Application of Lean Six Sigma (LSS) methodology in a small-sized company that sells construction materials: a case study

Panagiotis Tsarouhas and Kanakis Xenakis

International Journal of Productivity and Performance Management, 2026, vol. 75, issue 11, 240-266

Abstract: PurposeService duration has a pivotal role in determining both organizational financial performance and customer satisfaction. The purpose of this study is to minimize the variation of the service time in the service procedure to avoid dissatisfaction.Design/methodology/approachThe research develops a practical implementation of the Lean Six Sigma methodology, step-by-step, using the DMAIC methodology of define, measure, analyze, improve and control, in reducing the customers' service times.FindingsThe use of data analysis was important at various phases of the project in order to identify the root causes for the delays in customer service. The result of the method in the customer service process was a significant reduction in the service time by 27.35% and the yield was improved by 15.8%. The estimated annual savings from this project were US$ 80,000, resulting from more customers served per day and increasing returning customers.Practical implicationsThis research may be used in companies that sell construction materials as a tool for managers to increase efficiency and service quality, as well as smaller companies that incorporate service. In addition, the study provided the company with helpful suggestions that will be used in future Lean Six Sigma projects. Thus, practical solutions and guidelines were provided.Originality/valueThis study addresses a significant gap in Lean Six Sigma literature by focusing on customer service within resource-constrained small- and medium-sized enterprises instead of large-scale manufacturing. By utilizing thorough statistical validation, specifically the nonparametric Mann–Whitney U test, along with data triangulation from multiple sources, the research offers context-specific, well-documented insights. It illustrates how systematic, incremental operational adjustments can yield meaningful managerial and theoretical contributions in service-centric environments.

Keywords: Lean; Six sigma; DMAIC; Customer service; Pareto analysis; Process capability evaluation (search for similar items in EconPapers)
Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijppmp:ijppm-01-2026-0111

DOI: 10.1108/IJPPM-01-2026-0111

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