An analysis of critical success factors for Six Sigma implementation

Abstract

PurposeThe success of Six Sigma implementation is known to depend on a number of critical factors. The purpose of this paper is to explore and analyse Six Sigma critical success factors (CSFs) in the context of Indian manufacturing organizations.Design/methodology/approachAlthough Six Sigma success factors have been amply researched in the global context, in this paper, a maiden attempt is made to identify, through an extensive literature review, the CSFs for Six Sigma implementation followed by their validation and prioritization using primary data collection from Indian companies. A total of 22 CSFs have thus been compiled through an extensive literature review. These CSFs are then validated through an empirical research of select Indian manufacturing companies at various stages of implementation of the Six Sigma process improvement methodology.FindingsA factor analysis was used to finally reduce the 22 factors to seven groups of underlying CSFs, the top factors being use of right tools, measurement assurance, innovation and supplier collaboration. Based on the factors extracted, a Six Sigma adoption model has been proposed in the Asian context.Research limitations/implicationsThe factor analysis of CSFs of the Indian manufacturing organizations selected in this study demonstrates that the top factor is a composite factor showing combination of the ability of the project teams to use the right tools, measurement assurance, innovation and creativity skills in problem solving, and also the long‐term supplier collaboration of the firm. Perhaps there has been an overemphasis on the role and commitment of the management in the success of a Six Sigma program. Though it is undisputed, certain other factors also play an equally important role in ensuring that the Six Sigma programs are successful.Originality/valueThe CSFs extracted through the factor analysis could provide a basis for manufacturing organizations embarking on the Six Sigma journey to look beyond just management involvement and develop an integrated framework of other factors as outlined and give them appropriate priority and focus. The study could well be extended to service industries.

Critical success factors for Six Sigma implementation in Indian SMEs: an evaluation using AHP

“…The first stage involves the selection of success factors by literature survey and discussion with experts. For this purpose, the attributes for Six Sigma implementation have been identified from the existing literature review (Antony, 2006; Black and Porter, 1996; Snee, 2000; Antony and Banuelas, 2002; Antony, 2004a, 2004b; Antony et al , 2005c; Yusof and Aspinwall, 1999; Wessel and Burcher, 2004; Hoerl, 1998, Saraph et al , 1989; Sharma and Chetiya, 2012; Desai et al , 2008, 2012; Oakland, 2003).…”

“…For any problem identification a detailed analysis of the problem is required. For this research study, the detailed analysis of the literature review (Antony, 2006; Black and Porter, 1996; Snee, 2000; Antony and Banuelas, 2002; Antony, 2004a, 2004b; Antony et al , 2005c; Yusof and Aspinwall, 1999; Wessel and Burcher, 2004; Hoerl, 1998; Saraph et al , 1989; Sharma and Chetiya, 2012; Desai et al , 2008, 2012; Oakland, 2003) and discussion with experts yielded 13 CSFs that are selected as attributes. The description of the 13 attributes is given the Table 2.…”

“…Six Sigma approach is progressively being adopted worldwide by many organizations with the objective to increase market share reducing production costs and increasing process yields by this means improving the quality of their products and services resulting in increased profits (Sharma and Chetiya, 2012).…”

CSFs for Six Sigma implementation: a systematic literature review

“…Desai et al (2012) ranked linking Six Sigma to the customers as the second most crucial factor same for the small and medium as well as for the large-scale industries for successful implementation of Six Sigma into the organization. In the survey of Indian industries, linking Six Sigma to the employees is mentioned in the survey results of the study conducted by Sharma and Chetiya (2012) in 13 SMEs in the NCR region. Taner (2013), Yun and Chua (2002) and Antony (2005, 2009b) also listed linking Six Sigma to employees as a CSF.…”

A contrast between DEMATEL-ANP and ANP methods for six sigma project selection: a case study in healthcare industry

“…One of the key factors of Six Sigma methodology is the correct selection of projects [7-10]. This process consists about identifying, prioritizing and selecting the project(s) that provide(s) the highest impact on organization goals[11], and is done through the evaluation of a set of criteria such as: Impact on product or service quality, impact on customer satisfaction, impact on revenue growth, project costs, project duration, risks, information reliability; among others[4,12-14].…”