An empirical investigation of Six Sigma implementation in medium scale Indian automotive enterprises

Sambhe, Rajeshkumar U.; Dalu, Rajendra S.

doi:10.1504/ijpqm.2011.043011

Cited by 15 publications

(11 citation statements)

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“…Six Sigma has been carried out in multiple sectors. We find case studies conducted in automotive industry (Sambhe and Dalu, 2011;Surange, 2015;Valles et al, 2009), electronics (Choi et al, 2012;Patterson et al, 2005), construction (Negi et al, 2017;Siddiqui et al, 2016;Stewart and Spencer, 2006), health care (Antony et al, 2018;Benedetto, 2003), banking (Sunder, 2016;Sunder and Antony, 2015), tourism (Pearlman and Chacko, 2012), airlines (Gibbons et al, 2012), among others. Thus, it was observed that Six Sigma has been widely implemented with different objectives in industrial and services companies (Raja Sreedharan and Raju, 2016;Sunder et al, 2018).…”

Section: Food Can Manufacturing Industry and Six Sigmamentioning

confidence: 83%

Six Sigma for improving cash flow deficit: a case study in the food can manufacturing industry

Rebull

Ferrer-Rullan

Hernández‐Lara

et al. 2020

IJLSS

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Purpose Cash flow deficit situations and working capital control are major challenges for many companies, especially those whose suppliers and clients have strong bargaining power. This study aims to describe the application of the Six Sigma methodology for solving these problems in a large German food can manufacturing company. Design/methodology/approach This paper follows the qualitative methodology of case study research. During different define, measure, analyse, improve and control process phases, the problem and critical aspects are identified to improve the quality of the payment process and improvements are suggested and implemented. Findings The results provide evidence of how Six Sigma can be useful in administrative–financial processes that are carried out within a company. This result is particularly interesting because it is about processes that have not applied Six Sigma methodology. For the company studied, this methodology has balanced its cash flow and this meant large amounts of savings, especially in bank interest to avoid having to ask for bank credits. Originality/value This case can be extrapolated to other companies, regardless of the company size, that present similar symptoms of cash deficit, especially if their bargaining power with suppliers and customers is low.

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Section: Food Can Manufacturing Industry and Six Sigmamentioning

confidence: 83%

Six Sigma for improving cash flow deficit: a case study in the food can manufacturing industry

Rebull

Ferrer-Rullan

Hernández‐Lara

et al. 2020

IJLSS

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“…The success of Six Sigma has been restricted to large organizations while small- and medium-sized enterprises (SMEs) have been lagging far behind due to the lack of awareness of its importance, methods and desired outcomes among the SMEs. A recent study shows that, even in developed countries, only 67.5 percent of employees in SMEs were aware of the Six Sigma methodology (Sambhe and Dalu, 2011). Psychogios and Tsironis (2012) claimed that even at the top management level, such awareness of various quality excellence practices is limited.…”

Section: Literature Reviewmentioning

confidence: 99%

Development of Lean Six Sigma training module: evidence from an emerging economy

Sreedharan

Sunder

Madhavan

et al. 2019

IJQRM

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Purpose Nowadays, firms are keen on improving the quality culture in the organizations. The proven success of Lean and Six Sigma has given rise to the synergetic Lean Six Sigma (LSS) approach that has been catching fire in the past one decade. However, there exists a gap between the understanding and implementation of LSS in the organizations, especially in the emerging economies. Taking this as a valuable opportunity, the purpose of this paper is to present a development of LSS training module. Design/methodology/approach This study starts with a literature review of LSS to reinforce the understanding of the research subject in scope of manufacturing sector. Then, an online questionnaire was designed and used to collect responses from 181 companies located in the Indian sub-continent. Subsequently, the results obtained from the survey were analyzed using COARSE approach. Findings This study reveals two key findings and associated contributions. First, it was found that the overall awareness of LSS within the responded manufacturing firms is about 70.4 percent. Second, there is no single standard training module that exists in any of the sampled firms to cater to their quality programs. Hence, in order to improve the LSS awareness which could subsequently help managers as a resource for creating an efficient workplace, this paper presents a structured LSS training framework. Research limitations/implications Although this paper presents the importance of LSS and associated awareness level among the responded firms, more empirical evidence is required to generalize the model findings. Second, this study is scoped to firms that work out of the Indian sub-continent, and this provides a future opportunity to expand the scope of this research toward a global study for a comparison between emerging and developed economies. Third, this study is limited to manufacturing firms and hence paves an opportunity to research on a similar theme in services context as well. Practical implications Before embarking on an LSS journey, an organization can use the LSS training module proposed in this study to assess the employee awareness on LSS. Furthermore, organizations that already have a mature LSS practice can incorporate the LSS training module for periodic evaluation of the employees for effective change management. Originality/value The training module presented in this paper is the original contribution by the authors. This is no association to any single identifiable organization or associated funding. The direct practical implication of its application in real time is the value that managers could derive from the proposed LSS training framework.

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“…Sambhe [33] identified fifteen critical success factors for Six Sigma implementation, and ranked them based on the survey results he obtained from medium-scale automotive industries in India. These are (in descending order): Based on the combined success factors identified in this previous research, semi-structured interviews were undertaken with 14 Six Sigma Master Black Belts and Black Belts from Lonmin who were involved in the original deployment programme.…”

Section: Literature Survey On Success Factors For Six Sigma Deploymentmentioning

confidence: 99%

A longitudinal study of the indicators and factors for successful six sigma deployment in the South African mining industry

Keeley

Waveren

Chan

2013

sajie

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The Six Sigma deployment methodology is known for its results in operational excellence associated with improved business practices. Organisations worldwide have shown significantly reduced costs and increased profits when successfully deploying Six Sigma. This paper reports a longitudinal study of a set of indicators and success factors for Six Sigma deployment, using Lonmin PLC, a mining company in South Africa, as a case. The results suggest a shift of indicators from heartfelt personal involvement in 2006 to a mechanistic performance-based culture in 2010. Practical recommendations are made regarding the nine success factor components to be included during Six Sigma deployment. OPSOMMINGDie ontplooiing van die sogenaamde "Six Sigma"-metode het 'n bydrae gemaak tot bedryfsuitnemendheid deur verbeterde sakepraktyke aan te moedig in die bereiking van laer koste en verbeterde wins. Verslag word gedoen oor 'n versameling van sake-indikatore en suksesfaktore in 'n gevallestudie van 'n Suid-Afrikaanse mynmaatskappy. Voorstelle word gemaak oor die aanwending van nege suksesfaktore wanneer die "Six Sigma"-metode gebruik word. a a a a a a a a a a a a a a a a a a a a a 1 The author was enrolled for an M Eng (Engineering Management) degree in the Graduate School of Technology Management, University of Pretoria.

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An empirical investigation of Six Sigma implementation in medium scale Indian automotive enterprises

Cited by 15 publications

References 0 publications

Six Sigma for improving cash flow deficit: a case study in the food can manufacturing industry

Six Sigma for improving cash flow deficit: a case study in the food can manufacturing industry

Development of Lean Six Sigma training module: evidence from an emerging economy

A longitudinal study of the indicators and factors for successful six sigma deployment in the South African mining industry

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