Abstract This paper evaluates the implementation of the lean six-sigma culture in DHL, which operates in the logistics industry. The paper illustrates the company’s history and growth since its inception in a bid to provide the background information on the firm’s operations and success. The critical event that motivated the firm to integrate the lean six-sigma culture in its organizational culture is identified. Moreover, the paper identifies the problems facing the firm and the decisions taken in order to resolve the issues by evaluating the current state and the future state. The effects of adopting lean six-sigma on the firm’s organizational culture and corporate governance are identified. Furthermore, the paper outlines the lean methodology adopted and the process of implementing the lean six-sigma culture in the organization. Company history and growth DHL is a private limited company that was founded in 1969 in Bonn, Germany. The firm operates in the Express Logistics industry and it deals with the provision of logistics and communication services. Initially, the firm operated in Europe, the Asia Pacific, and the Americas. However, the company has entered and developed market recognition in other markets over the past few decades. The firm has four main divisions, which include global forwarding, supply chain, mail express, and freight. The mail division’s operations entail press distribution, philately, franking, delivery of written communications, cross-border parcel and mail delivery, mailroom and printing, mail advertisement, document management, and home delivery. The express division provides “express services coupled with local and international courier services to individual and corporate customers, while the operations of the global forwarding and freight divisions entail transportation of goods through air, sea, road, and rail” ( DHL, 2014, par. 5). On the other hand, the supply chain division offers, “diverse logistic solutions such as managed transport, warehousing, supply chain management, and business process outsourcing” ( DHL, 2014, par. 6). Moreover, the firm also offers end-to-end solutions with regard to corporate communications. The firm also offers marketing services such as packaging, customer correspondence solutions, and lead logistic services amongst other services. Since its inception, the firm has undergone remarkable growth emanating from integration of effective corporate, business, functional, and enterprise level strategies. The firm has been committed towards exploiting the prevailing market demand in an effort to achieve its profit maximization objectives. The company operates in over 252 countries ( DHL, 2014). The firm has effectively defined its business operations in addition to integrating the concept of strategic partnership in an effort to penetrate the global market. In 2013, DHL announced its desire to collaborate with two oil and energy companies, viz. OEMs and EPC Contractors. This move will further enhance the company’s growth. The firm’s growth has also emanated from its commitment to position itself as the global market leader with regard to provision of logistics. Critical events that motivated adoption of lean