{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,3,21]],"date-time":"2026-03-21T17:08:54Z","timestamp":1774112934184,"version":"3.50.1"},"reference-count":43,"publisher":"Emerald","issue":"6","license":[{"start":{"date-parts":[[2014,6,3]],"date-time":"2014-06-03T00:00:00Z","timestamp":1401753600000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2014,6,3]]},"abstract":"\n Purpose<\/jats:title>\n \u2013 The purpose of this paper is to elaborate, how the use of a joint-use strategy of Lean and Six Sigma can improve flexibility, robustness, and agility. Telecom manufacturing has been under tremendous change after dot.com<\/jats:uri> bubble burst in the early 2000, and new competition has originated from Asia. Being successful requires now more than before, and joint-use of strategies is one option to survive. <\/jats:p>\n <\/jats:sec>\n \n Design\/methodology\/approach<\/jats:title>\n \u2013 A single case study from a Swedish company operating in the telecom manufacturing was conducted. In particular, a Six Sigma project was followed and analyzed during 2002. However, the outcome of the Six Sigma project has been studied in longitudinal manner until 2014. <\/jats:p>\n <\/jats:sec>\n \n Findings<\/jats:title>\n \u2013 The Lean Six Sigma strategy ensures flexible, robust, and efficient processes. However, to make them more agile in order to sustain in today's highly competitive environment, something more is required. This could include staff training, strengthening company culture and collaborating with key partners in the supply chain. <\/jats:p>\n <\/jats:sec>\n \n Research limitations\/implications<\/jats:title>\n \u2013 This study is limited to large company that usually has a lot of resources and choices where to put the strategic emphasis as well as has level of control of the supply chain operations. The situation could be very different in small and medium-sized companies and thus it may be more difficult to realize the Lean Six Sigma strategy in such environment. On the other hand, the processes in these companies are often less complex. <\/jats:p>\n <\/jats:sec>\n \n Practical implications<\/jats:title>\n \u2013 This research provides guidance on how to manage the Lean Six Sigma strategy in order to ensure more flexible, robust, and efficient processes as well as how to perform a Six Sigma project in Lean environment, in a proper manner. <\/jats:p>\n <\/jats:sec>\n \n Originality\/value<\/jats:title>\n \u2013 This research provides guidance to companies regarding the applicability and properties of the Lean Six Sigma strategy. The paper will also serve as a basis for other companies and industries, on how to survive in difficult times.<\/jats:p>\n <\/jats:sec>","DOI":"10.1108\/imds-02-2014-0069","type":"journal-article","created":{"date-parts":[[2014,7,10]],"date-time":"2014-07-10T20:05:57Z","timestamp":1405022757000},"page":"904-921","source":"Crossref","is-referenced-by-count":51,"title":["Lean Six Sigma strategy in telecom manufacturing"],"prefix":"10.1108","volume":"114","author":[{"given":"Roy","family":"Andersson","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Per","family":"Hilletofth","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Peter","family":"Manfredsson","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Olli-Pekka","family":"Hilmola","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2020123104333815300_b1","doi-asserted-by":"crossref","unstructured":"Andersson, R.\n , \n Eriksson, H.\n and \n Torstensson, H.\n (2006), \u201cSimilarities and differences between TQM, Six Sigma and Lean\u201d, The TQM Magazine, Vol. 18 No. 3, pp. 282-296.","DOI":"10.1108\/09544780610660004"},{"key":"key2020123104333815300_b2","unstructured":"Arrunada, B.\n and \n V\u00e1zquez, X.H.\n (2006), \u201cWhen your contract manufacturer becomes your competitor?\u201d, Harvard Business Review, Vol. 84 No. 9, pp. 135-145."},{"key":"key2020123104333815300_b3","unstructured":"Bergman, B.\n and \n Klefsj\u00f6, B.\n (2003), Quality from Customer Needs to Customer Satisfaction, Studentlitteratur, Lund."},{"key":"key2020123104333815300_b4","unstructured":"Bicheno, J.\n (2004), The New Lean Toolbox, Towards Fast, Flexible Flow, PICSIE Books, Buckingham."},{"key":"key2020123104333815300_b5","doi-asserted-by":"crossref","unstructured":"Byrne, G.\n , \n Lubowe, D.\n and \n Blitz, A.\n (2007), \u201cUsing a Lean Six Sigma approach to drive innovation\u201d, Strategy & Leadership, Vol. 35 No. 2, pp. 5-10.","DOI":"10.1108\/10878570710734480"},{"key":"key2020123104333815300_b6","doi-asserted-by":"crossref","unstructured":"Christensen, W.\n , \n Germain, R.\n and \n Birou, L.\n (2007), \u201cVariance vs average: supply chain lead-time as a predictor of financial performance\u201d, Supply Chain Management: an International Journal, Vol. 12 No. 5, pp. 349-357.","DOI":"10.1108\/13598540710776926"},{"key":"key2020123104333815300_b7","doi-asserted-by":"crossref","unstructured":"Collin, J.\n and \n Lorenzin, D.\n (2006), \u201cPlan for supply chain agility at Nokia: lessons from the mobile infrastructure industry\u201d, International Journal of Physical Distribution and Logistics Management, Vol. 36 No. 6, pp. 418-430.","DOI":"10.1108\/09600030610677375"},{"key":"key2020123104333815300_b8","doi-asserted-by":"crossref","unstructured":"Curwen, P.\n (2002), \u201cAssessing the meltdown in the telecommunications sector\u201d, INFO, Vol. 4 No. 5, pp. 26-38.","DOI":"10.1108\/14636690210453208"},{"key":"key2020123104333815300_b9","doi-asserted-by":"crossref","unstructured":"Dahlgaard, J.J.\n and \n Dahlgaard-Park, D.M.\n (2006), \u201cLean production, six sigma quality, TQM and company culture\u201d, TQM Magazine, Vol. 18 No. 3, pp. 263-281.","DOI":"10.1108\/09544780610659998"},{"key":"key2020123104333815300_b10","doi-asserted-by":"crossref","unstructured":"Dove, R.\n (1999), \u201cKnowledge management: response ability and the agile enterprise\u201d, Journal of Knowledge Management, Vol. 3 No. 1, pp. 18-35.","DOI":"10.1108\/13673279910259367"},{"key":"key2020123104333815300_b12","unstructured":"Federal Reserve\n (2013), \u201cIndustrial production and capacity utilization \u2013 G.17, federal reserve, economic research & data, USA\u201d, available at: www.federalreserve.gov\/Releases\/G17\/caputl.htm (accessed December 20, 2013)."},{"key":"key2020123104333815300_b14","unstructured":"George, M.D.\n (2002), Lean Six Sigma \u2013 Combining Six Sigma Quality with Lean Speed, McGraw-Hill, New York, NY."},{"key":"key2020123104333815300_b13","unstructured":"George, M.L.\n and \n Wilson, S.A.\n (2004), Conquering Complexity in Your Business, McGraw-Hill, New York, NY."},{"key":"key2020123104333815300_b15","unstructured":"George, M.L.\n , \n Rowlands, D.\n and \n Kastle, B.\n (2004), What is Lean Six Sigma?, McGraw-Hill, New York, NY."},{"key":"key2020123104333815300_b16","unstructured":"Goldsby, T.J.\n and \n Martichenko, R.\n (2005), \u201cLean Six Sigma logistics: strategic development to operational success\u201d, in \n Ross. 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