Developing a Combination of Lean and Six Sigma Impacting on Firm’s Competitive Advantage (A Case Study of Automotive Industrial in Thailand) Lean, Six Sigma, Competitive Advantage

Main Article Content

วรางกูร อิศรางกูร ณ อยุธยา
ฉัตรชัย ราคา


Hence, the purpose of this study is to study the causes and effects of the integration of lean manufacturing and the Six Sigma systems that effect to the competitive advantage at the enterprise level of the automotive assembly industrial. Manufacturing of automotive parts in Thailand. The effect of causal factors was investigated. Effects of Lean Six Sigma Integration of Automotive Industry Firms in Thailand and Automotive Parts Manufacturing Industry in Thailand. To process Summary of the Lean Six Sigma integration approach that affects the competitiveness of organizations in the automotive industry in Thailand and study the relationship structure of automotive industry in Thailand. This research utilizes Lean Six Sigma concepts to improve the process by dynamically simulating the situation system to study the behavior of the service process. The purpose of this research is to investigate the causes and effects of the combination of lean and six sigma systems that affect the competitive advantage of the automotive parts industry in Thailand. Swimming the factors that create the competitive advantage. Overall, the importance is at a high level (gif.latex?\bar{x}= 3.82, S.D.= 0.68) this can be detailed on each side.

The focus is on the importance (gif.latex?\bar{x}= 3.71, S.D.= 0.65) Second, the licensing (gif.latex?\bar{x}= 3.71, S.D.= 0.65) and the legal monopoly (gif.latex?\bar{x}= 3.71, S.D.= 0.65) considering that the team had the highest average (gif.latex?\bar{x}= 3.68, S.D.= 0.75) and about legal monopoly was (gif.latex?\bar{x}= 3.62, S.D.= 0.78) also in the focus can’t touchable was (gif.latex?\bar{x}= 3.79, S.D.= 0.63) after we focus at team that was average of average at (gif.latex?\bar{x}= 3.89, S.D.= 0.74), followed by the brand (gif.latex?\bar{x}= 3.89, S.D.= 0.69), include customer (gif.latex?\bar{x}= 3.81, S.D.= 0.78), business process (gif.latex?\bar{x}= 3.79, S.D.= 0.75), organizational culture (gif.latex?\bar{x}= 3.74, S.D.= 0.82), leadership (gif.latex?\bar{x}= 3.68, S.D.= 0.73) respectively.


Download data is not yet available.

Article Details

บทความวิจัย (research article)


Boonlert Eiyaphon. (2540). Production system improvement for industrial plants.152. Retrieved 20 December 2560, Engineering Journal, Chiang Mai University.
Narasri Thavornkul. (2545). The heart of the operation of the Six Sigma system. 118, 145-147. Retrieved 14 October 2560, Journal of Logistics and Supply Chain College, Suan Sunandha Rajabhat University.
Nopon Thanachaikhan. (2555). Basic Statistics for Research. 243. Retrieved 12 July 2560, journal of Management Science, Chiangrai Rajabhat University.
Patcharin aunamjai and Vithaya Suharitdamrong (2548). Integrating lean Six Sigma and CMMI into enterprise by system Dynamics. 245. Retrieved 5 July 2560. Kasetsart Engineering Journal.
Thananan Kaewprakan. (2543). Autoparts Manufacturers Association. The Auto Parts Manufacturing Associations. Retrieved 25 December 2560,
Thormas, B. and Jeffery, K. (1916). The company manufacturing automotive. Vol 1 No. 1
Wassama Sangplung (2545). Feasibility Study of Intermodal Transportation.135. Retrieved 11 September 2560. Database of Industrial Management Journal, Dhurakij Pundit University.