Alabama Technology Network

This paper discusses the implementation of Lean Enterprise management, principles, and tools in seaport operations. The paper begins by providing an overview of the necessary management training, strategy, and structure necessary for a successful lean implementation. An analysis of appropriate lean tools to be applied in seaport operations is provided, citing specific examples of the implementation of those tools at the Port of Mobile, Alabama. The paper also investigates the importance of integrating lean concepts in support functions such as accounting, maintenance, and human resources in order to holistically enhance overall port operations. The paper concludes with a discussion of keys to successful lean implementation, issues relative to sustaining improvement efforts, and suggestions for additional focuses of improvement for implementing lean in port operations.

Abstract
Lean Enterprise and Six Sigma are two of the most prominent improvement philosophies available to organizations today. This article investigated how these two philosophies can be used cohesively as an improvement strategy. A comparison was performed relative to the underlying principles, the respective tools used, and the implementation methodologies of each philosophy. A real world example was used to illustrate how Lean Enterprise and Six Sigma can be applied in unison. Finally, it was concluded that although Lean and Six Sigma have differences, primarily in the tools used, they do not have conflicting objectives or implementation methodologies and can be amalgamated, free of buzz words, to provide an effective overall improvement strategy.