Description
Six Sigma works towards the precise definition of problems and their root causes with a focus on financial and quality indicators; whereas, Lean Production focuses on the entire value stream to deliver products precisely when they are needed in the amount requested by the client. Lean Six Sigma aims at combining the best of the Lean Production and Six Sigma worlds. In 2006, the United States Secretary of the Navy released a and Six Sigma worlds. In 2006, the United States Secretary of the Navy released a memorandum entitled "Transformation through Lean Six Sigma"(LSS). The document indicated the LSS Program's mission as the creation of more readiness within the organization's budget through LSS and indicated a top-down approach for the dissemination and implementation of the program. The implementation of LSS aligned with other practices already used by the Naval Facilities Engineering Command (NAVFAC) in their contracts, i.e., design-build and partnering, have multiple goals and effects on NAVFAC construction projects: reducing litigation and adversarial relationships, reducing costs and delivery time, and improving the buildings and the lives of those who use them. Ultimately, the successful deployment of LSS supports NAVFAC's mission to strengthen Navy and Marine Corps combat readiness worldwide through facilities lifecycle support focused on the Fleet, Fighter, and Family" and serves as an example to institutions with similar roles. This study aimed at investigating how LSS has been deployed specifically by the Naval Facilities Engineering Command (NAVFAC) in construction project management. A literature review was carried out on Lean Production, Six Sigma, Lean Six Sigma, and Lean Construction, followed by a review of publicly available online material and NAVFAC's intranet material regarding the implementation of LSS in the U.S. Navy. Examples of successful process improvements related to LSS implementation were found in several areas of this organization; however, LSS implementation in construction projects has not been fully deployed yet. It is also necessary to mention that even though there are instances of unsuccessful LSS implementation, based on anecdotal evidence, unfortunately these are not documented in the sources reviewed and could not be presented in this research. The paper ends with recommendations regarding LSS training in the construction training school which provides education to officers in charge of construction projects. The training will strengthen the adoption of the LSS culture in construction and disseminate it among the different departments of this global organization.
