Purpose

The purpose of this research is to develop a better understanding of the hurdles in implementing Lean Six Sigma (LSS) for operational excellence in digital emerging technology companies.

Design/methodology/approach

We have conducted case studies of LSS implementations in six US-based companies in the digital emerging technology industry.

Findings

Critical success factors (CSF) for LSS implementations in digital emerging technology companies are: (1) organizational leadership that is engaged to the implementation, (2) LSS methodology that is rebranded to fit existing shared values in the organization, (3) restructuring of the traditional LSS training program to include a more incremental, prioritized, on-the-job training approach and (4) a modified LSS project execution methodology that includes (a) condensing the phases and tools applied in LSS projects and (b) adopting more iterative project management methods compared to the standard phased LSS project approach.

Research limitations/implications

The qualitative nature of our analysis and the geographic coverage of our sample limit the generalizability of our findings.

Practical implications

Implications comprise the awareness and knowledge of critical success factors and LSS methodology modifications specifically relevant for digital emerging technology companies or companies that share similarities in terms of focus on product development, innovation and growth, such as R&D departments in high-tech manufacturing companies.

Originality/value

Research on industry-specific enablers for successful LSS implementation in the digital emerging technology industry is virtually absent. Our research informs practitioners on how to implement LSS in this and alike industries, and points to aspects of such implementations that are worthy of further attention from the academic community.

中文翻译：

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精益六西格码的实施以实现数字新兴技术公司的卓越运营

目的

这项研究的目的是更好地了解在数字新兴技术公司中实施精益六西格码 (LSS) 以实现卓越运营的障碍。

设计/方法/方法

我们已经在数字新兴技术行业的六家美国公司中进行了 LSS 实施案例研究。

发现

数字新兴技术公司 LSS 实施的关键成功因素 (CSF) 是：(1) 参与实施的组织领导，(2) 重新命名 LSS 方法以适应组织中现有的共享价值观，(3) 重组传统的 LSS 培训计划，包括更多增量、优先级、在职培训方法和 (4) 修改后的 LSS 项目执行方法，其中包括 (a) 浓缩 LSS 项目中应用的阶段和工具和 (b) 采用更多与标准分阶段 LSS 项目方法相比的迭代项目管理方法。

研究限制/影响

我们分析的定性性质和我们样本的地理覆盖范围限制了我们发现的普遍性。

实际影响

影响包括对关键成功因素的认识和知识，以及与数字新兴技术公司或在产品开发、创新和增长方面有相似之处的公司（例如高科技制造公司的研发部门）特别相关的 LSS 方法修改。

原创性/价值

几乎没有关于在数字新兴技术行业成功实施 LSS 的行业特定推动因素的研究。我们的研究为从业者提供了有关如何在该行业和类似行业实施 LSS 的信息，并指出了此类实施中值得学术界进一步关注的方面。