Implementing Lean Six Sigma Principles in a Non-standardizable Industry: The Case of Springfield Auto Collision

Abstract

Entrepreneurs and small businesses would like to benefit from the lean production models they see in larger businesses, but often have non-standardized processes. Unlike larger organizations with specialized tasks, employees of entrepreneurial small businesses perform many different functions, which makes the adoption of Lean Six Sigma methods daunting. Using an auto collision company as a case in point, this paper gives prescriptive processes for Lean production in small, non-standardized workplaces. The case clearly follows the Six Sigma Implementation Framework, but also shows how Phillips and Stone’s training model is incorporated as management and workers are trained in Lean Six Sigma.