Critical review and analysis of measuring the success of Six Sigma implementation in manufacturing sector

Patel, Mihir Thakorbhai; Desai, Darshak A.

doi:10.1108/ijqrm-04-2017-0081

Cited by 38 publications

(29 citation statements)

References 131 publications

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“…The manufacturing sector is one of the main industries in the Malaysian economy. The economic contribution of this sector is important, with significance to the manufacturing industry (Habidin, Hudin, Zabit, Fuzi and Ong, 2018;Patel and Desai, 2018). The importance of manufacturing in the Malaysian economy is to contribute to the gross domestic product (GDP).…”

Section: Introductionmentioning

confidence: 99%

Environmental management accounting practices, management system, and performance

Fuzi¹,

Habidin

Janudin

et al. 2019

IJQRM

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Purpose The purpose of this paper is to examine the relationship between environmental management accounting practices (EMAP), environmental management system (EMS) and organizational performance (OPM) for Malaysian manufacturing industry by using structural equation modeling (SEM) approach. Design/methodology/approach The population of the Malaysian manufacturing industry comprised 2,600 manufacturing companies. The unit of analysis is the organization that participated in the survey comprised of automotive/machinery, plastics/rubber/metal, food/tobacco, electrical/electronics and chemical/woods. Out of the 2,600 questionnaires sent to the respondents, 395 were received from manufacturing companies. The collected data are analyzed with the IBM SPSS Statistics and SEM technique. Findings Findings found that EMS implementation as a partial mediator to improve EMAP and OPM for Malaysian manufacturing industry. Further, the implementation of EMS was found to mediate the relationship between EMAP and OPM. Research limitations/implications The understanding of the importance of studying the relationship between EMAP, EMS and OPM has been emphasized in the present study. In fact, the findings of this study along with its limitations have paved the way for future research in EMAP, EMS and OPM areas. Practical implications This research provides important guidelines for manufacturers and related companies to implement EMAP and EMS in order to improve OPM. Hence, the Malaysian manufacturing industry may need to consider the measurement of EMAP, EMS and OPM as beneficial to their manufacturing companies. Originality/value The research contributes to the environmental management accounting by empirically linking the relationship between EMAP, EMS and OPM for Malaysian manufacturing industry.

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Section: Introductionmentioning

confidence: 99%

Environmental management accounting practices, management system, and performance

Fuzi¹,

Habidin

Janudin

et al. 2019

IJQRM

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“…Many articles, like Patel and Desai (2018), Dedy et al (2016), Lande et al (2016), and Stankalla et al (2018) list critical factors to be taken into account during the implementation of a QMS. These factors can be presented as success factors or as barriers to avoid during implementation.…”

Section: Discussion On Csf Cff and Benefitsmentioning

confidence: 99%

“…They understand well the causes and consequences of choices in terms of impact on the system, the products, the employees, and more, in order to do their best to succeed. (Bendell, 2006;Gupta and Jain, 2013;Nithia et al, 2015;Pacheco et al, 2015;Costa et al, 2018;Ismail et al, 2019) SS (Bendell, 2006;Oke, 2007;Kumar and Antony, 2008;Gamal Aboelmaged, 2010;Pacheco et al, 2015;Costa et al, 2018;Patel and Desai, 2018) L6S (Alsmadi and Khan, 2010;Antony et al, 2017;Alexander et al, 2019;Siregar et al, 2019) TOC (Kasemset, 2011) 2 BFT Lead-time reduction LM (Gupta and Jain, 2013;Bhamu and Singh Sangwan, 2014;Pinho and Mendes, 2017;Costa et al, 2018;Gladysz and Buczacki, 2018) SS (Oke, 2007;Kumar and Antony, 2008;Costa et al, 2018;Patel and Desai, 2018) L6S (Alsmadi and Khan, 2010;Antony et al, 2017;Alexander et al, 2019) TOC (Rahman, 1998;Ikeziri et al, 2019) TQM (Nandurkar et al, 2014) 3 BFT Quality improvement LM (Gupta and Jain, 2013;Bhamu and Singh Sangwan, 2014;Yusup et al, 2015;Pinho and Mendes, 2017;Costa et al, 2018;Ismail et al, 2019) SS (Oke, 2007;Gamal Aboelmaged, 2010;…”

Section: • Trained Actors On the Philosophies Of Quality Improvementmentioning

confidence: 99%

Product Quality Improvement Policies in Industry 4.0: Characteristics, Enabling Factors, Barriers, and Evolution Toward Zero Defect Manufacturing

Psarommatis

Prouvost

May

et al. 2020

Front. Comput. Sci.

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In the competitive market of manufacturing, quality is a criterion of primary importance in order to win market share. Quality improvement must be coupled with performance point of view. Lean Manufacturing, Six Sigma, Lean Six Sigma, Total Quality Management, Theory of Constraints, and their combination are philosophies dedicated to this goal. This study is a literature review on the implementation of these philosophies to improve quality of processes and products in a system, and also covers the commonalities and differences with Zero Defect Manufacturing (ZDM) philosophy. In this study, 45 articles have been analyzed. These articles have been selected by a research on several scientific libraries with specific keywords. The methodology is based on a list of information extracted from each paper. The data searched are on the tool selections, critical factors of implementations and the benefits obtained from them. Based on the review and analysis of the literature and practices, we provide the top 10 main components of the tools used for quality improvement, enabling factors, benefits, and barriers to implementation. Moreover, we present and discuss categorization of quality improvement methods and the way toward ZDM. The need of standardized toolkits for different levels of maturity in quality management systems and a better education have been enlightened. Thanks to technological improvement in information flow management, ZDM seems close to be achieved even though some new risks and wastes have to be taken care of within the implementation.

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“…Few organizations has defined it as approach, few as methodology, few as model, few as philosophy, few as program, few as strategy and few as system (Sreedharan and Raju, 2016). The range of applications of SS approach can be found across industries (Sreedharan and Raju, 2016), such as telecom (Thakkar, 2019), manufacturing (Patel and Desai, 2018), banking sector (Sunder et al , 2019) and IT sector (Mallali and Gopalkrishna, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Application of Six Sigma methodology in an Indian chemical company

Patyal¹,

Modgil

Koilakuntla³

2020

IJPPM

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PurposeThe aim of this paper is to deploy Six Sigma (SS) methodology for addressing the customer complaints pertaining to Chemical-X in an Indian chemical company.Design/methodology/approachThe study followed a structured Define, Measure, Analyze, Improve, Control (DMAIC) approach to address the customer complaints. The complaints have been classified into different categories along with a project charter in the define phase. In the measure phase, measurement system analysis (MSA) and supplier, input, process, output and control (SIPOC) have been applied. In the analyze and improve phase, why–why analysis, process capability study, how–how analysis, Gage repeatability and reproducibility and Taguchi design have been applied to optimize the manufacturing process parameters for Chemical-X. Lastly, in the control phase, validation of 20 batches has been piloted to validate the optimized parameters.FindingsThe findings of this study highlight the optimization and prioritization of the process parameters. It shows that humidity has the least impact on the manufacturing of Chemical-X, whereas shift type has the maximum impact. The experimental output indicates that the 1st Shift, the holding time after grinding should be twenty-four hours, and the temperature after grinding should be 40 °C to reduce the customer complaints concerning lumps formation in Chemical-X.Research limitations/implicationsThe study is performed for a single product (Chemical-X). It has focused only from the manufacturing process view and not from the transportation, suppliers and downstream supply chain view.Originality/valueA systematic and data-driven approach of the SS methodology ensured that the customer complaints due to lumps formation reduced from 5% (approx.) to 1% (approx.) which resulted in the cost saving of INR 4 million (approx.) annually.

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Critical review and analysis of measuring the success of Six Sigma implementation in manufacturing sector

Cited by 38 publications

References 131 publications

Environmental management accounting practices, management system, and performance

Environmental management accounting practices, management system, and performance

Product Quality Improvement Policies in Industry 4.0: Characteristics, Enabling Factors, Barriers, and Evolution Toward Zero Defect Manufacturing

Application of Six Sigma methodology in an Indian chemical company

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