Purpose – Both lean and six sigma are key business process strategies which are employed by companies to enhance their manufacturing performance. However, whilst there is significant research information available on implementing these systems in a sequential manner, there is little information available relating to the integration of these approaches to provide a single and highly effective strategy for change in companies. The purpose of this paper is to develop and implement an integrated lean six sigma (LSS) model for manufacturing industry. Design/methodology/approach – Through the development of a case study approach, the paper chronicles the design, development and implementation of an integrated LSS model. The work in this paper builds upon the SME six sigma model that has been successfully implemented in a number of SMEs. The model is subsequently evaluated for its effectiveness in the subject company. Findings – This paper proposes an integrated approach to lean and six sigma model. Its development, refinement and implementation has been achieved through working closely with a subject company. The effectiveness of the approach is consequently evaluated highlighting the benefits the host organization received through this new approach by measuring the effects of implementation against internal company measures. Practical implications – The design, development and implementation of a LSS model shown in this paper provides a simple yet highly effective approach to achieving significant improvements in a company's product quality cost and delivery. The model combines contemporary lean and six sigma strategies and offers practicing production/process/manufacturing managers and engineers with a strategic framework for increasing productive efficiency and output. The paper provides a case study that highlights the application of the model in a subject company and as such further provides key implementation data for managers and engineers to adopt the model in a wide range of manufacturing organisations. Originality/value – The proposed LSS model contributes to the existing knowledge base on lean and six sigma systems and subsequently disseminates this information in order to provide impetus, guidance and support towards increasing the development companies in an attempt to move the UK manufacturing sector towards world class manufacturing performance.

Lean Six Sigma (LSS) has established itself as one of the key business process improvement strategies available to companies today. With roots based in the single strategies of Lean and Six Sigma, LSS offers a dual strategy towards systematically reducing waste and increasing value whilst resolving Critical to Quality (CTQ) issues that affect consistency and repeatability in a product and process. However, the predominating LSS approach is to employ the DMAIC cycle as the key driver in the implementation process. The authors argue that this reduces the effectiveness of LSS since a systematic lean thinking does not take place through this approach. This paper proposes a new Strategic Lean Six Sigma Framework (SLSSF) that attempts to create a more balanced and integrated approach between the Lean and Six Sigma elements and one that is capable of achieving greater efficiency of production whilst also ensuring variation reduction and CTQ issues are eradicated from the production process. The case study involves the application of the SLSSF in an aerospace manufacturing company. The work highlights the key stages of the framework before closing with an analysis of its effectiveness and the difficulties encountered in its application. When the LSS model was implemented, it achieved significant improvements in business performance. The key improvements were seen as; Build time reduction of 20.5%, improved on-time-in-full delivery to customer by 26.5%, reduced value added time by 5% and reduced Non-value added time by 44.5%. Also, estimated financial savings of over £2 Million are proposed.

Purpose – The purpose of this paper is to identify the tools, methods and models that UK manufacturing companies adopt and apply in order to achieve resiliency and economic sustainability. The results of this work can assist in developing the foundations for defining a new joint resiliency/sustainability paradigm to assist industry. Design/methodology/approach – Through a detailed, triangulated secondary data analysis and industry survey, the authors initially identify and then analyse the key resiliency and sustainability characteristics surrounding manufacturing operations. This paper initially reviews key literatures around resiliency and sustainability models and frameworks and subsequently draws out their key features and weaknesses. The work then details the research survey undertaken in to manufacturing companies aimed at identifying the resiliency/sustainability approaches that are adopted in companies. A sample of 72 manufacturing companies are used in the survey and from which the results are ba...

Purpose: This research investigates employee and guest satisfaction, guests’ perceptions of value and their intention to return. Considered are hotel workers’ job satisfaction, how job satisfaction impacts guests’ satisfaction with the service experience and with the physical attributes of the hotel and how these variables affect perceived value and intention to return.Design/methodology/approach: Structural equation modeling is used to analyze data from a large global hotel chain.Findings: Guest satisfaction with service and the physical attributes of the hotel differentially impact guest outcomes of intention to return and perceptions of value. Key findings are guest satisfaction with the physical attributes of a hotel is significantly more strongly linked to guests’ intention to return than is satisfaction with service received. Staff job satisfaction is significantly linked to guests being more satisfied with the service experience and their return intentions. Of all the factors directly contributing to guests’ return intentions, guest satisfaction with the physical attributes of the hotel was largest in impact. In contrast guest satisfaction with service is linked to guests’ perceptions of value, whereas satisfaction with the physical aspects is not significant. Guests’ perceptions of value do not impact intention to return.Research limitations/implications: The research was conducted within one global hotel chain, which due to its cross-sectional nature may possibly be a limitation. However, its single organizational nature does not diminish the importance of the findings.Practical implications: Hotel managers need to consider the importance of the physical attributes of properties in what has been largely a services-dominated debate. What guests value may not lead to repeat business.Originality/value: Providing excellent customer service may not be the main motivation for return business. Also, holistic measures of guest satisfaction may not accurately measure what guests value. Perceived value is not a significant predictor of intention to return.

Lean Six Sigma (LSS) has rapidly established itself as the key business process improvement strategy of choice for many companies. The LSS approach provides significant benefits to companies through its dual focus on reducing waste and increasing value whilst resolving Critical to Quality (CTQ) issues that affect consistency and repeatability in a product and process. The implementation of LSS is finding wider application in many different environments. Through a case study approach, this paper describes the novel implementation of an integrated LSS framework and outlines how it was used to identify the factors that affect supply chain performance in an aerospace Maintenance Repair and Overhaul (MRO) facility. The study outlines the application and measures the effectiveness of the integrated LSS framework through its ability to achieve new and enhanced performance through simultaneously reducing late material calls and reducing and stabilizing Order To Receipt (OTR) times.

Purpose: With the current global downturn, companies must develop new and innovative approaches to ensure that economic sustainability is achieved. The purpose of this paper is to propose a Fit Manufacturing Framework (FMF), the adoption of which can help manufacturing companies to become economically sustainable and operate effectively in a global competitive market. This contribution extends the previous work by the authors and provides an evolution on the initial work through enhancing the development of Fit manufacture through developing a more robust framework and a more comprehensive functional testing of the framework.Design/methodology/approach: The proposed FMF provides a new manufacturing management perspective and a new manufacturing management strategy for creating economically sustainable manufacturing organisations. It builds upon the principles of existing manufacturing paradigms, along with innovative management concepts, to set up the conditions necessary for sustainability. A pilot application of the framework in three SMEs shows positive initial results when assessed against four Measures of Performance.Findings: Manufacturing strategies such as Lean and Agility allow companies to deliver bottom‐line savings in production terms, although their effectiveness depends upon the volume and demand profile of their products. The trend towards mass customisation requires companies to provide personalised products and services at mass production prices. This now places a further burden on companies and therefore a holistic manufacturing framework must be developed in order to ensure that the factory of the future is able to meet this new demand. This paper proposes a Fit manufacturing paradigm which integrates the manufacturing efficiencies achieved through Lean and Agility with the need to break into new markets through effective marketing and product innovation strategies to achieve long term economic sustainability. The small‐scale application of the approach in a case company shows the initial results to be positive when measured against key MOPs developed within this paper.Originality/value: The development of a Fit paradigm aimed at tackling directly the issues of economic sustainability is proposed and is considered by the authors as one of a kind. Fit will also provide a framework for the implementation of sustainable manufacturing operations within organisations.