Evaluating critical failure factors for implementing sustainable lean six sigma framework in manufacturing organization

Abstract

Purpose The purpose of this study is to identify, evaluate and develop a structured model to measure the interrelation between critical failure factors (CFFs) that affects the implementation of the sustainable Lean Six Sigma (SLSS) framework in a manufacturing organization. Further solution approaches have been provided that inhibit those CFFs and help in successful implementation of the framework. Design/methodology/approach To find the interrelation among the selected CFFs and develop a systematic structured model, a total interpretive structural modeling (TISM) approach has been used. A 13-level model for selected CFFs has been formed after the application of the TISM approach. Further classification of CFFs has been performed for a better understanding of their nature through MICMAC analysis. Findings A total of 26 SLSS CFFs have been identified through a detailed study of case organization, various literature reviews and experience of panel experts toward developing a systematic model of CFFs. The solution approach has been provided by panel experts based on their industrial experiences after observing the role of CFFs in the developed model. Based on the analysis, it was found that most dependent and dominant CFFs affect the implementation of the SLSS framework in the case organization. Practical implications This study helps SLSS practitioners, project managers, decision-makers and academicians of manufacturing industries to a better understanding of the failure factors and their interrelations while implementing the SLSS framework in manufacturing organizations. This study also guides the systematic solution approach which helps in tackling such problems that occurred in manufacturing organizations. Originality/value In this study, the TISM-based structural model of CFFs for implementing the SLSS framework in manufacturing organizations has been proposed which is a very new effort in the area of a manufacturing environment.

Challenges in the implementation of lean manufacturing in the wood and furniture industry

“…The LM concept we know today consists of indispensable activities applied in the current management and production practices such as automotive, aerospace, furniture manufacturing, textile, process industry and service industry (Kumar and Vinodh, 2020). Due to the foreseen importance of LM, many manufacturing organizations are fine-tuning their operations and taking a proactive role in developing cleaner processes through green lean practices (Singh et al, 2020), lean six sigma (Jamil et al, 2020;Swarnakar et al, 2020) and integrating industry 4.0 into lean production (Tortorella et al, 2020;Yadav et al, 2020). Notwithstanding, various initiatives of LM have widely been adopted in a variety of industries, particularly in developed countries with many successful cases reported in the literature (Pearce et al, 2018).…”

Investigating additive manufacturing implementation factors using integrated ISM-MICMAC approach

“…The top management must give continuous and uninterrupted support for the successful implementation of AM by effective knowledge creation and sharing among the workers. It will also motivate the people involved in AM implementation and will make them understand the value of implementation which will ultimately lead to firm competitiveness (Dwivedi et al, 2017;Gaikwad et al, 2020;Singh et al, 2007). Vasanthakumar et al (2016) suggested that information sharing is a necessary factor required for collaborative interorganizational relationships.…”

“…Ruffo et al (2007) and Oettmeier and Hofmann (2016) summarized significant challenges in the AM implementation concerning supply chain management, logistics and distribution, outsourcing, operations and product design and development. Widespread implementation of AM is not evident in many of the industries because of certain factors which need to be identified and mitigated (Sonar et al, 2020). AM literature reports sector-specific exploratory studies on understanding enablers and barriers of AM implementation such as dentistry (Deradjat and Minshall, 2017), automotive (Dwivedi et al, 2017), small and medium-sized enterprises (SMEs) (Conner et al, 2015) and engineering services (Mellor et al, 2014).…”

The Relationship between Eco-Innovation and Smart Working as Support for Sustainable Management

“…Therefore, they are referred to as innovative leaders. Prior studies focused on sustainable leadership and smart working but by now, only a few of them made a direct connection with eco-innovation [9][10][11][12].…”

“…In response to the crisis, production should be lean, minimize defects, reduce or eliminate inventories to sustain very productive and cost-efficient organizations [12][13][14]. Furthermore, digital infrastructure, investment in professional qualifications [10,[14][15][16], and mindfulness of the employees is the solution to continue the activity, without health and economic negative consequences.…”