Analyzing Lean Six Sigma enablers: a hybrid ISM-fuzzy MICMAC approach

Yadav, Gunjan; Desai, Tushar N.

doi:10.1108/tqm-04-2016-0041

Cited by 102 publications

(54 citation statements)

References 75 publications

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“…In many ISM-based studies, the MICMAC technique was used to classify elements into different categories because ISM lacks in exposing the driving and dependence power of elements [ 84 ]. Moreover, this clubbed analysis is helpful to differentiate the input, output and intermediate parameters [ 85 ]. The elements are categorized into four clusters depending upon their driving power and dependence: Autonomous, Dependent, Linkage and Independent [ 80 ].…”

Section: Methodsmentioning

confidence: 99%

Developing an interplay among the psychological barriers for the adoption of industry 4.0 phenomenon

et al. 2021

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This research aims to identify, rank, and create an interplay among the psychological barriers to adopting Industry 4.0 technologies in the manufacturing sector. A comprehensive literature review tracked by a discussion with industry and academic experts recognized 20 barriers. Based on three widely acclaimed statistical techniques, hybrid AHP-TOPSIS (Analytical Hierarchy Process-Technique for Order Performance by Similarity to Ideal Solution) and ISM (Interpretative Structural Modeling), critical psychological barriers have been investigated. A group of 8 experts from industry and academia with at least 10 years of experience was consulted for AHP and ISM techniques. Whereas TOPSIS was conducted by 443 operational-level users, including managers and supervisors of different functional areas of the manufacturing industry located in Pakistan. The findings reveal that ‘Fear of job losses’, ‘Fear of data loss/Risk of security breaches, ‘Lack of advanced & continued education of employees’ and ‘Lack of standards and reference architecture’, with highest importance weights, emerged as the most prominent psychological barriers in developing economies. Then the interrelations among these barriers resulted in a four-layered structural model. The driver barriers identified in the final model advocate that development in ‘advanced & continued education of employees’, ‘standards & reference architecture’ and ‘minimization of fear of job & data loss’ can expedite the adoption of industry 4.0 (i4.0) technologies. The study uniquely develops hierarchical relationships among the psychological barriers for adopting i4.0 in the manufacturing context using AHP-TOPSIS and ISM techniques. The study would be valuable for practitioners, decision-makers and companies that wish to focus their efforts and resources on removing the most critical barriers and challenges for the seamless implementation of Industry 4.0.

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Section: Methodsmentioning

confidence: 99%

Developing an interplay among the psychological barriers for the adoption of industry 4.0 phenomenon

et al. 2021

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“…Effective deployment of this strategy will assure that MSME will show reduced operational cost, decreased process variability, enhanced business competitiveness, enhanced customer satisfaction and reduced TAT (Antony and Desai, 2009). However, LSS implementation in Indian MSME depends heavily on vital CSFs such as "Involvement of Employees", "Top Management Commitment and Involvement", "VOCs", "Leadership", "Project Selection and Prioritization", "Cultural Transformations", "Understanding of LSS approach", "Strategic Planning", "Process Management", "Product Design Strategy", "Linking LSS to customer" and "Linking LSS to business goals" (Lande et al, 2016Yadav and Desai, 2017). It is critical to tackle the barriers to LSS implementation in Indian MSME to initiate cultural change in the organization (Ambekar and Hudnurkar, 2017;Singh et al, 2019).…”

Section: Lean Six Sigma For Msmementioning

confidence: 99%

Lean Six Sigma competitiveness for micro, small and medium enterprises (MSME): an action research in the Indian context

Bhat¹,

Gijo

Rego

et al. 2020

TQM

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PurposeThe aim of the article is to ascertain the challenges, lessons learned and managerial implications in the deployment of Lean Six Sigma (LSS) competitiveness to micro, small and medium Enterprises (MSME) in India and to establish doctrines to strengthen the initiatives of the government.Design/methodology/approachThe research adopts the Action Research methodology to develop a case study, which is carried out in the printing industry in a Tier III city using the LSS DMAIC (Define-Measure-Analyze-Improve-Control) approach. It utilizes LSS tools to deploy the strategy and to unearth the challenges and success factors in improving the printing process of a specific batch of a product.FindingsThe root cause for the critical to quality (CTQ) characteristic, turn-around-time (TAT) is determined and the solutions are deployed through the scientifically proven data-based approach. As a result of this study, the TAT reduced from an average of 1541.2–1303.36 min, which in turn, improved the sigma level from 0.55 to 2.96, a noteworthy triumph for this MSME. The company realizes an annual savings of USD 12,000 per year due to the success of this project. Top Management Leadership, Data-Based Validation, Technical Know-how and Industrial Engineering Knowledge Base are identified as critical success factors (CSFs), while profitability and on-time delivery are the key performance indicators (KPIs) for the MSME. Eventually, the lessons learned and implications indicate that LSS competitiveness can be treated as quality management standards (QMS) and quality tools and techniques (QTT) to ensure competitive advantage, sustainable green practices and growth.Research limitations/implicationsEven though the findings and recommendations of this research are based on a single case study, it is worth noting that the case study is executed in a Tier III city along with novice users of LSS tools and techniques. This indicates the applicability of LSS in MSME and thus, the modality adopted can be further refined to suit the socio-cultural aspects of India.Originality/valueThis article illustrates the deployment of LSS from the perspective of novice users, to assist MSME and policymakers to reinforce competitiveness through LSS. Moreover, the government can initiate a scheme in line with LSS competitiveness to complement the existing schemes based on the findings of the case study.

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“…On the other hand, SMSO is not able get that success due to improper implementation of LE strategy (Jasti and Kodali, 2015b; Bhasin, 2012). The LE is a philosophy and it needs to be proliferated using top down approach (Khaba and Bhar, 2018; Yadav and Desai, 2017). Top management of an organization need to start believing that lean principles are not merely meant for operational level, but in order to infuse it throughout the organization, it needs leverage from all levels of management as management commitment and leadership (MCL) is identified as level one pillar in both SMSO and LSO.…”

Section: Discussionmentioning

confidence: 99%

Development of lean enterprise implementation methodology: an ISM approach

Jasti

Kota

2020

TQM

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PurposeThere is a concern in literature about the critical elements of lean enterprise (LE) that can be represented as pillars of lean enterprise excellence. However, existing frameworks proposed on LE excellence are very few. The purpose of this paper is to develop a relationship model among the pillars of a proposed framework of LE excellence in Indian manufacturing industry by Jasti et al. (2020) with the help of interpretive structural modelling (ISM) and structural equation modelling (SEM).Design/methodology/approachThe ISM is constructed on two exemplary cases of lean operations from two Indian manufacturing organisations. These cases were selected based on the implementation of lean practices in respective organisations. The two manufacturing organisations which implemented lean practices at different levels were selected as contenders for constructing ISM. The relationships among pillars and constructs of LE framework are obtained from ISM, and later subjected to statistical testing for model fit by using SEM. The input to SEM was the respondent's data collected in a previous study.FindingsThe outcome of the present study revealed that the successful implementation of LE framework requires an appropriate strategy along with top management commitment to get a complete benefits of LE. The study has proposed a strategy to implement the proposed LE framework in Indian manufacturing industry. This study has revealed that ISM developed based on the focal company that implemented lean practices effectively is statistically fit for LE framework.Research limitations/implicationsThe study has established paired relationships among lean pillars for an effective implementation of LE framework. The investigation was started by collecting opinions of experts to perform the appropriate interpretations subsequently. However, the expert judgements can be qualitative in nature and prone to bias and impact the final outcome. To overcome these a large-scale empirical survey is suggested to provide a better catch for interactions in LEs.Practical implicationsThis study helps in providing concrete practical implications to both academic researchers as well as industry professionals. The practitioners normally focus on finding readymade strategies for implementing LE in the organizations. The comprehensiveness of the present work helps the practitioners in implementing LE strategy with ease. The study revealed that management commitment and leadership is driving force but needs strategic implementation methodology for successful implementation.Social implicationsManufacturing industries across the world have been struggling to understand and implement LE strategy effectively. Most of the governments across the world are supporting and motivating various industry practitioners to implement LE strategy by providing financial assistance for conducting training programmes. However, many organizations across the world were not able to implement LE strategy successfully. The present study provides a strategy to implement LE framework effectively in an organization.Originality/valueThe study offers a unique approach for analysing the underlying relationships among pillars of LE for effective management. Researchers can use the results of this study for developing frameworks in various domains of LE.

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Analyzing Lean Six Sigma enablers: a hybrid ISM-fuzzy MICMAC approach

Cited by 102 publications

References 75 publications

Developing an interplay among the psychological barriers for the adoption of industry 4.0 phenomenon

Developing an interplay among the psychological barriers for the adoption of industry 4.0 phenomenon

Lean Six Sigma competitiveness for micro, small and medium enterprises (MSME): an action research in the Indian context

Development of lean enterprise implementation methodology: an ISM approach

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