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Lean Six Sigma in Jordanian Organizations

Author

Listed:
  • Khalid Mohummed Alomari
  • Ahmad Moh'd Mansour
  • Ahmad Ali Almohtaseb
  • Ali A. Salah
  • Khaled (M.K) Ismail Alshaketheep
  • Ahmad Abdullah abu Jray

Abstract

Purpose: The manufacturing sector with Lean Six Sigma is constantly improving (CI). CI is helping the organization to achieve and develop its efficiency and operational excellence. Synergizing all methods thus, helps to achieve better efficiency than using one method alone. This results in better quality. Thus, many companies have taken LSS for CI. Yet, inside LSS areas, there are clear restrictions. Very few think about the LSS cap. Design/Methodology/Approach: Data were gathered by questionnaires from 264 managers. The comparison analysis was performed and then a multiple regression model was used to test the hypotheses following confirmation of normality, validity and reliability. Findings: The results indicate that the Jordanian manufacturing organizations rely on high adoption of Lean Six Sigma variables; the lean six sigma variables, with absence of unused expertise and transport, have good relationships with business efficiency. All the reasons Lean Six Sigma affect business performance, except for industry in Jordan, which has expanded results from one industry and/or country to other industry and/or nations. Manufacturing companies can improve their business performance, other manufacturing industries can also be introduced. Practical Implications: All organizations aim to reduce the amount of waste that contributes to the protection of natural resources and to social responsibility of companies. Originality Value: The research helps experts and judges to recognize new processes and methods of development that add value and promote competitive advantages.

Suggested Citation

  • Khalid Mohummed Alomari & Ahmad Moh'd Mansour & Ahmad Ali Almohtaseb & Ali A. Salah & Khaled (M.K) Ismail Alshaketheep & Ahmad Abdullah abu Jray, 2020. "Lean Six Sigma in Jordanian Organizations," International Journal of Economics & Business Administration (IJEBA), International Journal of Economics & Business Administration (IJEBA), vol. 0(3), pages 429-447.
    • Handle: RePEc:ers:ijebaa:v:viii:y:2020:i:3:p:429-447
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    References listed on IDEAS

    as
    1. Alessandro Laureani & Jiju Antony, 2012. "Standards for Lean Six Sigma certification," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 61(1), pages 110-120, January.
    2. Jan Kosina, 2013. "The Process to Estimate Economical Benefits of Six Sigma Projects," Quality Innovation Prosperity, Technical University of Košice, Department of integrated management, vol. 17(1).
    3. Jiju Antony, 2009. "Six Sigma vs TQM: some perspectives from leading practitioners and academics," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 58(3), pages 274-279, March.
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    More about this item

    Keywords

    Lean Six Sigma; default; over production; transportation; inventory; waiting time.;
    All these keywords.

    JEL classification:

    • L11 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - Production, Pricing, and Market Structure; Size Distribution of Firms
    • L15 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - Information and Product Quality

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