 2017). Any process output error that conflicts with product/service specification and therefore influences customer's satisfaction is considered a defect in Six Sigma (Raju and T. Sowdaminit, 2015). Therefore, number of actions were suggested to enforce organizational internal changes which are: senior management support and employees' involvement at all levels to ensure their understanding of the new organizational objectives towards becoming Lean (Victor Holman, 2009). Graves defined a formula of effectiveness as “technical quality X organization acceptance = effectiveness” (Graves, 2014).

The formula includes accepting changes as a main variable in the equation which determine the level of organizational effectiveness, a situation that an organization will encounter during LSS implementation.  Senior management must understand the quality clearly in order to sustain the Lean Six Sigma and benefit the organization (Gygi and BarCharts, 2016). Thus, it should start from the top management all the way down to all employees cross the organization. In this case, either the controlled group will change so the data collection will not be effective anymore, or number of other circumstances might happen which maybe cannot be controlled. Cross-sectional design studies multiple cases and in the case of this research paper only one case is examined. Longitudinal design is almost similar to the “Cross-sectional” design, but the researcher here collects data in many occasions.

If this research design is adopted data will be lost, or many factors could contribute in the failure of data collection. Comparative design tests data on contrasting issues, and this research paper tests only one issue across the organization. Quantitative method is beneficial when there are theories and data are available already with numbers to be measured (objective base). It is an evidence-based approach. While the researcher has to answer the necessary questions, collect data, sort them, and build theories around them to have a proper case study subject, by using the qualitative method first. Quantitative measurement helps the researcher then to compare the event and any unit of analysis or any characteristics. So, the plan is to prepare the questions, collects data from interviews and survey, then based on the hypothesis the researcher will define on a later stage, the case study will be measured accordingly.

Because then the researcher can collect more data for a better analysis. Data Collection - results This demonstrates that measuring the impact of Lean management on operations can be defined through measuring couple of variables. The researcher can compare the operational cost/budget after applying Lean concept. If there is increase in the profit or the operational costs have decreased, then the new adopted concept is successful and has an impact. Also, the duration of the operation should be reduced according to the Lean philosophy. Junior, Senior and Management employees 2. Male and female 3. UAE nationals and expats 4. Different age scale Expected sampling errors: 1. participants may not give each item in the test the right value, which in return will affect the reliability of the data collected.

This cost ought to be the least possible to realize the maximum benefits. On the other hand, the sales price is determined by consumer demand and their willingness to pay the established price. Therefore, by implementing the Lean program of manufacturing, there will be a direct increase in due to reduce production costs as the quality of products is maintained. From the responses, many feel that the management is 50-50 on adopting and fully supporting this scheme of production. There are reasons for this, firstly, the Lean methodology is not a standard methodology, rather a culture. It becomes hard to tell the placed improvement metrics in aa production process. The problem is aggravated with the invention of technology in the production process.

Machines perform highly complex activities and employees are unaware of the improvements taking place. There is also the issue of a lack of provision of relevant literature to be read by the workers. The working team needs to be properly informed of all the steps made in the production field, and how to take part in it. The people at times are held up in many schedules which are very tight. Else, they could be attending the workshops. This workshops come with a financial implication. Where the work is unable to pay the required fee at the workshop trainings, they could attend. The companies then should step in to rescue the worse situation, but often not, companies don’t have finances to send their employees to the workshops.