Lean, Agile, and Six Sigma: Efficiency and the Challenges of Today’s World: Is It Time for a Change?

Round 1

Reviewer 1 Report

Comments and Suggestions for Authors

Following are the comments for the improvement in the manuscript: 

1. The research gap and objectives must be properly added in the introduction section.
2. The abstract must be supported with some numerical results related to positivity of lean management etc... 
3. In the materials and methods, analysis should b supported with some flow chart. Moreover, it is either quantitative or qualitative analysis or somewhat other type analysis must be well explained and better to support with the formulation
4. Waste type mentioned in Table 1 should be properly supported with the references. 
5. The proposed solutions against different examples must be supported with the block diagram.
6. Energy cost deployment must be properly explained along with its steps of practical implementation. 
7. Percentage graphs shown in Fig 1 to 5 . The percentages should be without decimal places like 100 %, 90 % etc
8. Figure 4 is incorrect. 
9. The source of data from which you are plotting this graph must be properly mentioned. 
10. Possible future directions of this research must be highlighted. 
11. Limitations of the existing research must be explained with the evidences. 

Author Response

Comments and Suggestions for Authors

Following are the comments for the improvement in the manuscript: 

We thank you for your comments and provide our explanations. The general comment from the authors is as follows:

We did not describe most of the issues in detail. We treated the issue of “waste” as a starting point for discussing the energy efficiency of lean management. The topic of waste has been described in many publications for many years, so we decided not to discuss it in detail, especially since the article has a limited length.

1. The research gap and objectives must be properly added in the introduction section.

Response 1: We added the following to the introductory section:

« The aim of the article is to present the impact of the crises of recent years and long-term trends on the efficiency of companies applying selected management strategies and concepts (Lean Management, Agile, Six Sigma) and to determine whether the solutions used so far are sufficient or require modification in terms of the effectiveness of these strategies.

According to the authors, there is a lack of research on this topic, so the authors identified this as a research gap. »

2. The abstract must be supported with some numerical results related to positivity of lean management etc... 

Response 2: We have improved the summary and included numerical results.

3. In the materials and methods, analysis should b supported with some flow chart. Moreover, it is either quantitative or qualitative analysis or somewhat other type analysis must be well explained and better to support with the formulation

Response 3: We have added a flowchart in the “Materials and methods” section. We have also added an explanation of the methods used.

4. Waste type mentioned in Table 1 should be properly supported with the references. 

Response 4: We have included the bibliographic reference.

5. The proposed solutions against different examples must be supported with the block diagram.

Response 5: We have made a flowchart

6. Energy cost deployment must be properly explained along with its steps of practical implementation. 

Response6 : We did not present a project for the practical implementation of a solution.

7. Percentage graphs shown in Fig 1 to 5 . The percentages should be without decimal places like 100 %, 90 % etc

Response 7: We have corrected this

8. Figure 4 is incorrect. 

Response8 : We have corrected this

9. The source of data from which you are plotting this graph must be properly mentioned. 

Response 9: Do każdego rysunku dopisaliśmy:

Source: own study based on data from financial reports of companies

10. Possible future directions of this research must be highlighted. 

Response 10: We have added the following at the end of the article:

In addition, the following further research directions are possible:

• Extending the research to more companies from different industries and regions, of different sizes ;
• Conducting analyses of groups of companies by industry.

11. Limitations of the existing research must be explained with the evidences. 

Response11 : We have added the limitations  at the end of the article.

The limitations of the financial analysis method was the high level of aggregation of the data published in financial reports and on company websites. For example, not all companies publish data on energy costs.

The limitations of the interviews conducted are due to the small number of people interviewed. This was due to the fact that the interviews are very time-consuming. However, the authors made sure that the people interviewed were very competent.

Reviewer 2 Report

Comments and Suggestions for Authors

This paper is based on the  Lean Management, Agile, SixSigma to phenomena in the business environment. Below are my comments for improving the manuscript.

1) Very importantly, the paper must be written with professional ones. The description is not suitable for academic papers.

2) How are the energy reductions in Table 2 along with quantity achieved?

3) Theoretical analysis must be added for all the presented results in tables.

4) The quality of figures must be improved.

5) Adding one comparison table is required.

Author Response

Comments and Suggestions for Authors

This paper is based on the Lean Management, Agile, SixSigma to phenomena in the business environment. Below are my comments for improving the manuscript.

Answer : Thank you for the comments suggestions

• Very importantly, the paper must be written with professional ones. The description is not suitable for academic papers.

Answer : Many changes were made to the text and language errors were corrected.

• How are the energy reductions in Table 2 along with quantity achieved?

Answer : The description is provided above Table 2

• Theoretical analysis must be added for all the presented results in tables.

Answer : Answer : The authors commented on the results of these analyzes.

• The quality of figures must be improved.

Answer : The figures have been corrected

5) Adding one comparison table is required.

Answer : Table 3 fulfills this function, presenting the average results of the surveyed companies.

 

Reviewer 3 Report

Comments and Suggestions for Authors

This paper focuses on the application of management concepts such as Lean Management, Agile, and Six Sigma in enterprises, exploring the impacts of these concepts on enterprises' crisis response capabilities and energy efficiency. The research content holds certain practical and academic value. Overall, the article has a complete structure, reasonable research methods, and relatively rich data. However, there are still some areas for improvement, and it can be considered for acceptance after revisions. The specific suggestions are as follows:

 

1. Deepen the theoretical analysis

Further explore the theoretical connections between management concepts such as Lean Management, Agile, and Six Sigma and energy efficiency. Relevant economic and management theories can be introduced to construct a more comprehensive theoretical framework. This framework should explain how these management concepts essentially influence enterprises' energy consumption and economic performance, thus enhancing the theoretical depth and academic value of the research. For example, in the aspect of Lean Management, it could be analyzed from the perspective of resource allocation theory in economics. Lean Management reduces waste, which is equivalent to optimizing the allocation of production resources, including energy. By eliminating overproduction, waiting time, and unnecessary transportation, it enables more efficient use of energy, thereby improving economic performance. In the case of Agile management, the theory of dynamic capabilities in management can be introduced. Agile management allows enterprises to quickly adapt to market changes, which may also impact energy consumption. When an enterprise can rapidly adjust its production volume and product mix according to market demands, it can avoid energy waste caused by overproduction or inappropriate production arrangements, and then affect the economic performance. For Six Sigma, quality management theory can be used to explain its influence on energy efficiency. Six Sigma focuses on reducing process variability and improving product quality. High - quality products often require less rework, which in turn reduces energy consumption during the production process, and ultimately affects the economic performance of the enterprise.

 

2. Improve the financial data analysis

Expand the sample size of enterprise financial data to cover enterprises from more industries, scales, and regions. This can enhance the representativeness and reliability of the research results. Meanwhile, in the data analysis, control for industry factors or conduct group - by - industry analysis. By doing so, the differences in the application effects of management concepts in different industries can be clarified, making the research conclusions more universal. For instance, in the manufacturing industry, the impact of Lean Management on energy efficiency may be more significant due to its complex production processes and high energy consumption. In contrast, in the service industry, Agile management might play a more crucial role in adapting to market changes and indirectly affecting energy - related costs. Through industry - specific analysis, more accurate conclusions can be drawn about the effectiveness of different management concepts in different industrial scenarios. Also, when collecting data, ensure that it includes a diverse range of enterprises in terms of size, from small - and - medium - sized enterprises to large - scale multinational corporations. Different - sized enterprises may have different resource endowments and management capabilities, which will affect the implementation and effectiveness of management concepts.

 

3. Expand the breadth and depth of research questions

Consider more factors that influence enterprises' energy efficiency and crisis - response capabilities, such as enterprise size, geographical location, and market competition intensity. Analyze the interaction effects between these factors and management concepts. Additionally, conduct more detailed research on the performance of different management concepts in different stages of a crisis. This can provide more targeted suggestions for enterprises to select appropriate management strategies in different crisis situations. For example, during the initial stage of a crisis, Agile management may be more suitable for enterprises to quickly respond to sudden changes in the market environment, while in the recovery stage, Lean Management can help enterprises optimize their internal processes and improve energy efficiency to reduce costs. Regarding enterprise size, large - scale enterprises may have more resources to implement Six Sigma projects, but they may also face more complex organizational structures that could affect the effectiveness of the implementation. Geographical location can also have an impact. Enterprises located in regions with different energy policies and resource endowments may show different energy - saving effects when applying the same management concept. By comprehensively considering these factors, more in - depth and practical research results can be obtained.

Comments on the Quality of English Language

The English language quality in this paper is generally good, with a clear and logical flow of ideas that makes the content understandable. However, there are still some areas that could be improved to enhance the overall readability and sophistication of the writing.

Grammar and Syntax: The paper mostly adheres to correct grammar and syntax rules. But some sentences are a bit long and complex, which might make it challenging for readers to follow. For example, "The authors took the data for the calculations from the financial reports of the companies: Those applying Lean Management, Japanese companies (Toyota Motor Corporation, Honda, Nissan, Suzuki, Mitsubishi Motors Corporation), American companies (General Motors Company, Parker Hannifin, Illinois Tool Works, Kimberley-Clark Corporation, Textron, General Electric, 3M), Those applying Six Sigma (Textron, Motorola, BAE Systems, Denso Corporation, Eastman Kodak Company, Xerox, Boeing), Those using Agile (Sony, Lego, Siemens, Koninklijke Philips), Combining these concepts: LeanSixSigma (John Deere, Ford Motor Company, Caterpillar Inc.), LeanAgile (Intel Corp., Nike, Inc.), Global corporations - the world's largest manufacturing companies, Polish companies - manufacturing companies." This long sentence could be broken into smaller, more manageable ones to improve readability.

Vocabulary: The use of technical vocabulary related to management concepts, energy efficiency, and business is appropriate and accurate, which is essential for an academic paper in this field. However, the vocabulary could be further enriched in some descriptive parts. Instead of repeatedly using common words, more precise and vivid terms could be employed to add more color to the writing. When describing the impact of management concepts on companies, words like "significantly" are used frequently. Using synonyms such as "substantially," "remarkably," or "considerably" could make the text more engaging.

Author Response

Comments and Suggestions for Authors

This paper focuses on the application of management concepts such as Lean Management, Agile, and Six Sigma in enterprises, exploring the impacts of these concepts on enterprises' crisis response capabilities and energy efficiency. The research content holds certain practical and academic value. Overall, the article has a complete structure, reasonable research methods, and relatively rich data. However, there are still some areas for improvement, and it can be considered for acceptance after revisions. The specific suggestions are as follows:

1. Deepen the theoretical analysis

Further explore the theoretical connections between management concepts such as Lean Management, Agile, and Six Sigma and energy efficiency. Relevant economic and management theories can be introduced to construct a more comprehensive theoretical framework. This framework should explain how these management concepts essentially influence enterprises' energy consumption and economic performance, thus enhancing the theoretical depth and academic value of the research. For example, in the aspect of Lean Management, it could be analyzed from the perspective of resource allocation theory in economics. Lean Management reduces waste, which is equivalent to optimizing the allocation of production resources, including energy. By eliminating overproduction, waiting time, and unnecessary transportation, it enables more efficient use of energy, thereby improving economic performance. In the case of Agile management, the theory of dynamic capabilities in management can be introduced. Agile management allows enterprises to quickly adapt to market changes, which may also impact energy consumption. When an enterprise can rapidly adjust its production volume and product mix according to market demands, it can avoid energy waste caused by overproduction or inappropriate production arrangements, and then affect the economic performance. For Six Sigma, quality management theory can be used to explain its influence on energy efficiency. Six Sigma focuses on reducing process variability and improving product quality. High - quality products often require less rework, which in turn reduces energy consumption during the production process, and ultimately affects the economic performance of the enterprise. 

Answer : All of this is true and was the starting point – namely the question of whether these management concepts promote process efficiency, to what extent they also (indirectly) affect energy efficiency. Anyway, it doesn't matter which process management methods are used. Every improvement in production and logistics processes also results in a reduction in energy consumption and a reduction in the negative impact on the environment. For example, increasing the load capacity of trucks, reducing empty runs, and optimizing routes leads to a reduction in energy consumption costs and external costs of transportation. However, as we have tried to show, traditional methods are not sufficient and new, specialized methods are needed to increase this efficiency.

2. Improve the financial data analysis

Expand the sample size of enterprise financial data to cover enterprises from more industries, scales, and regions. This can enhance the representativeness and reliability of the research results. Meanwhile, in the data analysis, control for industry factors or conduct group - by - industry analysis. By doing so, the differences in the application effects of management concepts in different industries can be clarified, making the research conclusions more universal. For instance, in the manufacturing industry, the impact of Lean Management on energy efficiency may be more significant due to its complex production processes and high energy consumption. In contrast, in the service industry, Agile management might play a more crucial role in adapting to market changes and indirectly affecting energy - related costs. Through industry - specific analysis, more accurate conclusions can be drawn about the effectiveness of different management concepts in different industrial scenarios. Also, when collecting data, ensure that it includes a diverse range of enterprises in terms of size, from small - and - medium - sized enterprises to large - scale multinational corporations. Different - sized enterprises may have different resource endowments and management capabilities, which will affect the implementation and effectiveness of management concepts. 

Answer : We intend to continue our research and conduct such comprehensive analyses. In this article, we have shown the “leaders” of Lean Management, Agile, and Six Sigma.

However, we have conducted this analysis to some extent because we have compared, for example, Japanese companies using Lean Management with American companies. American companies (with the exception of LEGO) are also companies using Agile and Six Sigma. We then compared the efficiency of these companies with Polish companies and famous global corporations. And it was these comparisons that led us to conclude that the leaders of these famous concepts should look for new solutions, because their results, if better, are only slightly better.

In addition, there is no positive impact of scale of operation in any group.

2. Expand the breadth and depth of research questions

Consider more factors that influence enterprises' energy efficiency and crisis - response capabilities, such as enterprise size, geographical location, and market competition intensity. Analyze the interaction effects between these factors and management concepts. Additionally, conduct more detailed research on the performance of different management concepts in different stages of a crisis. This can provide more targeted suggestions for enterprises to select appropriate management strategies in different crisis situations. For example, during the initial stage of a crisis, Agile management may be more suitable for enterprises to quickly respond to sudden changes in the market environment, while in the recovery stage, Lean Management can help enterprises optimize their internal processes and improve energy efficiency to reduce costs. Regarding enterprise size, large - scale enterprises may have more resources to implement Six Sigma projects, but they may also face more complex organizational structures that could affect the effectiveness of the implementation. Geographical location can also have an impact. Enterprises located in regions with different energy policies and resource endowments may show different energy - saving effects when applying the same management concept. By comprehensively considering these factors, more in - depth and practical research results can be obtained.

Answer: Thank you for these suggestions. As we have previously mentioned, these are factors that may be the subject of our future activities..

Comments o-0

n the Quality of English Language

The English language quality in this paper is generally good, with a clear and logical flow of ideas that makes the content understandable. However, there are still some areas that could be improved to enhance the overall readability and sophistication of the writing.

Grammar and Syntax: The paper mostly adheres to correct grammar and syntax rules. But some sentences are a bit long and complex, which might make it challenging for readers to follow. For example, "The authors took the data for the calculations from the financial reports of the companies: Those applying Lean Management, Japanese companies (Toyota Motor Corporation, Honda, Nissan, Suzuki, Mitsubishi Motors Corporation), American companies (General Motors Company, Parker Hannifin, Illinois Tool Works, Kimberley-Clark Corporation, Textron, General Electric, 3M), Those applying Six Sigma (Textron, Motorola, BAE Systems, Denso Corporation, Eastman Kodak Company, Xerox, Boeing), Those using Agile (Sony, Lego, Siemens, Koninklijke Philips), Combining these concepts: LeanSixSigma (John Deere, Ford Motor Company, Caterpillar Inc.), LeanAgile (Intel Corp., Nike, Inc.), Global corporations - the world's largest manufacturing companies, Polish companies - manufacturing companies." This long sentence could be broken into smaller, more manageable ones to improve readability.

Answer: The groups of these companies have been listed

Vocabulary: The use of technical vocabulary related to management concepts, energy efficiency, and business is appropriate and accurate, which is essential for an academic paper in this field. However, the vocabulary could be further enriched in some descriptive parts. Instead of repeatedly using common words, more precise and vivid terms could be employed to add more color to the writing. When describing the impact of management concepts on companies, words like "significantly" are used frequently. Using synonyms such as "substantially," "remarkably," or "considerably" could make the text more engaging.

Answer: Thank you for these suggestions. We have improved the text quality.

 

Reviewer 4 Report

Comments and Suggestions for Authors

This manuscript, “Lean, Agile and Six Sigma: Efficiency and the Challenges of Today’s World. Is it Time for Change?”, conducted detailed research based on the data analysis of the financial results of companies that using different energy management strategy, an extensive literature review and interviews with the employees of different types of companies. Considering the energy management strategy is related with sustainably development of the companies, this work is of the interest to Sustainability readers. Therefore, I recommend this manuscript for publication in Sustainability. Only a few minor details needed to be added, clarified or corrected by the authors after I reviewed the paper. My comments are as follows:

1. From line 374, authors analyzed the financial data shown in Table 3-6 to compare the performances of different countries’ companies with various energy management strategies. The analysis is very detailed and meaningful, but I found it hard to read because I will need to go back to the tables after reading a paragraph of discussion to re-check the details mentioned. I suggest authors mention the number of the table that are being discussed for the ease of readers, so that they can locate the data being analyzed.
2. Also, for the ease of understanding, I recommend authors to optimize the color scheme used in Figure 1 to 5 because some of the lines have close color scheme. A well separated color choices such as green-red-orange-blue-gray is easier for readers to distinguish.

 

Comments for author File: Comments.pdf

Author Response

Comments and Suggestions for Authors

This manuscript, “Lean, Agile and Six Sigma: Efficiency and the Challenges of Today’s World. Is it Time for Change?”, conducted detailed research based on the data analysis of the financial results of companies that using different energy management strategy, an extensive literature review and interviews with the employees of different types of companies. Considering the energy management strategy is related with sustainably development of the companies, this work is of the interest to Sustainability readers. Therefore, I recommend this manuscript for publication in Sustainability. Only a few minor details needed to be added, clarified or corrected by the authors after I reviewed the paper. My comments are as follows:

1. From line 374, authors analyzed the financial data shown in Table 3-6 to compare the performances of different countries’ companies with various energy management strategies. The analysis is very detailed and meaningful, but I found it hard to read because I will need to go back to the tables after reading a paragraph of discussion to re-check the details mentioned. I suggest authors mention the number of the table that are being discussed for the ease of readers, so that they can locate the data being analyzed.

Answer : Thank you for this remark. We have added the following passages in the text:

Line 385  - « Table 3 shows the average (aggregated) data for groups of companies using different strategies (Lean Management, SixSigma, Agile, combinations of these strategies). »

Line 434 - 435- « Table 4 shows the results of Japanese and American companies using the Lean Management concept. »

Line 444 - 445- « There are even greater differences between companies using SixSigma (Table 5), Agile and combinations of these strategies (table 6) »

1. Also, for the ease of understanding, I recommend authors to optimize the color scheme used in Figure 1 to 5 because some of the lines have close color scheme. A well separated color choices such as green-red-orange-blue-gray is easier for readers to distinguish.

Answer : Thank you for this suggestion. We have changed the formats of the lines.

Thank you for the positive review.

Reviewer 5 Report

Comments and Suggestions for Authors

This paper examines the resilience of management concepts such as Lean Management, Agile, and Six Sigma in the face of recent global crises. The study explores whether these strategies help companies maintain efficiency and financial stability during challenging times. The authors use three research methods: a literature review of scientific publications and studies; an analysis of financial results from recent years; a survey of companies applying Lean Management.

• There are some errors in Figures. For example Fig. 2 - Five lines but four legends. Fig. 3 - Seven lines, but 5 legends. Fig 4. - Two lines but three legends. Fig 5. - Eight lines but seven legends.
• In general, I found the results to be misleading. First of all, the conclusions re-iterate the well known facts about LSS and Agile methodologies. 
• The statement that financial indicators depend not only on the management concept, but also on its implementation is relatively clear. From my experience in the field, that is the case for many years. Companies start implementing LSS projects and drop them years later not achieving success (by their internal metrics).
• Most of the time LSS or agile methodologies are deployed within departments and influence departments' or divisions' metrics, which eventually are summed up to the company metrics. Yet, it may be the case that those methodologies are working in several departments and not working in some others.  
• There is also a statement that Lean improves energy efficiency by eliminating waste, but there is also a note that some Lean tools (such as SMED) can actually increase energy consumption.
• The title includes a question - "Is It Time for Change" which is never answered in the paper.
• The problem with such studies, is that it's difficult to evaluate the efficiency of those approaches. For example one can't state that a company which failed, has failed because it hadn't used those approaches and vice versa. 
• Overall, I believe that the provided results are good and reliable and can be used in the study. But the way it's used right now makes little news for the community. For example your results can be used to answers some of the following questions.
  - What specific changes have occurred in Lean companies? For example, have they switched to Just-In-Case, how exactly have inventories or logistics changed?
  - Is it possible to identify patterns of adaptation: who adapted to crises faster and more successfully - small, medium or large businesses?
  - Check how much actual changes in energy consumption match expectations from Lean tools.
  - How can Lean integrate with green energy?
  And so forth. 

Author Response

Comments and Suggestions for Authors

This paper examines the resilience of management concepts such as Lean Management, Agile, and Six Sigma in the face of recent global crises. The study explores whether these strategies help companies maintain efficiency and financial stability during challenging times. The authors use three research methods: a literature review of scientific publications and studies; an analysis of financial results from recent years; a survey of companies applying Lean Management.

• There are some errors in Figures. For example Fig. 2 - Five lines but four legends. Fig. 3 - Seven lines, but 5 legends. Fig 4. - Two lines but three legends. Fig 5. - Eight lines but seven legends.

Answer : Thank you for noticing this error. We have corrected it.

• In general, I found the results to be misleading. First of all, the conclusions re-iterate the well known facts about LSS and Agile methodologies. 
• The statement that financial indicators depend not only on the management concept, but also on its implementation is relatively clear. From my experience in the field, that is the case for many years. Companies start implementing LSS projects and drop them years later not achieving success (by their internal metrics).
• Most of the time LSS or agile methodologies are deployed within departments and influence departments' or divisions' metrics, which eventually are summed up to the company metrics. Yet, it may be the case that those methodologies are working in several departments and not working in some others.  
• There is also a statement that Lean improves energy efficiency by eliminating waste, but there is also a note that some Lean tools (such as SMED) can actually increase energy consumption.

Answer : Just-in-time can also increase energy consumption, but as we have written, companies are striving to reduce delivery costs in this system by changing the location of the supply source.

• The title includes a question - "Is It Time for Change" which is never answered in the paper.

Answer : We have made changes to the article and, for example, added the following at the end:

“Regarding the question in the title ‘Is it time for a change?’, according to the authors of the study, companies that use ‘pure’ strategies, such as Lean or Agile, indicate that the time has indeed come for change - because it is more effective to combine these strategies.”

• The problem with such studies, is that it's difficult to evaluate the efficiency of those approaches. For example one can't state that a company which failed, has failed because it hadn't used those approaches and vice versa. 

Answer : We agree

• Overall, I believe that the provided results are good and reliable and can be used in the study. But the way it's used right now makes little news for the community. For example your results can be used to answers some of the following questions.
  - What specific changes have occurred in Lean companies? For example, have they switched to Just-In-Case, how exactly have inventories or logistics changed?
  - Is it possible to identify patterns of adaptation: who adapted to crises faster and more successfully - small, medium or large businesses?
  - Check how much actual changes in energy consumption match expectations from Lean tools.
  - How can Lean integrate with green energy?
  And so forth. 

 

Answer : We therefore advocate for the continuation of such research.

We would like to respond to the above all comments and suggestions, for which we are grateful and largely agree.

Our intention was to confirm the views that have been increasingly expressed in recent years, especially in the circles of Lean Management specialists (consultants, employees of companies that have implemented the management concept) Before the outbreak of the Covid-19 pandemic, we “theorists” and “practitioners” had fierce debates about whether, for example, Lean Management is the best management system, whether it can be applied anytime and anywhere, whether it is resistant to crises, disruptions and other problems that arise in the business environment. It turned out that this is not true and new solutions must be sought.

This is confirmed by our research - not only a review of the literature but also interviews conducted in Polish, little-known companies

Lean management advocates, for example, have always been proud that process optimization and the “elimination of waste” are so effective that advanced technological solutions are not necessary. Today, this aversion to modern technology is becoming less and less common.

Concepts such as Lean Management, Six Sigma and Agile were once seen as competing approaches. Now, however, there is increasing talk of the possibilities and the need to combine at least some of the elements (tools).

New technologies are being implemented.

Companies are also taking generational change into account – young people are coming to work, and this should also be reflected in the solutions used.

 

Round 2

Reviewer 1 Report

Comments and Suggestions for Authors

The flowchart in the methodological section does not contain the research steps involved in the qualitative or quantitative analysis.

Based on the analysis of financial results and literature results, interview questions are mentioned but the samples for interview are not mentioned.  It involves only the professionals or is open for all. 

A tabular presentation of possible changes and challenges offered by Agile, Lean and Six Sigma must be done along with the possible causes and effects 

The variations in the graphical results must be properly justified. 

Author Response

Dear reviewer,
Thank you very much for all your comments, which we have addressed as far as possible. We have also responded to the comments regarding the analysis of financial results and the interview, for example, by mentioning the interview samples and stating that it is only open to professionals. 
Similarly, we presented a tabular presentation of the possible changes and challenges offered by Agile, Lean and Six Sigma along with possible causes and effects.
Thank you once again

Reviewer 2 Report

Comments and Suggestions for Authors

The authors have provided the comments and I have no further comments.

Author Response

Thank you very much for the positive review and valuable comments.

Reviewer 3 Report

Comments and Suggestions for Authors

Based on the thorough revisions and the manuscript’s enhanced quality, I recommend acceptance without further revision. The study meets the journal’s standards for originality, methodological soundness, and societal impact, and it will be of interest to researchers and practitioners in operations management, sustainability, and organizational resilience.

Author Response

Thank you very much for the positive review and valuable comments.

Reviewer 5 Report

Comments and Suggestions for Authors

Thank you for addressing my questions. I believe your improvements made the paper more valuable for the community.

Author Response

Thank you very much for the positive review and valuable comments.

Round 3

Reviewer 1 Report

Comments and Suggestions for Authors

Following are the comments for improvement: 

The research paper covers the qualitative and quantitative analysis. The flowchart in the methodological section should be added to contain the research steps involved in the qualitative or quantitative analysis.

Figures 1 - 5 need explanation. A justification is required about the changes shown in the graphs. 

Author Response

Dear Reviewer,

Probably because 5 reviewers reviewed our work, I must have made a mistake and I did not enter all the answers to the comments in the previous round, for which I apologize. I am now pasting (below) them after corrections.

As for the comments in the last, third round, I don't know what flowchart could we present exept for the research steps on the page 3. We did not carry out a complex quantitative or qualitative analysis: we analyzed articles, companies' financial results, and interviewed Polish experts. If we could ask for any guidance, we would be very grateful.

In the text, we have added comments to the data in the tables and graphs. We have corrected some graphs because they showed data from the wrong rows in the tables.

Poniżej nasze odpowiedzi z 2 rundy, których brakowało:

Below are the answers from the second round that were missing:

Comments and Suggestions for Authors

Comment 1 : The flowchart in the methodological section does not contain the research steps involved in the qualitative or quantitative analysis.

Answer 1 : If we are talking about the part 114-116, It seems to us, that the flow chart and the description below explain the research steps.

 

Comment 2 : Based on the analysis of financial results and literature results, interview questions are mentioned but the samples for interview are not mentioned.  It involves only the professionals or is open for all. 

Answer 2 : In the Introduction we wrote : « The 13 interviews were conducted in June and July 2024 »

In the section  3.3. Interview we added:

« The authors of this article conducted interviews in June and July 2024 with 11 employees of companies operating in Poland that apply Lean Management, 1 consultant serving such companies, and 1 academics working on Lean Management issues »

 

Comment 3 : A tabular presentation of possible changes and challenges offered by Agile, Lean and Six Sigma must be done along with the possible causes and effects .

 

Answer 3 : We have changed the table on the page 20

 

 

Analysis of literature	Analysis of financial results	Interviews
Lean management, Six Sigma and Agile have a positive impact on energy efficiency. Greater benefits can be achieved by combining Lean and Agile or Lean and Six Sigma concepts and by combining the digital technologies of Industry 4.0 with Lean Manufacturing.	There are significant differences in the efficiency of companies using a particular strategy. Companies that use a combination of strategies (Lean and Agile or Lean and Six Sigma) are more efficient. The increase in energy prices did not lead to a deterioration in the efficiency of companies using the strategies studied	The increase in fuel and energy prices has not caused a departure from  Just-In-Time. Although Lean organizations are not immune to crises, Lean allows them to get through them more easily. It is reasonable to combine Lean with other concepts: Agile, Six Sigma.

 

Comment 4 : The variations in the graphical results must be properly justified. 

Answer 4: Commenting on the results of the cost analysis, which are shown in Figures 1-4, we wrote:

However, when it comes to the share of COGS in the value of sales, the changes in this value are much smaller than the changes in profits. Meanwhile, one would expect to see an increase in process efficiency in companies that apply process improvement concepts. A decrease in the share of these costs between 2016 and 2019 occurred in 55 per cent of companies but in most cases the savings were a few per cent. The largest ‘Leaning’ occurred in one Lean organisation - Suzuki (-14.43%), a SixSigma organization - BAE Systems (-12.71%), one Agile organisation - Sony (-6.75%) and one that combines Lean and SixSigma - Caterpillar Inc. (-8%). As it turns out, however, these ‘productivity leaders’ proved little immune to the crises of the following years, in which the shares of COGS either remained at similar levels or even increased. Manufacturing costs, on the other hand, declined during the ‘energy crisis’ for companies that had experienced increases in the previous period (Honda - 14.31%, Parker Hannifin -11.76%, Boeing -17.89%, John Deere -23%). Again It is needle to say, it would be difficult to demonstrate that any management strategy is more efficient. The effectiveness apparently depends on the decisions made within a given company. It is possible to hypothesize that the crises forced the companies that experienced them to introduce more radical solutions than just “small step” improvements.

The data presented above are aggregated. In order to have a better picture, it would be necessary to carry out such an analysis on an annual basis. The results of such an analysis are presented in Fig. 1 -. 5.

In the Japanese Lean companies (Fig. 1), with the exception of Honda, it is difficult to identify any year in which any of these companies experienced a decrease or increase in the of share of the COGS. The share of these costs has also remained stable in the “Lean” US companies (Fig. 2). At “Parker Hannifin”, there was even a decrease in 2020. The share of these costs remains even more stable in companies applying SixSigma. (Fig. 3) and those combining Lean and Six Sigma (Fig. 4).

The same was also true in companies applying Agile and Lean (Fig. 4). In only one company in this group there was a significant (46.88%) decrease in 2020 (70.15% before 2020). However, it remained at a similar level in the following years. In Intel Corp. these costs have steadily increased their share over the years - 37.75% in 2017, 43.99% in 2020, 59.96% in 2023.

In comparison, decreases (from 1.64% to 22.20%) in the share of these costs in the value of revenues  in the years 2020–2023 occurred in 43% of Polish companies. In 22% of cases, the increase in their share did not exceed 5%, and in only 7% of the companies surveyed, it amounted to between 11% and 17%. There was no connection to the industry. Decreases in the share of these costs (from 1.09% to 27.87%) in this period also occurred in 47% of international corporations.

Thus, it is not apparent in any of these groups or individual companies that the application of a given management concept helps to increase the efficiency of production (and perhaps logistics) processes. On the other hand, it is also not apparent that, crises in their environment, such as increases in energy prices, have had an impact on their efficiency. Perhaps, however, it is precisely this stability that demonstrates their great resilience - i.e. that they are able to keep costs under control despite crises or that they introduce innovative solutions that allow them to avoid the negative effects of these crises. However, in order to find an answer to this question, it would be necessary to carry out thorough research in these companies

 

Round 4

Reviewer 1 Report

Comments and Suggestions for Authors

 Flow chart of analysis using steps of Lean Management, Agile and Six Sigma strategies and their combinations in the research for achieving financial results , should be added to increase the impact of research

Author Response

The calculations for the period 2016-2019 for a group of Japanese Lean Management (JLM) companies were carried out as follows:

Changes (%) Average Net Profits 2019/2016 (JLM) =

(Average Net Profits (JLM) 2019 - Average Net Profits (JLM) 2016)/ Average Net Profits (JLM) 2016

Changes (%) Average COGS/Revenue 2019/2016 (JLM) =

(Average COGS/Revenue (JLM) 2019 - Average COGS/Revenue (JLM) 2016)/ Average COGS/Revenue (JLM) 2016

The diagram of the profit calculation process is also shown on the Figure 1

Calculations were carried out in the same way for the following period (2020 - 2023), for the other company groups (SixSigma, Agile) and for each company individually.

Figure 1. Calculations of Average Net profits of a group of companies.

Author Response File: Author Response.docx