Assessing the adoption of critical success factors for lean six sigma implementation

Gastelum-Acosta, Carlos; Limón-Romero, Jorge; Tlapa, Diego; Báez-López, Yolanda; Tortorella, Guilherme Luz; Borbón, Manuel Iván Rodríguez; Navarro-Cota, Christian Xavier

doi:10.1108/jmtm-12-2020-0488

Cited by 19 publications

(8 citation statements)

References 56 publications

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“…Organizational management is needed as a guideline for the implementation of work, this is considered to have significant implications for both large and small companies. The absence of guidelines will make organizational actors lack standard guidelines in carrying out all existing work operations, so that work behavior tends to use volatile assumptions with the influence of surrounding conditions (Gastelum-Acosta et al, 2022). The measurement results shown in table 4 above show that the internal organization system is still very low (8%).…”

Section: Stage 1: Definementioning

confidence: 99%

Analysis of supply chain management system using lean six sigma: Balanced scoredcard parameters approach

Prasetyo¹

2023

AMBR

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The potential development of the beauty product industry in Indonesia is considered very attractive. The beauty products industry and trade in Indonesia is projected to increase by USD 7.5 billion with a growth of 6.5% annually for the next five years. The huge potential in the cosmetics retail business is considered to trigger the emergence of competition, especially in the supply chain system which has implications for product affordability to consumers. So that this becomes an interesting condition for research to be carried out as well as efforts to provide certain improvement treatments so that there is an improvement in the flow of the supply system in the object company. In this study, 3 layers of the research process will be carried out, namely observing and describing the existing supply chain system in the research object company, improving and treating the supply chain system using a lean six sigma model with stages of define, measure, analyze, improve, control (DMAIC), and make observations as well as measure the results of improvement using 4 (four) balanced scoredcard performance indicators. Data mining using observation methods, interviews, scoring key performance indicators in each perspective, and study of company operational administration data. Based on the results of study, the supply system based on 4 balanced scoredcard indicators still has shortcomings, namely in the value of debt-to-equity ratio, quantity and customer quality, internal business organization, and personnel accountability. The recommendation is that this study can have an improving effect on the object company and also be a reference for other companies specifically with the same segmentation.

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Section: Stage 1: Definementioning

confidence: 99%

Analysis of supply chain management system using lean six sigma: Balanced scoredcard parameters approach

Prasetyo¹

2023

AMBR

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“…(2021) identified 20 success variables crucial to the success of LSS, while highlighted the selection of competent personnel and top management commitment as primary CSFs [22]. Gastelum-Acosta et al ( 2022) identified nine CSFs, finding a substantial relationship between these criteria and the success of LSS programs [23]. Francescatto et al ( 2022) identified leadership, management involvement, project management, organizational structure, and effective communication with leaders and managers as key CSFs for successful LSS implementation [24].…”

Section: Critical Success Factors Of Lean Six Sigmamentioning

confidence: 99%

Structural Equation Modeling of The Critical Success Factors of Lean Six Sigma Implementation in Nigeria

2023

EOA

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This study investigates the critical success factors (CSFs) of Lean Six Sigma (LSS) implementation and their impact on organizational growth in Nigerian enterprises. The objectives were to identify crucial CSFs for successful LSS deployment and assess their significance in achieving organizational growth. A mixed-method approach was used, including literature analysis, expert judgments, and a survey of 130 participants from various industries. The survey questionnaire employed a 5-point Likert scale to collect data on LSS CSFs and implementation success metrics. Structural equation modeling (SEM) with SmartPLS 4.0 analyzed the data, revealing that LSS CSFs significantly contribute (up to 39.2 percent) to the success of LSS implementations. The study identified 12 critical LSS CSFs, categorized into workers, business, and management, each influencing LSS implementation. Recommendations include creating a supportive environment, providing comprehensive training, and prioritizing continuous improvement efforts for successful LSS deployment. Future research possibilities include longitudinal studies, sector-specific analyses, and qualitative investigations to deepen understanding and enhance LSS implementation outcomes. In conclusion, successful LSS implementation empowers Nigerian organizations with improved productivity, waste reduction, and sustainable production systems, leading to overall growth and success.

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“…CSFs for LSS are widely researched (Gastelum-Acosta et al, 2022;Pathiratne et al, 2018;Raval et al, 2018;Yadav et al, 2021a). The hierarchy of CSF for LSS in Industry 4.0/Quality 4.0 is also established (Yadav et al, 2021b).…”

Section: Theoretical Background and Hypotheses Framingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…The role of these stakeholders in LSS is crucial as cited in previous research. Top management commitment and employee involvement are two well-established critical success factors (CSFs) for LSS (Gastelum-Acosta et al, 2022;Pathiratne et al, 2018;Raval et al, 2018;Yadav et al, 2021a). The fact that most LSS organisations use external consultants for LSS implementation is highlighted by Yadav et al (2022).…”

Section: Introductionmentioning

confidence: 99%

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Comparing viewpoints of top management, consultants and employees about Lean Six Sigma

Yadav¹,

Owad²

2022

JMTM

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PurposeDespite extensive research on Lean Six Sigma (LSS), it predominantly remains focussed on organisational aspects. Individual perceptions were often sidelined. Comparative studies about different perspectives of LSS from the point of view of top management, consultants and employees are unavailable. This paper captures the opinions of these stakeholders about different dimensions of LSS and presents the comparison.Design/methodology/approachUsing empirical research, opinion is captured of three LSS stakeholder categories: top management/business owners, facilitators/consultants and practising managers/employees. Their opinions about 15 different perspectives of LSS, including its future in the Industry 4.0/Quality 4.0 era, are evaluated in this study under 95 variables (decision aspects). Comparison among the opinions of these stakeholders is performed using chi-square hypothesis testing and ANOVA (analysis of variance) methods.FindingsIn a total of 95 comparisons, a statistically significant difference among different stakeholders' views is observed in 62 cases. In 33 cases, the opinions of the three stakeholder groups can be considered in agreement with one another.Research limitations/implicationsThe findings will help different LSS stakeholder groups better understand the expectations of other groups. During LSS implementation, it will help in aligning priorities and achieving success. Theoretically, it will help in narrowing the research gap about the rarity of comparing views of multiple stakeholder groups.Originality/valueThe comparison among views of three critical LSS stakeholder groups – top management/business owners, facilitators/consultants and managers/employees, is currently unavailable, and therefore, this research provides a fresh perspective to an otherwise extensively researched theme. It is immensely helpful in preventing LSS failures arising from misaligned stakeholder views and expectations.

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Assessing the adoption of critical success factors for lean six sigma implementation

Cited by 19 publications

References 56 publications

Analysis of supply chain management system using lean six sigma: Balanced scoredcard parameters approach

Analysis of supply chain management system using lean six sigma: Balanced scoredcard parameters approach

Structural Equation Modeling of The Critical Success Factors of Lean Six Sigma Implementation in Nigeria

Comparing viewpoints of top management, consultants and employees about Lean Six Sigma

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