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  • 1.
    Andersson, Roy
    et al.
    Jönköping University, Tekniska Högskolan, JTH, Logistik och verksamhetsledning.
    Pardillo-Baez, Yinef
    Jönköping University, Tekniska Högskolan, JTH, Logistik och verksamhetsledning.
    The Six Sigma framework improves the awareness and management of supply-chain risk2020Ingår i: The TQM Journal, ISSN 1754-2731, E-ISSN 1754-274X, Vol. 32, nr 5, s. 1021-1037Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Purpose: Modern supply chains are at risk as a result of increasing disturbance. The use of Lean and Six Sigma’'s values, methods and tools can be one option to analyze, prevent and mitigate risks. The purpose of this study is to investigate whether a combined Lean Six Sigma philosophy can support the awareness and management of supply-chain risk.

    Design/methodology/approach: The methodology followed in the study is based on a literature review and multiple case study, performed by means of qualitative methods of data collection, such as observations on-site, face-to-face interviews and document analysis. Case selection includes the results of research conducted in seven large Swedish companies.

    Findings: It has been indicated that Lean and Six Sigma values, methods and tools can be very effective in companies’ efforts to control the supply-chain risks and that they improve the companies’ ability to handle variability and risk management. Lean Six Sigma supports a risk-management culture in the focal companies, but they must involve customers and companies in the supply chain if they wish to create a risk-management culture in the entire supply chain. In order to do this, they can use the Six Sigma training structure, but they need to include more risk tools and methods developed for the supply chain management. It has also been indicated in the literature that if more people involve in 6S projects, the financial results will be better, and the innovation of processes will increase.

    Research limitations/implications: These include suggestions for how the companies can use the Six sigma training structure to collaborate in the supply chain.

    Practical implications: This study gives practical suggestions for how the companies in supply chain can collaborate and use the Six Sigma training structure for creating a more holistic view of supply chain, which also decrease risks in supply chain.

    Originality/value: This study indicates that Lean Six Sigma supports risk awareness and management in the focal companies of the supply chains, which improves companies’ ability to handle variability and risk management. It has also been demonstrated that the companies should use the Six Sigma framework, especially training, as a foundation, and they should create common projects for better collaboration in the supply chain, which will decrease the risks in the entire supply chain.

  • 2.
    Reitsma, Ewout
    et al.
    Jönköping University, Tekniska Högskolan, JTH, Logistik och verksamhetsledning.
    Manfredsson, Peter
    AB Ludvig Svensson, Kinna, Sweden.
    Hilletofth, Per
    Jönköping University, Tekniska Högskolan, JTH, Industriell produktutveckling, produktion och design. Jönköping University, Tekniska Högskolan, JTH, Logistik och verksamhetsledning. University of Gävle, Gävle, Sweden.
    Andersson, Roy
    Jönköping University, Tekniska Högskolan, JTH, Logistik och verksamhetsledning.
    The outcomes of providing lean training to strategic suppliers: A Swedish case study2020Ingår i: The TQM Journal, ISSN 1754-2731, E-ISSN 1754-274X, Vol. 33, nr 5, s. 1049-1065Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Purpose

    The aim of this study is to investigate the outcomes of a leading Swedish truck maker (referred to as “TruckCo” for confidentiality reasons) providing lean training to its strategic suppliers.

    Design/methodology/approach

    A single in-depth case study is conducted, using on-site semi-structured interviews with representatives from TruckCo and its suppliers for data collection.

    Findings

    The lean training program resulted in four main outcomes. First, financially unstable suppliers were less receptive to the lean training program than financially stable suppliers. Second, the suppliers became easier to collaborate with over time, through improving their internal ways of working and thus creating more trust in terms of reliability. Third, the suppliers improved their ability to identify possible problems that could jeopardize deliveries. Fourth and finally, the suppliers improved their delivery precision.

    Research limitations/implications

    One limitation of this study is that its findings are based on a single in-depth case study. Another limitation is that all the involved companies originate from Sweden. These limitations should be considered in attempts to replicate or further test the reported findings.

    Practical implications

    This study provides insights into how a manufacturer can teach lean management to suppliers, and how suppliers can be involved in a manufacturer's journey towards a leaner supply chain. Furthermore, the study reflects more generally on the potential outcomes of a manufacturer providing lean training to suppliers.

    Originality/value

    This study highlights both TruckCo's and the suppliers' view of the outcomes of the lean training program and discusses how different suppliers adopt the taught lean practices. Avenues for future research are proposed as well.

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