Impacts of Lean Six Sigma over organizational sustainability

Abstract

Purpose In a view to its comprehensive and diverse applicability, the methodology Lean Six Sigma (LSS) has the potential to the generation of impacts on various aspects of an organization. This paper aims to carry out a systematic study of LSS impacts on organizations, analyzing their relation to organizational sustainability through the triple bottom line perspective. Design/methodology/approach A systematic review of the existent literature on LSS was performed and the identified impacts were later classified as correspondence with three dimensions of organizational sustainability: financial, social and environmental. Findings There were identified 25 main impacts of the LSS through a systematic research of the literature. A greater correspondence of the LSS have been identified over a range of economic results in organizations; however, it was also possible to notice that the methodology has been directing its efforts gradually to meet further perspectives of sustainability, particularly by looking for a better relation with employees and customers. Practical implications The organizations that use the LSS as methodology to continuous improvement will be able to identify which impacts may need to be achieved primarily by the projects undertaken to enhance the achievement of a more sustainable management. Because of its comprehensive character, this paper can help organizations belonging to various industries and sectors of society. Originality/value Despite the growing number of published articles on the methodology LSS, it has not been identified articles that look for the study of the application of the methodology as a mechanism for increasing sustainability in organizations. Within the scenario presented, this study sought to assist the filling of this gap.