A CASE STUDY ON THE IMPLEMENTATION OF LEAN SIX SIGMA IN MALAYSIA PLANTATION COMPANY
Keywords:Lean Six Sigma (LSS), management accounting, Multinational Corporation (MNC), Actor-Network Theory (ANT), plantation, process
Lean Six Sigma (LSS) is a method focused on continuous improvement of quality, elimination of waste and minimization of defects in an organization and has been widely applied in Multinational corporations (MNC) in western countries. However, few studies have been found in developing countries, particularly in the plantation industries. Underpinning with Actor-Network Theory (ANT), this study aims to explore the process of implementation of LSS in one of the Malaysia Plantation Companies. In this study, the data was collected through face-to-face interviews with 13 executives and non-executives, document reviews, and direct observations. The finding indicates that the LSS implementation improves the cost-saving of RM967 million in business operations in the 2016/ 2017 financial year and trained 16 Black Belt practitioners and 184 Green Belt practitioners within five years. In addition, the implementation of LSS also increases revenue contribution and brings the focus of the company towards sustainability. Overall, this study offers some insight to the company especially the board of directors and Plantation Sustainability Quality Management committee into the implementation of LSS particularly the plantation company that can strategies the LSS in their business operation.
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