LSS Green Belt Projects Planned Versus Actual Duration
- Chad Laux (Purdue University)
- Mary E. Johnson (Purdue University)
- Paul Cada (Rolls-Royce)
The purpose of this paper was to research the timeliness of completing Lean Six Sigma Green Belt dMaic projects. the purpose of this study was based on a descriptive study of internal company data of Lean Six Sigma projects. the results of this study revealed that the actual duration was significantly longer than the planned duration. the dMaic phases of projects differ significantly by planned versus actual duration. the study was limited to a single location of a large manufacturing company that has started Lean Six Sigma. as a result, the sample size at the time of the study is fairly small. only Lean Six Sigma projects where accredited Green Belts were involved in the study. improved project management practices ought to improve initial project planning and portfolio management of Lean Six Sigma projects. recognition of the unique outcomes required by individual phases for timely completion of Lean Six Sigma project is recommended. More study of Lean Six Sigma effectiveness based upon company data would be valued by the Lean Six Sigma community. this study adds to the limited published literature of Six Sigma Green Belts: a crucial area of Lean Six Sigma deployment within industry.
Keywords: Lean Six Sigma, Green Belt, critical success factor, project duration
How to Cite:
Laux, C. & Johnson, M. E. & Cada, P., (2015) “LSS Green Belt Projects Planned Versus Actual Duration”, The Journal of Technology, Management, and Applied Engineering 31(1).