Critical success factors of Lean Six Sigma practices on business performance in Malaysia

Ali, Naimah; Choong, Chee Wei; Jayaraman, K.

doi:10.1504/ijpqm.2016.075251

Cited by 26 publications

(24 citation statements)

References 17 publications

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“…Six Sigma was found to have a significant and positive impact on the organisational performance of the DPF. This result is consistent with that of past studies (Ahmed et al, 2018;Ali et al, 2016;Gunawan and Karimah, 2017;Hilton et al, 2008;Hwang et al, 2018;Jacobs et al, 2015;Mishra and Sharma, 2017;Nayeri and Rostami, 2016;Patyal and Koilakuntla, 2017;Sin et al, 2015;Singh et al, 2017;Swink and Jacobs, 2012;Uluskan et al, 2017;Zu et al, 2008). Results suggested that Six Sigma is critical for the DPF to achieve its goals and attain the planned performance.…”

Section: Discussionsupporting

confidence: 91%

“…The bulk of evidence revealed that Six Sigma was positively and significantly related to organisational performance (Hilton et al, 2008;Zu et al, 2008;Swink and Jacobs, 2012;Jacobs et al, 2015;Sin et al, 2015;Ali et al, 2016;Nayeri and Rostami, 2016;Gunawan and Karimah, 2017;Hwang et al, 2018;Mishra and Sharma, 2017;Patyal and Koilakuntla, 2017;Singh et al, 2017;Uluskan et al, 2017;Ahmed et al, 2018). Six Sigma also has a role in enhancing quality management (Al-Aomar and Chaudhry, 2018;Raja et al, 2016), saving time and cost (Pande et al, 2000) and increasing innovation (He et al, 2015).…”

Section: Research Hypothesesmentioning

confidence: 99%

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The mediating role of innovation culture on the relationship between Six Sigma and organisational performance in Dubai police force

Alosani¹,

Yusoff

Al-Ansi

et al. 2020

IJLSS

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Purpose This study aims to empirically examine the relationship between Six Sigma and organisational performance of the Dubai Police Force (DPF). Moreover, this study further explores the role of innovation culture as a mediating variable between this relationship. Design/methodology/approach A questionnaire survey was conducted to collect research data. The population of the study was composed of head section officers of the DPF. A total of 388 questionnaires were distributed amongst respondents in which 252 of them were returned. Structural equation modelling was performed to test the hypothesised model. Findings Central findings confirmed the effect of Six Sigma and innovation culture on organisational performance. Additionally, innovation culture was found to partially mediate the effects of Six Sigma on organisational performance. Practical implications Findings from this study may enlighten managers, practitioners and academicians on the importance of using Six Sigma in the policing field. This study advocates taking into account preparing appropriate culture when implementing Six Sigma projects given its role in facilitating the implementation of these projects and achieving success. Six Sigma with innovation culture provides a key opportunity for the creation of uniqueness and has the potential to significantly influence organisational performance. Originality/value This study adds to the current knowledge on the role of Six Sigma on organisational performance of police agencies. This study is the first to provide empirical evidence on the mediating role of innovation culture on the relationship between Six Sigma and organisational performance in policing context.

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Section: Discussionsupporting

confidence: 91%

Section: Research Hypothesesmentioning

confidence: 99%

The mediating role of innovation culture on the relationship between Six Sigma and organisational performance in Dubai police force

Alosani¹,

Yusoff

Al-Ansi

et al. 2020

IJLSS

View full text Add to dashboard Cite

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“…There has been a noticeable increase in the popularity of LSS and its application in the industrial world (Yadav and Desai, 2016). The literature on the subject has also increased in recent years (Assarlind et al, 2012;Sreedharan and Raju, 2016;Yadav and Desai, 2016), and a range of empirical studies has been conducted (Ali et al, 2016;Habidin et al, 2016;Swarnakar and Vinodh, 2016). Nevertheless, although many case studies have investigated LSS implementation, it is still necessary to develop a deeper understanding of the application of LSS practices at the empirical level (Yadav and Desai, 2016), especially in the manufacturing sector (Albliwi et al (2015)).…”

Section: Introductionmentioning

confidence: 99%

Lean Six Sigma in developing countries: evidence from a large Brazilian manufacturing firm

Scheller¹,

Sousa-Zomer

Cauchick‐Miguel

2018

IJLSS

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Purpose Although the literature on Lean Six Sigma (LSS) implementation has evolved, a deeper understanding of the LSS practices applied in organisations in developing countries is needed. This paper aims to analyse LSS in a manufacturing company in the context of LSS implementation in an emerging economy. Design/methodology/approach This paper uses case-based research. Data collected in a large manufacturing company through multiple sources of evidence were triangulated to derive the findings. This paper analyses aspects related to the implementation of both programmes and their synergy, as well as some critical and failure factors. Findings The main results show that Lean and Six Sigma are applied separately in two different programmes. Some aspects that are necessary to increase the integration of both approaches were identified while considering each phase of the DMAIC and the current approach applied by the company. Although some positive results have been achieved, there are many critical and failure factors that may influence the implementation of both approaches, such as employee training and changes in the organisational environment. Finally, the comprehensive integration of both approaches needs to be undertaken by the company. Research limitations/implications The findings from this single case study cannot be generalised. Practical implications This paper may be used as a guiding reference for managers and consultants to help them when working towards more successful LSS implementation. Originality/value First, this paper investigates LSS in a manufacturing firm located in a developing country; this issue is still seldom addressed in the literature. Second, it may contribute to practitioners’ knowledge by delivering insights into a real context, as well as the relevant issues to be addressed when implementing LSS in similar contexts.

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“…LSS demands some substantial investment from an organization in creating various assets, generating resources, hardware and software purchase, preparation materials, consultation service, organization rewards and reorganizational system, MBB, BB and GB training, among others, to build and sustain the culture (Abu Bakar et al , 2015). The top management motivates the LSS implementation by allotment of financial rewards in the form of money or expensive goods and services or through investments in the areas such as cantina, wardrobes, salary increments or yearly bonuses (Abu Bakar et al , 2015; Ali et al , 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

“… (A) Antony et al (2018); (B) Ruben et al (2018); (C) Lande et al (2016); (D) Antony et al (2017); (E) Antony et al (2016); (F) Ali et al (2016); (G) Abu Bakar et al (2015); (H) Kumar et al (2015); (I) Antony (2014); (J) Lertwatta;napongchai and William Swierczek (2014); (K) Fadly Habidin and Mohd Yusof (2013); (L) Franchetti and Barnala (2013); (M) Antony et al (2012); (N) Hilton and Sohal (2012); (O) Laureani and Antony (2012); (P) Manville et al (2012); (Q) Psychogios and Tsironis (2012); (R) Psychogios et al (2012); (S) Jeyaraman and Kee Teo (2010); (T) Pepper and Spedding (2010); (U) Näslund (2008)…”

Section: Figurementioning

confidence: 99%

Analyzing the critical success factors influencing Lean Six Sigma implementation: fuzzy DEMATEL approach

Raval

Kant

Shankar

2021

JM2

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Purpose Lean Six Sigma (LSS) is receiving a tremendous attention as a modern process of streaming to improve the organizational ability and customer satisfaction. A successful LSS implementation is influenced by various factors and the execution of all the influencing factors simultaneously is a very difficult task for any organization. From the perspective of limitation of resources, this paper aims to present a basic issue in an LSS implementation of clustering complex and impacting factors into groups to achieve them in a stepwise manner. This paper aims to present a fundamental issue of clustering the complex and impacting factors of an LSS implementation into groups to achieve them stepwise. Design/methodology/approach A total of 40 relevant influencing factors toward an LSS implementation have been identified from the extensive literature review and duly validated with experts’ opinions. Integrated fuzzy set theory and decision-making trial and evaluation laboratory (DEMATEL) approach are demonstrated to explore the causal relationships among influencing factors of the LSS implementation. An empirical case analysis of an Indian manufacturing organization is carried out to illustrate the utilization of the proposed model. Findings The proposed framework effectively finds out the significance of each influencing factor of an LSS implementation and clustered into cause–effect groups. As per the results of the empirical case analysis, ten critical success factors (CSFs) of the LSS implementation are evaluated for the successful LSS implementation. Top management pays more attention to achieve them and implement them in a phase-wise approach under the limitations of accessible resources. Research limitations/implications The presented framework provides an effective, precise and systematic decision support tool for recognizing CSFs of the LSS implementation. The organization, decision-makers, industrial practitioners and academic researchers may be able to comprehend the cause–effect relationship of the influencing factors of the LSS implementation. The exploratory nature and the single case study are two major limitations of this analysis. The developed model is heavily dependent on the experts’ opinions; hence, any bias in judgment will influence the final result. Originality/value This analysis is the first of its kind of effort, according to the best of the authors’ knowledge, to classify the influencing factors of LSS implementation into the cause–effect cluster. The outcomes of this analysis make the complexity of a problem easier in handling and assisting the decision-making.

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Critical success factors of Lean Six Sigma practices on business performance in Malaysia

Cited by 26 publications

References 17 publications

The mediating role of innovation culture on the relationship between Six Sigma and organisational performance in Dubai police force

The mediating role of innovation culture on the relationship between Six Sigma and organisational performance in Dubai police force

Lean Six Sigma in developing countries: evidence from a large Brazilian manufacturing firm

Analyzing the critical success factors influencing Lean Six Sigma implementation: fuzzy DEMATEL approach

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