Purpose The purpose of this paper is to identify the latent constructs of various barriers affecting Six Sigma implementation in Indian industries. Design/methodology/approach Literature review resulted in 15 frequently reported barriers in Six Sigma implementation. An empirical survey of 168 Six Sigma practitioners including green belts, black belts (BB), and master BB from 40 Indian companies was conducted with the help of a structured questionnaire. The responses were analyzed using exploratory factor analysis which resulted into five constructs. Findings The study proposes five constructs, namely “role of top management,” “cultural change,” “expected attitude,” “availability of resources,” and “level of quality maturity.” The focused approach by organizations to overcome barriers in Six Sigma can be oriented using these constructs. Practical implications Six Sigma implementation needs elimination of barriers in projects. Top management support in planning and resource allocation supplemented by favorable employee attitude in bringing cultural change can develop quality maturity to implement Six Sigma successfully. Originality/value This study fills the gap in the literature by studying critical success factors, critical failure factors, and barriers together. This study is one of its kinds in the Indian context which captures the views of Six Sigma certified professionals from the organizations which are implementing Six Sigma.

PurposeThis study attempts to find the structural relationship between Total Quality Management (TQM) and Corporate Sustainability (CS) by analyzing the role of Innovation Capability (IC).Design/methodology/approachThe authors conducted the study in the context of manufacturing industries in the Indian Micro Small and Medium Enterprises (MSME) sector. In the process, The authors attempt to throw light on the significance of TQM and IC in bringing out sustainable practices in organizations. The authors used Structural Equation Modeling with AMOS to study the relationship between TQM and CS.FindingsThe authors measured TQM through product control management, process control, vendor quality management and customer relationship improvement. We did find a direct relationship between TQM and CS, along with its three dimensions: environmental sustainability, economic sustainability and social sustainability. TQM was found to be antecedent to IC. IC, measured through product innovation, process innovation and managerial innovation, did not mediate the relation between TQM and CS. However, the link between TQM and social and environmental sustainability partially mediates through IC at the dimension level.Practical implicationsTQM can provide a holistic means of nurturing participation and satisfaction of stakeholders for achieving corporate sustainability and in the process, can create an innovative culture for stimulating a circular social economy.Originality/valueThis study fills the gap in the literature by providing a structural model that explains the relationship between TQM and corporate sustainability and highlights the role of innovation capability in achieving it.

Purpose The study aims to establish an impact of supplier relationship and information and communication technology through purchasing practices on firm performance. Design/methodology/approach Review of relevant literature resulted in constructs, namely, supplier relationships, information and communication technology, purchasing practices and firm performance. A survey of 179 manufacturing companies through structured questionnaire was conducted. The responses were analysed through structural equation modelling using the partial least squares method. Findings It is observed that the firm performance is directly influenced by purchasing practices and indirectly by supplier relationships and information technology. The use of information technology in materials management affects supplier relationships and purchasing practices both. Practical implications The study provides a model for purchasing practitioners by highlighting the importance of supplier relationship management. Though the firms are running after improving technology, it can only affect firm performance through proper purchasing practices. Originality/value The study provides empirical evidence to the practical notions that exist in purchasing practitioners.

Purpose The purpose of this paper is to design, develop, implement and validate a multi-criteria decision model for measuring supplier satisfaction through a case study. Design/methodology/approach A three-stage methodology was used to develop a framework to measure supplier satisfaction. The framework involved factors and Key Performance Indicators (KPIs) from literature and exploratory study. Further, using the framework, a multi-dimensional decision model to calculate Supplier Satisfaction Index was developed. The proposed decision framework was implemented as a real-world case study in an Indian manufacturing organization. Findings The study makes two major contributions: first, it develops a framework to measure supplier satisfaction using factors and KPIs suitable to the buyer organization; second, the model developed to calculate supplier satisfaction helps in understanding overall satisfaction of suppliers along with the level of satisfaction of each supplier. The model can also be used to suggest improvements to buyer organizations on specific factors and KPIs under each factor. Research limitations/implications Supplier satisfaction plays an important role in multinational companies (MNCs), so the sample of practitioners considered in this study is relevant. However, it is likely that the small sample size of only suppliers and companies selected solely from the Indian manufacturing MNCs may have introduced some bias. Practical implications A comprehensive framework for enhancing the relationship with suppliers will be instrumental in deciding, managing and improving the level of supplier satisfaction. Originality/value This approach provides purchase managers with the flexibility of selecting factors and KPIs at every level of analysis and also a single index to establish supplier’s satisfaction with a buyer company.