Lean Six Sigma in Jordanian Organizations

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

International Journal of Economics & Business Administration (IJEBA), 2020, vol. VIII, issue 3, 429-447

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.

Keywords: Lean Six Sigma; default; over production; transportation; inventory; waiting time. (search for similar items in EconPapers)
JEL-codes: L11 L15 (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:ers:ijebaa:v:viii:y:2020:i:3:p:429-447

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