Lean, Six Sigma and ISO Management Systems Standards: An Integration Framework

Abstract

Purpose - This paper proposes a conceptual framework to integrate three relevant business models: Lean Management, Six Sigma and international ISO Management Systems Standards (MSS). It explores the multiples synergies among them from an organizational excellence viewpoint. Design/methodology/approach - From the literature review, Lean Management, Six Sigma, and international Management Systems Standards based on the Annex SL common structure provided by ISO are thoroughly discussed and compared. From this, logical synergies and complementarities between these three approaches are identified, explored and discussed. Altogether, those linkages will drive the development of a conceptual framework to guide their integration. Findings - The integration model relies on many organizational excellence principles and its guidelines help managers and team leaders to properly utilize a set of Lean and Six Sigma methods and tools according to their purpose. In addition, the model provides a clear relationship between those tools and the clauses of requirements included in the ISO Management Systems Standards. Research limitations/implications - The framework does not cover other normative references for management systems that are not published by ISO, such as SA 8000 on social accountability systems. In addition, it does not discuss management standards for specific sectors of activity, such as IATF 16949 for the automotive industry, ISO 13485 for medical devices, among others. Practical implications - The model and its guidelines are useful for all those organizations that developed or intend to develop management systems based on ISO standards.