Abstract
Purpose. The purpose of this research was to explore application of Lean Six Sigma (LSS) in the public sector and analyze the relationship between organizational culture and implementation of LSS. Theoretical Framework. The theoretical framework for this research was anchored by the competing values framework (CVF) of organizational culture (OC). Methodology. Primary data for this quantitative research were collected through an online survey, which was distributed to the 98 professionals of a county agency in California who were trained and actively involved in the LSS projects. All participants were asked to express their opinions about the implementation levels of the key components of LSS initiatives including senior management support, the use of statistical methodologies , and infrastructure, as well as the levels of their current organizational culture types including clan, adhocracy, market, and hierarchal through questions on a 5-point Likert scale. Findings. Survey results showed that the clan and hierarchal cultures were dominant culture types within the county agency. Nonetheless, only the clan culture, a focus on mentoring, collaboration, togetherness, teamwork, and internal maintenance had a significant effect on the key components of LSS. Specifically, the findings supported the hypothesis that there is a significant relationship between the clan culture type and the key component of senior management support. Conclusions and Recommendations. LSS can help public organizations to improve the quality, speed, and consistency of their services while lowering the costs. This study accentuated the paramount significance of organizational culture on LSS implementation and recommended a number of strategies to enhance the effectiveness of the LSS initiatives in government. This study may assist public leaders who are planning to implement the concept of LSS to be attentive to the influence of culture and place a greater emphasis on the characteristics associated with the clan culture to enhance the viability of their LSS initiatives.