scholarly journals Factors in the successful implementation of Six Sigma in Canadian manufacturing firms

2006 ◽  
Author(s):  
David Tran
Keyword(s):  
Six Sigma ◽  
Manufacturing Firms ◽  
Successful Implementation ◽  
Canadian Manufacturing

EMPLOYEE ENGAGEMENT FOR HIGH FIRM PERFORMANCE: THE CASE OF LEAN SIX SIGMA AT A MALAYSIA TRADING COMPANY

2020 ◽  
Vol 9 (1) ◽  
Author(s):  
Hadijah Iberahim ◽  
Izmahariz Azman ◽  
Mohd Haniff Shahri ◽  
Nur Fara Ellyanie Abdul Hamid
Keyword(s):  
Knowledge Sharing ◽  
Employee Engagement ◽  
Six Sigma ◽  
Relevant Literature ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Management Support ◽  
High Productivity ◽  
Trading Company ◽  
Goal Clarity

Lean Six Sigma (LSS) is a method that helps an organization to maximize profit and minimize cost. One of the essential factors for a successful LSS project is the availability of employees who are willing to engage. Employee engagement brings about a strong sense of belonging and high productivity. Consequently, engaged employees will work harder to achieve the mission of the organization. This paper discusses a case of LSS project with a low level of employee engagement. As a result, LSS was less likely helpful in sustaining company’s performance. The purpose of this study is to identify factors that contribute to employee engagement in LSS practices. Review of the relevant literature suggests four variables, which include goal clarity, management support and trust, knowledge sharing and transfer, and teamwork. The questionnaire survey applied census in collecting feedback from 80 respondents. Statistical analysis results indicate that goal clarity, management support, and trust are significant to employee engagement. However, knowledge sharing and transfer as well as teamwork are not substantial. It is recommended for the organization to give attention to all the four factors. This paper extended understandings on critical inputs to a successful implementation of LSS for sustainable company’s performance and growth. Keywords: Lean Six Sigma, Employee Engagement, Goal Clarity, Management Support and Trust, Teamwork, Knowledge Sharing.

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.

Analyzing Management Style and Successful Implementation of Six Sigma

2012 ◽  
Vol 3 (3) ◽  
pp. 13-23 ◽  
Author(s):  
Kouroush Jenab ◽  
Selva Staub
Keyword(s):  
Six Sigma ◽  
Management Style ◽  
Successful Implementation ◽  
Management Styles ◽  
Wide Range ◽  
Management Commitment ◽  
Worker Motivation

This study reports on the effects of management style in successful implementation of Six Sigma. The authors collected data using a 18-item survey, classified managers from a wide range of industry, healthcare, military, and services into one of two management styles using Douglas McGregor’s Theory of X and Y, and compared these classifications among the survey respondents to determine the level of Six Sigma commitment and success. Six Sigma is just one of many tools used to improve processes within an organization that requires management commitment. This level of commitment will depend on a manager perception of worker motivation. Despite an existing body of literature on worker motivation, limited research has been conducted that explores the possible connection between manager perception of worker motivation and the organization’s commitment and success with Six Sigma. The results are explored further in the article.

Modelling of readiness factors for the implementation of Lean Six Sigma in healthcare organizations

2020 ◽  
Vol 11 (4) ◽  
pp. 597-633 ◽  
Author(s):  
V. Vaishnavi ◽  
M. Suresh
Keyword(s):  
Health Care ◽  
Six Sigma ◽  
Health Care Industry ◽  
Lean Six Sigma ◽  
Interaction Matrix ◽  
Successful Implementation ◽  
Care Organization ◽  
Content Type ◽  
Care Industry ◽  
Expert Opinions

Purpose This paper aims to identify, analyze and categorize the major readiness factors for implementing Lean Six Sigma (LSS) in health-care organizations using total interpretive structural modelling technique. The readiness factors are identified would help the managers to recognize the areas that lack and provide importance to the successful implementation of LSS in those areas. The paper further intends to understand the hierarchical interrelationships among the readiness factors identified using dependence and driving power. Design/methodology/approach In total, 16 readiness factors are identified from the literature review and expert opinions are collected from hospitals. The scheduled interview is conducted based on a questionnaire survey in hospitals in the Indian context to identify the relevance of the relations among the readiness factors. The expert opinions are used in the initial reachability matrix and interpretative interaction matrix. Matrix impact cross multiplication applied to classification (MICMAC) analysis uses dependence and driving power to understand the hierarchical relationship among the readiness factors identified. Findings The result indicates that customer-oriented and goal management cultures are the key readiness factors for LSS. The execution technique and training are given according to the current demand of customers and goal change of organization. The manager needs to concentrate more on readiness factors to formulate the execution process of LSS for continuous improvement of the health-care organization. The readiness level helps the manager to identify the target area for LSS execution. Research limitations/implications This research focuses mainly on readiness factors for the implementation of LSS in the health-care industry. Practical implications This study would be useful for researchers and practitioners to understand the readiness factors before starting the implementation process of LSS. Originality/value Many research studies are being done on the success and failure rate of implementation of factors. The present study identifies the readiness factors related to LSS, especially for the health-care industry.

How Project Management Overlaps with Lean Six Sigma

2018 ◽  
Vol 6 (2) ◽  
pp. 39-55 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Project Management ◽  
Six Sigma ◽  
Vital Role ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Customer Requirements ◽  
Project Outcomes ◽  
Management Concepts ◽  
Management Perspective ◽  
Six Sigma Methodology

This article seeks to discuss how project management can help the Lean Six Sigma methodology impact project outcomes. It is found that projects managers play a vital role in the successful implementation of the LSS tools and on meeting customer requirements. This article analyzes and identifies the factors and constraints that projects face with the implementation of Lean Six Sigma methodology within the project management perspective. Further, this study provides a comparative analysis of different studies based on LSS tools and analyzes their applicability in different industries. This study found that there is a strong need for project management concepts and tools in the LSS methodology and vice versa. The article also identifies specific concepts and tools of project management that can help to improve the likelihood of success of LSS projects and initiatives. This article discusses how these project specific concepts and tools can be effectively used in LSS environments.

Development of an integrated framework of LGSS strategies for Indian manufacturing firms to improve business performance: an empirical study

2020 ◽  
Vol 33 (1) ◽  
pp. 257-291 ◽  
Author(s):  
Lokpriya Gaikwad ◽  
Vivek Sunnapwar
Keyword(s):  
Six Sigma ◽  
Positive Impact ◽  
Manufacturing Sector ◽  
Manufacturing Firms ◽  
Manufacturing Industries ◽  
Environmental Benefits ◽  
Future Research ◽  
Continuous Growth ◽  
Content Type ◽  
Indian Industries

PurposeThis article aims to explore synergies between Lean, Green and Six Sigma practices in order to propose an integrated LGSS framework for continuous and incremental improvement in the Indian manufacturing industries. The three-dimensional LGSS framework seeks to provide various combinations and support operational, financial, environmental and social needs.Design/methodology/approachIn the research method, first, the current problems faced by Indian manufacturing industries are considered and proposition of a conceptual framework that qualitatively integrates synergistic aspects of Lean, Green and Six Sigma practices, and second, the framework is checked by a survey taken from 203 Indian firms by using SPSS-AMOS.FindingsThe hypothesized result suggests that the positive impact of integrated practices on firm performance in terms of operational, financial, social and environmental outcomes. It also provides a systemic and holistic approach to problem-solving through constant and incremental enhancement in the manufacturing sector.Research limitations/implicationsIn this research, only Indian manufacturing industries have been studied but can be extending into different geographical areas and sectors. Future research is also possible for different behavior and characteristics of companies that can lead to recommending strategies on how companies can improve performance. Most importantly, future research can try to understand which specific practice can contribute to competitive advantage and business success.Practical implicationsManufacturing firms that want to improve environmental sustainability should implement integrated LGSS practices into their supply chain. The set of combined practices improves operational, social, economical and environmental benefits.Social implicationsThe research presents an integrated approach of LSS for the manufacturing industry which leads their business processes to achieve economic sustainability through continuous growth and improved operational efficiency. Manufacturing industries result in outcomes like reduced cost, lead time, improved quality, sustainable market position, profitability, customer satisfaction, etc.Originality/valueThis research is different from previous studies because it integrates Lean, Green and Six Sigma practices into a unique framework that fulfills a specific need of the Indian manufacturing sector that guides operational, social, environmental and financial issues in Indian industries.

Modelling the barriers of Lean Six Sigma for Indian micro-small medium enterprises

2019 ◽  
Vol 31 (5) ◽  
pp. 673-695 ◽  
Author(s):  
Mahipal Singh ◽  
Pankaj Kumar ◽  
Rajeev Rathi
Keyword(s):  
Statistical Analysis ◽  
Six Sigma ◽  
Human Error ◽  
Practical Implication ◽  
Pairwise Comparison ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Pairwise Comparison Matrix ◽  
Content Type ◽  
Small Medium Enterprises

Purpose The purpose of this paper is to investigate the barriers of Lean Six Sigma (LSS) and develop the interrelationship among them using interpretive structural modelling (ISM) and Matriced Impact Croises Multiplication Appliquee a un Classement (MICMAC). Design/methodology/approach Using systematic literature review and expert’s opinions, 26 LSS barriers have been extracted and finalized through statistical analysis, that is importance-index analysis and corrected item minus total correlation methods. The statistical analysis of purified 22 LSS barriers has been carried out and consistency of finalized barriers has been checked through reliability statistical test in Statistical Package for the Social Sciences software. Finally, the contextual relationship among finalized LSS barriers is developed using ISM and MICMAC approach. Findings The ISM model indicates that insufficient management commitment and involvement, lack of resources, lack of training and education, lack of strategic thinking, lack of training funds are strategic factors; improper project selection, poor selection of employee for belt training, lack of total employee involvement, lack of awareness of about LSS are prudent factors; unclear vision, high implementation cost, resistance to culture change, weak supplier linkage, poor alignment between company’s goal and customer demand are burst factors. Furthermore, MICMAC analysis is splitting the LSSBs in four clusters according to their driving power and dependency. These results provide a clear mind-set to engineering manager for focusing more on LSS barriers according to their driving power and dependency. Research limitations/implications There may be biasness in making pairwise comparison matrix of barriers due to involvement of expert’s opinion as human error. Practical implications The outcome of this paper provides robust practical implication for LSS researchers and practitioners. The researcher and practitioners must consciously concentrate on the identified LSSBs more conventionally during LSS implementation, and they need to plan strategically to avoid any implementation failure. Originality/value For successful implementation of LSS in any organization, it is necessary and permeable to make strategy for controlling LSS barriers at initial stage. So this paper is a leading attempt to highlight main LSS barriers and interrelate them using ISM and MICMAC approach. It provides a clear path for tackling LSS barriers to engineering managers, researchers and consultants.

Sign in / Sign up

Export Citation Format

Share Document