An assessment of the critical success factors for Six Sigma implementation in Indian industries

Desai, Darshak A.; Antony, Jiju; Patel, Mulchand B.

doi:10.1108/17410401211212670

Cited by 85 publications

(80 citation statements)

References 29 publications

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“…The results presented in this paper have concurred with theoretical research found in the literature that the most important LSS success and failure factors are top management commitment and resistance to change (Shokri et al, 2014;Thomas et al, 2014;Assarlind et al, 2013;Delgado et al, 2010;Desai et al, 2012;Choi et al, 2012;Jayaraman et al, 2012;Lee et al, 2011). In fact, this research study has emphasised the human behavioural-related aspects of these factors and more importantly revealed key human resource elements to support LSS implementation.…”

Section: Research and Practical Implicationssupporting

confidence: 77%

Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects

Shokri

Waring

Nabhani

2016

International Journal of Operations &Amp; Production Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to focus on three fundamental human-related behaviour factors associated with Lean Six Sigma (LSS) projects in German manufacturing small-and mediumsized enterprises (SMEs) on the readiness of people (managers and their staff) to commence LSS projects. These are core personal competence, strategic vision of the people and the organisational culture of the specific organisation. Design/methodology/approach -Based on a thorough review of the academic literature a set of hypotheses were constructed to examine the level of association between people's competence, vision and culture with LSS readiness within SMEs. This was done using correlation and regression analysis. Data collection were carried out in seven different German manufacturing SMEs involved in aerospace supply and agro-food manufacturing using a survey instrument. Findings -It was found that there is a strong positive association between the core competence of people and organisational culture with readiness for commencing LSS in the manufacturing SMEs studied. The core values of people, education level and the vision of making continuous quality improvement were identified as key variables in promoting LSS readiness in these manufacturing SMEs. This study indicates that these "softer" variables can be essential to successful LSS implementation and need to be explored further before undertaking the process. Practical implications -From the perspective of the implementers of LSS the results of this research could be of interest to different manufacturing SMEs intending to embark upon an LSS journey as it highlights the significance of human-related behavioural factors in the process. SME organisations may consider carrying out development or training with their managers and employees around personal and organisational values, addressing core competence and strengthening organisational culture in order to facilitate LSS readiness and enhance the prospect of its success. Originality/value -It would appear that this LSS research has not been carried out within the German manufacturing SME context before and although discre...

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Section: Research and Practical Implicationssupporting

confidence: 77%

Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects

Shokri

Waring

Nabhani

2016

International Journal of Operations &Amp; Production Management

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“…The majority of the measures being tried by them are efcient enough of producing the desired results but trouble remain with their implementation and longer time span to realize the benets. The requirement is for a break through strategy, which can deliver multidirectional benets in relatively shorter duration of time (Desai, Antony, & Patel, 2012). "Medium Small and Micro Enterprises (SMEs) have always been the backbone of an economy in general and secondary sector in particular.…”

Section: Introductionmentioning

confidence: 99%

Literature Search Consisting of the Areas of Lean Six Sigma Usage in Indian Smes

Patel¹,

Desai²

2018

IEJ

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“…(Erdogan and Canatan, 2015;Desai, et al, 2012). LSS has been widely associated with large manufacturing firms like Motorola, who was the first to introduce the concept of Six Sigma.…”

Section: Introductionmentioning

confidence: 99%

Lean Six Sigma applications in the textile industry: a case study

Adikorley

Rothenberg

Guillory

2017

IJLSS

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Purpose The purpose of this study is to explore Lean Six Sigma (LSS) project and program success in the textile and apparel industry. This paper presents depictions of LSS implementations and the resulting economic impact for a textile company. Design/methodology/approach A qualitative approach consisting of a single descriptive case study and project document reviews was used. This method provided an in-depth view into what LSS means for one medium-sized global textile company and how it has proven important to the company’s success. Findings Three successful projects, two on changeover time reduction and one on metal contamination, were completed. Additional findings from this study suggest that strategic partnerships with other high-performing companies and storytelling are two critical success factors. Also, it is critical for management to convey a clear vision for LSS that can be operationalized within a company for successful deployment of LSS textile projects. Research limitations/implications The findings from this case study cannot be generalized. Originality/value The literature on LSS in small- and medium-sized businesses is limited. The literature on the use of LSS in the textile and apparel industry is even more limited. This paper shows various processes within the textile complex where LSS has been deployed successfully, yielding economic impacts. By using qualitative methods, the value of strategic partnerships, storytelling and a vision was seen.

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An assessment of the critical success factors for Six Sigma implementation in Indian industries

Cited by 85 publications

References 29 publications

Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects

Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects

Literature Search Consisting of the Areas of Lean Six Sigma Usage in Indian Smes

Lean Six Sigma applications in the textile industry: a case study

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