Factorial structure for Six Sigma project barriers in Indian manufacturing and service industries

Ambekar, Suhas Suresh; Hudnurkar, Manoj

doi:10.1108/tqm-02-2017-0021

Cited by 30 publications

(46 citation statements)

References 51 publications

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“…However, LSS implementation in Indian MSME depends heavily on vital CSFs such as "Involvement of Employees", "Top Management Commitment and Involvement", "VOCs", "Leadership", "Project Selection and Prioritization", "Cultural Transformations", "Understanding of LSS approach", "Strategic Planning", "Process Management", "Product Design Strategy", "Linking LSS to customer" and "Linking LSS to business goals" (Lande et al, 2016Yadav and Desai, 2017). It is critical to tackle the barriers to LSS implementation in Indian MSME to initiate cultural change in the organization (Ambekar and Hudnurkar, 2017;Singh et al, 2019). Besides, the need of the hour is to study the MSME' readiness and competitiveness for change and to gain more insights on LSS enablers (Douglas et al, 2017).…”

Section: Lean Six Sigma For Msmementioning

confidence: 99%

Lean Six Sigma competitiveness for micro, small and medium enterprises (MSME): an action research in the Indian context

Bhat¹,

Gijo

Rego

et al. 2020

TQM

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PurposeThe aim of the article is to ascertain the challenges, lessons learned and managerial implications in the deployment of Lean Six Sigma (LSS) competitiveness to micro, small and medium Enterprises (MSME) in India and to establish doctrines to strengthen the initiatives of the government.Design/methodology/approachThe research adopts the Action Research methodology to develop a case study, which is carried out in the printing industry in a Tier III city using the LSS DMAIC (Define-Measure-Analyze-Improve-Control) approach. It utilizes LSS tools to deploy the strategy and to unearth the challenges and success factors in improving the printing process of a specific batch of a product.FindingsThe root cause for the critical to quality (CTQ) characteristic, turn-around-time (TAT) is determined and the solutions are deployed through the scientifically proven data-based approach. As a result of this study, the TAT reduced from an average of 1541.2–1303.36 min, which in turn, improved the sigma level from 0.55 to 2.96, a noteworthy triumph for this MSME. The company realizes an annual savings of USD 12,000 per year due to the success of this project. Top Management Leadership, Data-Based Validation, Technical Know-how and Industrial Engineering Knowledge Base are identified as critical success factors (CSFs), while profitability and on-time delivery are the key performance indicators (KPIs) for the MSME. Eventually, the lessons learned and implications indicate that LSS competitiveness can be treated as quality management standards (QMS) and quality tools and techniques (QTT) to ensure competitive advantage, sustainable green practices and growth.Research limitations/implicationsEven though the findings and recommendations of this research are based on a single case study, it is worth noting that the case study is executed in a Tier III city along with novice users of LSS tools and techniques. This indicates the applicability of LSS in MSME and thus, the modality adopted can be further refined to suit the socio-cultural aspects of India.Originality/valueThis article illustrates the deployment of LSS from the perspective of novice users, to assist MSME and policymakers to reinforce competitiveness through LSS. Moreover, the government can initiate a scheme in line with LSS competitiveness to complement the existing schemes based on the findings of the case study.

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Section: Lean Six Sigma For Msmementioning

confidence: 99%

Lean Six Sigma competitiveness for micro, small and medium enterprises (MSME): an action research in the Indian context

Bhat¹,

Gijo

Rego

et al. 2020

TQM

View full text Add to dashboard Cite

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“…An established method like TQM also finds "resistance to change" and "lack of resources" as major obstacles in its successful implementation (Bhat and Rajashekhar, 2009). Owing to ambidextrous nature of Six Sigma organisations (Schroeder et al, 2008), major barriers regarding organisational resources are financial and time constraints (Albliwi et al, 2014;Marzagão and Carvalho, 2016;Ambekar and Hudnurkar, 2017). As Six Sigma transformation takes place at operational as well as strategic levels, it warrants both operational resources and organisational change (McAdam and Hazlett, 2010).…”

Section: Six Sigma Project Capability Deficienciesmentioning

confidence: 99%

“…Items for various constructs were adopted from existing literature. A questionnaire was developed using barriers to Six Sigma implementation (Ambekar and Hudnurkar, 2017) to define Six Sigma project capability deficiency. The ratings (1-5) indicated the degree to which barriers affected the success of Six Sigma projects.…”

Section: Measurementioning

confidence: 99%

Empirical analysis of Six Sigma project capability deficiency and its impact on project success

Hudnurkar

Ambekar

Bhattacharya

2019

TQM

Self Cite

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Purpose The purpose of this paper is to understand the deficiencies in Six Sigma project capability and empirically validating its impact on project success. Design/methodology/approach Deficiencies are identified from literature focusing on Six Sigma challenges or barriers. The study used a survey approach by circulating questionnaires to 400 Six Sigma professionals from 40 multinational organisations. The conceptual model is composed of 16 items measuring five constructs for hypothesis testing. Furthermore, structural equation modelling was used to identify the relationship between Six Sigma project capability deficiency and project success. Findings The findings of the study suggest that inadequate top management support, inadequate resources and change management and inadequate quality maturity form Six Sigma project capability deficiency and affect project success. Research limitations/implications The study uses resource-based view to understand the deficiencies in Six Sigma project capability and their impact on project success. The study confirms that organisational capabilities in implementing Six Sigma affect the success of the projects. Practical implications The results of this study reveal that inadequate top management support, inadequate quality maturity of the organisation and inadequate resources and change management result into a deficiency in Six Sigma project capability. Quality managers in manufacturing and service organisations should attempt to improve these capabilities to achieve competitive advantage. Originality/value The study contributes to the literature by exploring the capability outlook of Six Sigma. The study attempts to fill the gap in Six Sigma literature by providing a structural model for understanding Six Sigma project capability deficiency and its impact on Six Sigma project success.

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“…These tools are very much useful for manufacturing firms in controlling and eliminating quality-related problems which occur during different phases of production. Identifying the possible causes for the problem/defect can be done by using a tool called cause and effect diagram (Meybodi, 2005;Ambekar and Hudnurkar, 2017). Similarly, a bar chart showing the various factors for a problem/defect can be known using the Pareto analysis has their own function in improving the quality (Mandal et al, 2000).…”

Section: Literature Review 21 Basic Quality Toolsmentioning

confidence: 99%

Defect reduction in an electrical parts manufacturer: a case study

Sreedharan

Rajasekar

Kannan

et al. 2018

TQM

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Purpose Defective parts in manufacturing is a serious issue faced by every manufacturer. Even after proper care in design, material selection and manufacturing of product, there exists a defective part. The purpose of this paper is to explore the quality of the manufacturing, and find the use of effective quality tools to reduce the part defect rate in an electrical parts manufacturing unit, thereby, reducing the replaced cost of defective parts. Design/methodology/approach With the help of quality initiatives, like total quality management (TQM) and Lean Six Sigma (LSS), the firms can produce quality product in each stage of production. The paper focuses on the primary data collected from the XYZ electric manufacturer. Findings The main finding of this case analysis is that by the effective use of quality tools, the defective part return rate can be reduced, because of which the firm can observe reduction in replaced cost of almost INR24 lakh. In addition, 10A switch part contributes more in replacement cost. Further, it adds to the 35 percent of the overall part rejection. Research limitations/implications The study is more focused on particular type of switch product and can extend to other types of products. In addition, the analysis reveals the results of only 88 percent of the defective products. Practical implications The study provides results of the improved quality by effective use of quality tools and discusses the different types of defects in the electrical parts manufacturing. Introducing TQM and LSS to manufacturing can reduce the customer return rate to 1,300 parts per million (PPM) and even to 1,000 PPM in future. Originality/value The paper discusses the quality issues in the electrical manufacturer. Moreover, the case analysis briefs effective ways to improve the product quality and reduce the rejection rate.

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Factorial structure for Six Sigma project barriers in Indian manufacturing and service industries

Cited by 30 publications

References 51 publications

Lean Six Sigma competitiveness for micro, small and medium enterprises (MSME): an action research in the Indian context

Lean Six Sigma competitiveness for micro, small and medium enterprises (MSME): an action research in the Indian context

Empirical analysis of Six Sigma project capability deficiency and its impact on project success

Defect reduction in an electrical parts manufacturer: a case study

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