scholarly journals Critical success factors of Lean Six Sigma from leaders’ perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Alnadi ◽  
Patrick McLaughlin
Keyword(s):  
Thematic Analysis ◽  
Six Sigma ◽  
Success Factors ◽  
Employee Motivation ◽  
Lean Six Sigma ◽  
Previous Literature ◽  
Successful Implementation ◽  
Content Type ◽  
Critical Success ◽  
Key Aspects

Purpose This paper aims to provide a synthesis of the results of the previous literature on leadership behaviours that enable successful Lean Six Sigma implementation. Design/methodology/approach The published literature that relates to leadership and Lean Six Sigma has been included. A thematic analysis was conducted on the previous literature which helped in identifying the relevant aspects and associating the behaviours with specific aspects. Findings After analysing the literature, seven key aspects have emerged: communication, culture of continuous improvement, coaching and developing employees, creating vision and aligning goals, employee motivation, employee empowerment and leadership commitment and support. The main leadership behaviours that facilitate and support Lean Six Sigma implementation have been summarised. Originality/value Thematic analysis in this field is scarce, so identifying the leadership behaviours’ themes can help researchers in developing a framework of leadership behaviours. Organisations and practitioners of Lean Six Sigma can take into consideration these behaviours as a key to the successful implementation of Lean Six Sigma. They can adjust their behaviours and know the behaviours that need to be developed amongst leaders. This would facilitate the Lean Six Sigma journey by overcoming the challenges that face practitioners during Lean Six Sigma implementation.

scholarly journals Lean Six Sigma implementation in East Africa: findings from a pilot study

2015 ◽  
Vol 27 (6) ◽  
pp. 772-780 ◽  
Author(s):  
Alexander Douglas ◽  
Jacqueline Douglas ◽  
Jacqueline Ochieng
Keyword(s):  
Pilot Study ◽  
East Africa ◽  
Six Sigma ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
East African ◽  
Content Type ◽  
Critical Success ◽  
Training Courses

Purpose – This paper reports the results of a pilot study on the implementation of Lean Six Sigma (LSS) in East African service and manufacturing organizations. The purpose of this paper is to determine the critical success factors for implementation of such a strategy as well as any barriers. A further aim was to determine the knowledge, usage and usefulness of LSS tools and techniques within those organizations. Design/methodology/approach – A quantitative approach was taken utilizing a survey questionnaire which was sent to a sample of organization employees who had attended Yellow, Green or Black Belt LSS training courses organized by the Kenya Institute of Management in Nairobi. Employees attending such courses came from Kenya, Uganda, Tanzania and Rwanda. Findings – Results indicate that the most useful tools are most of the original seven tools of quality improvement proposed by Ishikawa over 50 years ago and the most important factor for successful implementation of LSS is management involvement and participation. Research limitations/implications – The main limitation is that this is a pilot study so to confirm the findings a full survey of East African organization needs to be undertaken. Practical implications – The findings have implications for trainers, consultants and practitioners with regards to the implementation of LSS within organizations as well as the focus of the content of LSS training courses. Originality/value – This paper reports the first study on the implementation of LSS in East Africa and will be of value to practitioners, trainers, consultants and researchers of LSS in East Africa and beyond.

Critical success factors of TQM, Six Sigma, Lean and Lean Six Sigma

2018 ◽  
Vol 25 (9) ◽  
pp. 3479-3504 ◽  
Author(s):  
Raja Sreedharan V. ◽  
Vijaya Sunder M. ◽  
Raju R.
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Future Research ◽  
Successful Implementation ◽  
Total Quality ◽  
Content Type ◽  
Critical Success ◽  
The Future

Purpose The purpose of this paper is to review the existing literature on the critical success factors (CSFs) of various continuous improvement (CI) like total quality management (TQM), Lean, Six Sigma and Lean Six Sigma (LSS), and perform a content analysis (CA) leading to an agenda for future research. Design/methodology/approach CA is based on literature review of 41 papers published in peer-reviewed scholarly journals. A four-stage methodology is used by the authors, with Stage 1 featuring relevant material collection; Stage 2 presenting a descriptive analysis; Stage 3 outlining the category selection; and Stage 4 featuring the material evaluation using clustering and Pareto analysis. Findings The CA revealed various research implications and directions for the future. The number of studies in the literature regarding CSF assessment is found to be far from substantial while compared to CI implementation. Assessment methodologies developed have been ranging from qualitative to quantitative models. Key gaps were identified and directions for CSF assessment are proposed which requires further validation. Research limitations/implications Only articles that appeared in peer-reviewed journals were analyzed; conference papers, reports, manuals and white papers from practice were excluded. Another limitation of the paper would be the scope of CA limited to four CI constructs – TQM, Lean, Six Sigma and LSS. Research implications indicate that the future studies in this domain would be intensive toward analyzing the vital CSFs for enterprise organizational excellence and not merely process excellence. Practical implications This review study can serve as a resource for both researchers and practitioners to understand the importance of CSFs and positioning CSFs for the successful implementation of CI programs. Originality/value The CA on the existing literature on CSFs for CI presents a unique, systematic effort to identify an agenda for future research. This study is the apparently the first of its kind on CSF assessment.

Critical success factors of Lean Six Sigma deployment: a current review

2015 ◽  
Vol 6 (4) ◽  
pp. 339-348 ◽  
Author(s):  
Fairul Anwar Abu Bakar ◽  
Khairanum Subari ◽  
Mohd Amran Mohd Daril
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Success Story ◽  
Content Type ◽  
Critical Success ◽  
Improvement Methodologies ◽  
Practical Implications ◽  
A Current

Purpose – The purpose of this paper is to review and gather the latest critical success factors (CSF) of Lean Six Sigma (LSS) deployment and implementation into a comprehensive list of factors. Design/methodology/approach – The approach taken by authors in this study was to analyze the latest literature review starting 2010 onwards and focus on CSFs of LSS (not dedicated as Lean or Six Sigma) by excluding other improvement methodologies or initiatives, e.g. Lean, Six Sigma, TQM, TRIZ etc. Findings – Five significant CSFs were identified (initially 97 CSFs listed from 13 papers) out of nine groups/headers listed in clustering analysis using Affinity Diagram tool and new headers mapping. Practical implications – Most of the organisations were aware of the success story on LSS, but did not scrutinize or consider its CSFs. By knowing the outcome of this paper, it can help open eyes regarding readiness before implementing LSS. Originality/value – At the end of this paper, the authors tried to cluster the CSFs similarities that could intentionally provide the guidelines and references to industries/companies for successful deployment and implementation of LSS in future endeavours.

Identify critical success factors to implement integrated green and Lean Six Sigma

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mrigendra Nath Mishra
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Comparative Investigation ◽  
Subject Area ◽  
Lean Six Sigma ◽  
Lean Management ◽  
Content Type ◽  
Critical Success ◽  
The Subject

Purpose The purpose of this paper is analysis of Green and Lean Six Sigma, based on the success factors in its use through a well thought-out literature review, is being planned; a framework has been integrated in a productive manner with the Green and Lean and Six Sigma methods so as to incorporate and actualize the execution. Design/methodology/approach The methodology consists of comparative investigation of Green, Lean management and Six Sigma using open written work, essential analysis at data and master experience of the researchers. To achieve this goal, a significant review of the existing literature of the subject area has been done to prepare a framework in view of the critical success factors. A study was arranged and flowed survey from various businesses utilizing John’s Macintosh Project (JMP) statistical software. Findings The paper establishes the distinguishing proof of five success factors with their situational importance and shows that the integrated Green and Lean Six Sigma can drive the organizations to optimize their resources and cost of services or productions. Practical implications A Green and Lean Six Sigma organization would take profits by the use of the proposed framework in an alternate extent of organizations should be dynamic. The organizations should assess their shortcomings and qualities, set needs and perceive objectives for fruitful implementation. Originality/value Suggestions are being made regarding thoughts and methods that would constitute a Green and Lean Six Sigma organization. The suggested framework compare the method for improvements that may occur in organizations while implementation of the Green and Lean management or Six Sigma.

Critical success factors for Six Sigma implementation in Indian SMEs: an evaluation using AHP

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Davinder Singh ◽  
Gurwinder Singh
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Small And Medium Enterprises ◽  
Indian Subcontinent ◽  
Empirical Studies ◽  
Successful Implementation ◽  
Content Type ◽  
Individual Level ◽  
Critical Success

Purpose The purpose of this paper is to identify critical success factors (CSFs) for implementing Six Sigma framework affecting and influencing quality, operational and financial performance of small and medium enterprises (SMEs). It also intends to guide researchers and practitioners in selecting appropriate set of CSFs for effective implementation of Six Sigma using analytical hierarchy process (AHP). Design/methodology/approach In this study, a significant number of small and medium manufacturing organizations have been extensively surveyed to ascertain the contributions made by CSFs toward successful deployment of Six Sigma. The evaluation and the ranking of the CSFs among others, as well as on an individual level have been worked out using AHP. Findings The research study reveals that 13 CSFs have scored 75.9% in the success index, which is a significant figure to consider the importance, as well as their contribution toward successful implementation of Six Sigma in Indian SMEs. Research limitations/implications The study mainly remains confined to the CSFs for Six Sigma implementation in SMEs from Indian subcontinent. Originality/value This paper contributes to the knowledge of academicians, practitioners and project managers by providing an insight into the evolution of the CSFs for implementing Six Sigma paradigms in Indian SMEs. The study drastically reduces implementation hassles and simplifies execution for empirical studies. The findings are not restricted to India but are generalizable and can globally used in deciding determinants of Six Sigma framework.

scholarly journals Forces affecting one Lean Six Sigma adoption process

2014 ◽  
Vol 5 (3) ◽  
pp. 324-340 ◽  
Author(s):  
Marcus Assarlind ◽  
Lise Aaboen
Keyword(s):  
Six Sigma ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Adoption Process ◽  
Content Type ◽  
The Past ◽  
Critical Success ◽  
Future Success ◽  
Manufacturing Company ◽  
Current Point

Purpose – The purpose of this paper is to identify forces (in the form of converters and inhibitors) of Lean Six Sigma adoption by studying the gradual adoption of Lean Six Sigma in a medium-sized Swedish manufacturing company. The paper suggests how the converters and inhibitors interact toward increased maturity of the adoption and, in this case, stagnation thereof. Design/methodology/approach – Thirteen interviews were recorded and analyzed to identify converters that were moving the process forward or backward, as well as inhibitors that caused it to linger. Findings – It was discovered that activities that had initially moved the process forward were not sufficient to move it beyond its current point. However, an increased knowledge of Lean Six Sigma throughout the organization now prevents the process from moving in the opposite direction. In this medium-sized Swedish manufacturing company, Lean Six Sigma becomes a framework for thought and communication during Lean work. Research limitations/implications – The study benefited from considering forces pushing the process forward as well as backward. Thus, the authors suggest that future studies will benefit from focusing beyond critical success factors that may at times are static in nature. As a limitation, for discussions about the past, the memories of interviewees, generally, may have a tendency to be biased. Originality/value – The paper contributes knowledge of Lean Six Sigma adoptions and how they may attain greater future success by reporting on difficulties and setbacks in the current gradual adoption process in a chosen company.

Critical review of literature on Lean Six Sigma methodology

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anand S. Patel ◽  
Kaushik M. Patel
Keyword(s):  
Critical Review ◽  
Six Sigma ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Research Field ◽  
Content Type ◽  
Entry Level ◽  
Critical Success ◽  
Six Sigma Methodology ◽  
Failure Factors

Purpose This paper aims to develop an initial understanding of the Lean Six Sigma methodology since its inception and examine the few Lean Six Sigma dimensions as a research domain through a critical review of the literature. Design/methodology/approach The paper is structured in two-part. The first part of the paper attempts to dwell on the evolution of the Lean Philosophy and Six Sigma methodology individually and the emergence of Lean Six Sigma methodology, covered under the Lean Six Sigma: a historical outline section. The second part of the study examines the dimensions associated with Lean Six Sigma such as frameworks, critical success factors, critical failure factors, type of industry, performance metric, year, publisher and journal, based on a total of 223 articles published in 72 reputed journals from the year 2000 to 2019 as a literature review. Findings The adoption of Lean Six Sigma, as a continuous improvement methodology, has grown enormously in the manufacturing and few service sectors such as health care and higher education during the past decade. The study revealed that researchers came out with conceptual frameworks for the implementation of Lean Six Sigma, whereas the validation through case studies seems to be lacking. The integration of Lean Six Sigma and other approaches with a focus on sustainability and the environment has emerged as a research field. A few of the most common critical success and failure factors were identified from the articles studied during the study. Research limitations/implications This paper may not have included some of the studies due to the inaccessibility and selection criteria followed for the study. Originality/value This paper will provide an initial introduction on Lean, Six Sigma and Lean Six Sigma and research insights Lean Six Sigma to beginners such as students, researchers and entry-level professionals.

Critical success factors for lean six sigma in quality 4.0

2021 ◽  
Vol 13 (1) ◽  
pp. 123-156 ◽  
Author(s):  
Neeraj Yadav ◽  
Ravi Shankar ◽  
Surya Prakash Singh
Keyword(s):  
Six Sigma ◽  
Industry 4.0 ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Related Factors ◽  
Seamless Integration ◽  
Content Type ◽  
Critical Success ◽  
Set Up

Purpose Critical success factors (CSF) for lean six sigma (LSS) using quality 4.0 are not researched so far. This study aims to bridge this gap. It also validates CSF already identified for LSS under conventional technologies. Design methodology approach Empirical research using the questionnaire method is conducted. Construct of the questionnaire is checked using Cronbach’s alpha and responses received are analysed using t-test and exploratory factor analysis. Findings In total, 20 factors are evaluated for LSS success. It includes 7 factors related to quality 4.0 technologies and 13 related to the conventional set-up. All 7 quality 4.0 related factors were found critical; whereas, under traditional set-up, 11 factors out of 13 were found critical. Practical implications The study will help enterprises in the fast and effective adoption of quality 4.0 and seamless integration with LSS. The post-Covid-19 business scenario is expected to be information technology focussed. The findings of this study will be useful in these circumstances. Consultants and practitioners can prioritise their efforts based on newly identified CSF. The new revelation about CSF for LSS in quality 4.0 enriches theory as well. Social implications Developing skills based on newly identified CSF will help people in remaining employable in the era of automation, robotics and artificial intelligence which is otherwise ill-famed for destroying jobs. Originality value CSF for LSS using quality 4.0 is a new contribution. It differentiates CSF established earlier for conventional technologies. Moreover, many CSF are common for LSS and industry 4.0, therefore this study will also help in smoother adoption of industry 4.0/quality 4.0 in organisations.

A new framework to support Lean Six Sigma deployment in SMEs

2019 ◽  
Vol 10 (1) ◽  
pp. 58-80 ◽  
Author(s):  
Carlos Abraham Moya ◽  
Daniel Galvez ◽  
Laurent Muller ◽  
Mauricio Camargo
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Success Factors ◽  
Performance Indicator ◽  
Lean Six Sigma ◽  
Organizational Capabilities ◽  
Successful Implementation ◽  
Manufacturing Companies ◽  
Content Type ◽  
Readiness Level

Purpose The purpose of this paper is to propose an assessment approach to evaluate the organizational capabilities to deploy a Lean Six Sigma (LSS) strategy. Design/methodology/approach Based on a comprehensive literature review, critical success factors required to deploy LSS were defined. These key factors are evaluated by a questionnaire based on maturity grids and structured as a multi-criteria model to compute a potential LSS performance indicator. This approach is illustrated through two case studies. Findings To promote a successful implementation of LSS in SMEs, it is necessary to consider five main critical factors. The evaluation of these factors could be achieved thanks to a multi-criterion-based maturity indicator for the LSS implementation. The case studies show that this approach allows SMEs to understand their strengths and weaknesses and thus better prepare the implementation of LSS. Research limitations/implications The proposed tool identifies characteristics of companies leading to successful LSS implementation; but is not yet able to provide a detailed strategy to improve them. The case studies were applied to manufacturing companies; therefore, there is no evidence of conclusions in the context of services. Practical implications The proposed methodology will help managers and practitioners to evaluate the readiness level of a company to implement LSS. Then, they could estimate the effort required to achieve the LSS deployment. Originality/value This paper proposes a new metric of the capacity to implement the LSS successfully in SMEs: the Lean Six Sigma Global Index. This indicator is based on a survey completed by managers and supported by observable phenomena to establish a tailored diagnosis before the LSS implementation.

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