Among the Critical Success Factors considered by companies, the pursuit of high standards of productivity and quality stands out. However, achieving the best performance often implies difficulties in selecting the most appropriate methodology to solve a specific problem. In this sense, choosing a method to boost competitiveness is essential. Two widely recognized methodologies, Lean and Six Sigma, still emerge as frequent options. The purpose of this study is to provide an updated analysis of the integrated use of these techniques in the automotive sector due to organizational dysfunction effects, through a survey and two case studies.
A questionnaire was sent to 80 automotive companies located in the state of Sao Paulo, Brazil, obtaining a response rate of 20%. In the first case study, a questionnaire was used as a data collection method. Meanwhile, the second case was approached regarding problem-solving through Lean or Six Sigma.
The results of this research revealed proposals in which, in some cases, Six Sigma was considered the most appropriate, in others Lean, and both were suggested. Nowadays, the results highlight Lean Six Sigma can expand the continuous improvement in automotive industry.
The main contribution of this work in filling the gap caused by the dysfunctions was to update the Lean Six Sigma integration with DMAIC-VSM, reorganization and leadership. In the case study, the employees in contact with the shop floor began to understand the need to obtain greater knowledge of the statistical concepts. This study could also help developing countries that are seeking sustainability.
