Success factors characterisation towards Six Sigma implementation in Indian industries

Ray, Sanjit; Das, Prasun; Bhattacharyay, B. K.

doi:10.1504/ijssca.2012.053457

Cited by 5 publications

(3 citation statements)

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“…Regarding empirical studies conducted in developing countries, researchers have investigated LSS implementation in small and large companies in India (Gupta et al, 2012;Lande et al, 2016;Ray et al, 2012), Malaysia (Ali et al, 2016;Habidin and Yusof, 2013), Iran (Tohidi, 2012), East Africa (Umude-Igbru and Price, 2015), Nigeria (Umude-Igbru and Price, 2015) and Saudi Arabia (Albliwi et al, 2017). The empirical studies conducted in developing countries so far have demonstrated that successful LSS implementation requires extensive top management and employee involvement (Gupta et al, 2012).…”

Section: Lean Six Sigmamentioning

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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Section: Lean Six Sigmamentioning

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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“…The constructs measured in our questionnaire corresponded to the CSFs for LSS implementation identified after a literature review and discussed in the previous section. Each CSF was operationalized through a series of five-point Likert items, taking into account multiple references (Antony, 2014; Cudney et al , 2014; Desai et al , 2012; Habidin and Yusof, 2013; Hess and Benjamin, 2015; Ho et al , 2008; Holmes et al , 2015; Isa and Usmen, 2015; Jeyaraman and Teo, 2010; Laosirihongthong et al , 2006; Lu et al , 2017; Oko and Kang, 2015; Ray et al , 2012; Sunder, 2016; Yi‐zhong et al , 2008). The Likert scale can be found in the vast majority of previous factor studies, probably due to its inherent nature of measuring attitude values.…”

Section: Methodsmentioning

confidence: 99%

Modeling critical success factors of lean six sigma in higher education institutions

Gastelum-Acosta¹,

Limón-Romero²,

Báez-López³

et al. 2023

IJLSS

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Purpose This paper aims to identify the relationships among critical success factors (CSFs) for lean six sigma (LSS) implementation in higher education institutions (HEIs). Design/methodology/approach An extensive literature review was conducted to design the survey instrument, which the authors later administered in Mexican public HEIs to identify the existing relationships among the CSFs and their impact on the benefits obtained from implementing LSS projects. The data were empirically and statistically validated using exploratory and confirmatory factor analysis. Additionally, the authors applied the structural equation modeling (SEM) technique on SPSS Amos to validate the nine hypotheses supporting the research. Findings The results suggest that the success of LSS projects in HEIs is highly bound to a serious commitment from top management and several interrelated factors. Research limitations/implications The main limitations of the study are that the research is cross-sectional in nature and regional in focus. Namely, the data used to validate the structural model were gathered from a small representative subset of the study population – i.e. Mexican public HEIs – and at a specific point in time. Practical implications The results reported here represent a reference framework for HEIs worldwide that wish to continuously improve their processes through LSS improvement projects. Originality/value This study proposes a statistically validated model using the SEM technique that depicts the relationships among LSS CSFs in HEIs.

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“…In ISM-based studies, MICMAC (cross impact matrix multiplication applied to classification) method was also used to classify factors in different categories. Hierarchical clustering approach is also followed by many researchers to establish hierarchy in LSS (Duarte et al 2012;Ray et al 2013;Sordan et al 2020).…”

Section: Introductionmentioning

confidence: 99%

Hierarchy of Critical Success Factors (CSF) for Lean Six Sigma (LSS) in Quality 4.0

Yadav

Shankar

Singh

2021

JGBC

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The fourth industrial revolution, often termed as Industry 4.0 or Smart Manufacturing, is influencing all aspects of business management. Application of Industry 4.0 for quality management purpose is termed Quality 4.0. Lean Six Sigma (LSS) implementation process is also getting influenced by Quality 4.0. Use of Lean Six Sigma in Industry 4.0/Quality 4.0 can create differentiation in performance, and will improve competitiveness of organizations, besides making them future ready. Critical Success Factors (CSF) for Lean Six Sigma in Quality 4.0 set-up are recently established. However, the hierarchy of Critical Success Factors (CSF) for Lean Six Sigma under Quality 4.0 framework is not yet available. This paper establishes the hierarchy using multiple methodologies including ISM (Interpretive Structural Modelling) and TISM (Total Interpretive Structural Modelling), MICMAC (cross-impact matrix multiplication applied to classification), and Hierarchical Clustering. Managerial and theoretical implications of this study are presented from both Lean Six Sigma, and Information Technology perspectives.

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Success factors characterisation towards Six Sigma implementation in Indian industries

Cited by 5 publications

References 0 publications

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

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

Modeling critical success factors of lean six sigma in higher education institutions

Hierarchy of Critical Success Factors (CSF) for Lean Six Sigma (LSS) in Quality 4.0

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