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A Lean Six Sigma (LSS) Project Management Improvement Model

2014-03-18Artigo científico Acesso aberto
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dc.contributor.authorTenera, Alexandra Maria Baptista Ramos
dc.contributor.authorPinto, Luís Carneiro
dc.contributor.institutionDEMI - Departamento de Engenharia Mecânica e Industrial
dc.contributor.institutionUNIDEMI - Unidade de Investigação e Desenvolvimento em Engenharia Mecânica e Industrial
dc.contributor.pblElsevier
dc.date.accessioned2026-01-16T14:48:14Z
dc.date.available2026-01-16T14:48:14Z
dc.date.issued2014-03-18
dc.descriptionThe authors gratefully acknowledge Portugal Telecom and Ministerio da Ciencia, Tecnologia e Ensino Superior, FCT, Portugal, under grants PEst-OEEME/UI0667/2011, for their support on this study.
dc.description.abstractCurrent economic crisis raises the constant demand for profitable solutions that allow organizations to gain competitive advantage. For this reason, more and more companies search for management methodologies that allow them to improve their products and/or service characteristics, perfect their processes, decrease costs, improve the capital’s profitability and costumers’ satisfaction. This have been attempted through Lean Management and Six Sigma integrated approaches in their managerial and production processes in which, Lean focus mainly on the waste elimination, using simple and visual techniques whenever possible and Six Sigma on the control and processes variability reduction, using statistical tools for this purpose. The present article proposes a Lean Six Sigma (LSS) project management improvement model supported by the DMAIC cycle and integrating an enlarged and adapted set of statistical tools, given the nature of the project management main variables and the involved processes. The proposed model was tested in a Portuguese telecommunication company context which project management processes system are based on Project Management Institute (PMI) standards. The model allowed identifying company’s main project management problems and associated causes and the selection of the causes to be first attended. The proposed model also permitted to systematically address the actions and solutions to be implemented in order to keep, in the long run, the continuous improvement of the project management processes in the organization. Keywords: Lean Management, Six Sigma tools, Lean Six Sigma, DMAIC, Project Managementen
dc.description.versionpublishersversion
dc.description.versionpublished
dc.format.extent466430
dc.identifier.doi10.1016/j.sbspro.2014.03.102
dc.identifier.issn1877-0428
dc.identifier.otherPURE: 14912071
dc.identifier.otherPURE UUID: df6fb201-cd25-4cc0-beae-34d19960eb69
dc.identifier.otherresearchoutputwizard: 40105
dc.identifier.otherWOS: 000396742800101
dc.identifier.otherORCID: /0000-0001-5818-1607/work/55385916
dc.identifier.urihttp://hdl.handle.net/10362/199329
dc.language.isoeng
dc.peerreviewedyes
dc.subjectLean Management
dc.subjectSix Sigma tools
dc.subjectLean Six Sigma
dc.subjectDMAIC
dc.subjectProject Management
dc.titleA Lean Six Sigma (LSS) Project Management Improvement Modelen
dc.typejournal article
degois.publication.firstPage912
degois.publication.lastPage920
degois.publication.titleProcedia: social & behavioral sciences
degois.publication.volume119
dspace.entity.typePublication
rcaap.rightsopenAccess

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