Analysis of critical success factors for successful integration of lean six sigma and Industry 4.0 for organizational excellence

Abstract

PurposeManufacturing industries are facing dynamic challenges in today’s highly competitive world. In the recent past, integrating Industry 4.0 with the lean six sigma improvement methodologies has emerged as a popular approach for organizational excellence. The research aims to explore and analyze critical success factors of lean six sigma integrated Industry 4.0 (LSSI).Design/methodology/approachThis research study explores and analyzes the critical success factors (CSFs) of LSSI. A three-phase study framework is employed. At first, the CSFs are identified through an extensive literature review and validated through experts’ feedback. Then, in the second phase, the initial list of CSFs is finalized using the fuzzy DELPHI technique. In the third phase, the cause-effect relationship among CFSs is established using the fuzzy DEMATEL technique.FindingsA dyadic relationship among cause-and-effect category CSFs is established. Under the cause category, top management commitment toward integrating LSSI, systematic methodology for LSSI and organizational culture for adopting changes while adopting LSSI are found to be topmost CSFs. Also, under the effect category, organizational readiness toward LSSI and adaptability and agility are found to be the uppermost CSFs.Practical implicationsThe study offers a framework to understand the significant CSFs for LSSI implementation. Insights from the study will help industry managers and practitioners to implement LSSI and achieve organizational excellence.Originality/valueTo the best of the authors’ knowledge, CSFs of LSSI are not much explored in the past by researchers. Findings will be of great value for professionals in developing long-term operations strategies.

Manufacturing Companies Industry 4.0 maturity level: A multivariate analysis

“…Moreover, practical methodologies and tools are suggested for companies to evaluate and improve their I4.0 adoption. Top Management commitment is also essential to create a favourable organizational culture for adopting I4.0 (Samanta, Virmani, Singh, Haque & Jamshed, 2023). In addition, managers must adopt a transformational leadership style for employees to accept I4.0 (van Dun & Kumar, 2023).…”

Extending the Baldrige excellence model for managing community-based social enterprise

“…Similarly, the BCPE principles emphasize the importance of measurement performance analysis, a key element in the literature on performance excellence (Poveda, 2017). The BCPE principles also focus on the importance of workforce, operations and results, all critical components of performance excellence (Terouhid and Ries, 2016; Formby et al , 2018; Samanta et al , 2023). The novel concept of integrating the BCPE institutional thinking into the CBSE organization mindset demonstrates that deliberate engagement can align processes and operations with the principles of performance excellence.…”

Implementation of lean manufacturing practices and six-sigma among Malaysian manufacturing SMEs: intention to implement IR 4.0 technologies

“…LMP is a methodology which primary focus is on waste elimination (Aadithya et al, 2022). Samanta et al (2023) in a recent study also define LMP as a practice that focuses on reducing waste such as defects overproduction and waiting time. LMP improves product quality through waste abolishment and other non-value-added activities or procedures, that do not add-up value for any production and process.…”

“…, 2022). Samanta et al. (2023) in a recent study also define LMP as a practice that focuses on reducing waste such as defects overproduction and waiting time.…”