Evaluating Six Sigma methodology to improve logistical measures of food distribution SMEs

Abstract

Purpose – The purpose of this paper is to investigate the implementation of the Six Sigma methodology as a systematic business strategy and quality initiative to improve the critical logistical measures within small-to-medium-sized food distributors. Design/methodology/approach – The first stage was the conducting of structured questionnaires to verify the applicability in terms of capability, resources and culture in the targeted industry. The second stage was the implementation of two industrial case studies to investigate the impacts of Six Sigma on logistical measures. Findings – It was found that Six Sigma is applicable and beneficial in small-to-medium-sized food distributors. It was also found that required training, personal characteristics of managers, size of the organisation, education level and workplace of the employees are the most effective elements to adopt Six Sigma for these organisations. Research limitations/implications – Cultural factors including high level of secrecy in information exchange, ambiguity and lack of knowledge, sampling population and requirement of ISO9000 were found as key issues in implications of this research programme. Practical implications – Six Sigma programme can be used as a problem solving practice, a performance measurement tool and a business strategy in small food distributors through more simplified approach to improve the ultimate food supply chain. Originality/value – This research paper studies the application of Six Sigma in food logistics SME sector by having integrated research approach, and also provides a practical scientific and rigorous quality and profitability improvement methodology for smaller food distribution organisations with limited resources.

Investigating the readiness of people in manufacturing SMEs to embark on Lean Six Sigma projects

“…The results presented in this paper have concurred with theoretical research found in the literature that the most important LSS success and failure factors are top management commitment and resistance to change (Shokri et al, 2014;Thomas et al, 2014;Assarlind et al, 2013;Delgado et al, 2010;Desai et al, 2012;Choi et al, 2012;Jayaraman et al, 2012;Lee et al, 2011). In fact, this research study has emphasised the human behavioural-related aspects of these factors and more importantly revealed key human resource elements to support LSS implementation.…”

“…This research study has been undertaken through rigorous primary data collection in German manufacturing SMEs and has responded to the call for more empirical work to be done within the LSS implementation area of the literature (Shokri et al, 2014;Thomas et al, 2014;Zhang et al, 2012;. The results presented in this paper have concurred with theoretical research found in the literature that the most important LSS success and failure factors are top management commitment and resistance to change (Shokri et al, 2014;Thomas et al, 2014;Assarlind et al, 2013;Delgado et al, 2010;Desai et al, 2012;Choi et al, 2012;Jayaraman et al, 2012;Lee et al, 2011).…”

“…This is even more apparent within the SME manufacturing sector, where there appears to be much less understanding of issues around LSS implementation and the role of the SME employees and managers in the process (Dora and Gellynck, 2015;Shokri et al, 2014;Timans et al, 2012;Pepper and Spedding, 2010). The term SME for the purposes of this study uses the EU definition of any organisation with less than 250 employees (European Commission, 2003; Department of Trade and Industry, 2005 cited in .…”

Success Factors and Benefits of Six Sigma Implementation in Hospitals: A Systematic Review

“…For (Shokri, A., Oglethorpe, D. & Nabhani, F., 2014), top management support and employees' acceptance of change positively enhance the successful implementation of SS. In a study conducted on Brazilian companies, (De Carvalho, M., Ho, L. & Pinto, S., 2014) suggested three CSFs of SS implementation, namely, organizational (commitment and resources), infrastructure-related (information systems and statistical tools), and human resource dimensions (internal factors related to employees such as their education and training, and external factors such as consultants).…”

“…Examples of factors required to successfully adopt SS include customer and process focus, management by fact, clear objectives, and vision of top management (Caulcutt, R., 2001). According to (Shokri, A., Oglethorpe, D. & Nabhani, F., 2014), top management support and employees' acceptance to change are key CSFs of SS adoption. In some cases, the benefits of SS were not as it should be.…”