본 연구는 Six Sigma 활동의 Tool인 Big Y 전개방법을 활용하여 기업의 핵심전략으로부터 과제를 도출하고 린 메뉴팩처링의 초기 활동인 Value Stream Mapping에 적용하여 기업의 핵심전략과 Value Stream Mapping에 포함되는 핵심 지표(Value Stream Mapping의 관심지표)와의 일치성을 확보해야 한다는 타당성을 제시하고, 이 방법론을 린 메뉴팩처링 활동 기업의 사례를 통해 그 효과성을 분석하고 시사점을 찾아 Six Sigma의 Big Y 전개와 린 메뉴팩처링 활동이 통합된 모델을 연구하고자 한다.

Lean manufacturing refers to a manufacturing paradigm based on the fundamental goal of the Toyota Production System-continuously minimizing waste to maximize flow. Many organizations recognize the importance of becoming lean but most of them achieve the limited improvement in the part of entire processes. This results from the fact that many organizations not only understand lean manufacturing as just a tool for the cost reduction or productivity improvement or no inventory but also sporadically implement improvements without linking their efforts to an overarching strategy and quality management system as well. Many organizations are doing lean without necessarily becoming lean. All the elements of lean manufacturing system should be implemented based on the process approach considering mutual interactions among them to minimize waste to maximize flow. In this point of view, I am positive that ""ISO 9004:2000 Quality Management System-Guidelines for Performance Improvement"" based on process approach could provide a fundamental structure with the organizations toward lean enterprise. I hence would like to introduce a self-assessment checklist to help the organizations develop and assess ISO 9004:2000 based quality management system linking to their overarching lean strategy toward becoming lean.