###### Abstract  
In recent years, the application of Lean models in manufacturing processes has received significant attention due to the successful implementation of relatively simple measures to eliminate or reduce waste. Similarly, Six Sigma has attracted the interest of the industry for reducing production costs through statistical methods and data analysis tools. The combination of both techniques constitutes a powerful management model known as Lean Six Sigma (LSS), whose application has been unevenly spread across the different services and industrial sectors. Despite the multiple studies conducted on the use of LSS methodologies in manufacturing processes, few studies have focused on its direct application in chemical manufacturing are less numerous. Consequently, many chemical companies still face major challenges in implementing the LSS model. This study explores the state of the art, current trends, and perspectives of Lean and Six Sigma integration in the chemical manufacturing sector. For this purpose, a bibliometric analysis was conducted covering topics from the implementation of the LSS on a global scale, i.e., non-manufacturing and manufacturing environments, to its application in the manufacturing of chemical products. The literature search was carried out in the Scopus and Web of Science databases using a different sequence of terms. The findings of this study revealed the most important contributions in terms of publications, authors, countries, and institutions over the past two decades. Additionally, avenues for future research are discussed. bib1000-0002-0303-0002-00  
producing only what is demanded and when the customer requests it [3]. Although [PERSON] introduced the term Lean production in 1988 based on JIT [4], the current concept given to LM by [PERSON] et al. [5] compares the Toyota Production System (TPS) with the American mass one and is defined as a process of change guided by a set of principles and practices that would undertake continuous improvement. One of the fundamental principles is called \"Toyota's seven wastes\", which recognizes eight types of waste that do not add value to customers, i.e., overproduction, waiting, transportation, overprocessing, excess inventory, unnecessary movements, defects, and underutilized talent [6]. Generally considered as a methodology, it should be noted that some authors such as [PERSON] [7] go one step further and suggest that LM is a work philosophy that reduces the time elapsed from the customer's order to the shipment, removing possible waste sources during the production flow. On the other hand, [PERSON] [8] offers a more critical view and refers to Lean as a competitive system based on the assumption that the advantage of a product over its competitors is not sustainable over time. At the same time, Motorola Inc. successfully implemented the Six Sigma (SS) model in the mid-1980s, in an effort to enhance the quality level by consistently reducing variability within manufacturing operations. SS can be defined as a systematic method for strategically improving processes and developing new products or services through the application of statistical tools and techniques to minimize defects that may reach the final consumer. It aims to reduce process variation and improve process control. The origins of SS can be attributed to [PERSON] (1929-1993), who initially developed a concept based on quality management principles. However, under the leadership of [PERSON] at General Electric (GE) in the early 1990s, SS evolved into a globally adopted management approach, becoming a widely recognized and implemented methodology [9]. Under this definition, this methodology has been demonstrated to be an effective tool for improving productivity and quality in a wide range of production processes, and has consequently generated favorable impacts from an economic point of view [10; 11]. In short, while SS emphasizes variation and defects/failures, LM emphasizes speed and waste.