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.

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.

Lean Six Sigma implementation and organizational culture

2015 ◽  
Vol 28 (8) ◽  
pp. 855-863 ◽  
Author(s):  
Susan Knapp
Keyword(s):  
Organizational Culture ◽  
Cultural Values ◽  
Rhode Island ◽  
Six Sigma ◽  
Hospital Staff ◽  
Lean Six Sigma ◽  
Assessment Instrument ◽  
Management Support ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components – management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure. Design/methodology/approach – The study involved surveying 446 human resource and quality managers from 223 hospitals located in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument. Findings – In total, 104 completed responses were received and analyzed using multivariate analysis of variance. Follow-up analysis of variances showed management support was significant, F(3, 100)=4.89, p < 0.01, η2=1.28; infrastructure was not significant, F(3, 100)=1.55, p=0.21, η2=0.05; and using Lean Six Sigma methods was also not significant, F(3, 100)=1.34, p=0.26, η2=0.04. Post hoc analysis identified group and development cultures having significant interactions with management support. Practical implications – The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean Six Sigma initiative key components. This information assists hospital staff who are considering implementing quality initiatives by providing an understanding of what cultural values correspond to effective Lean Six Sigma implementation. Originality/value – Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm’s influence can utilize strategies to better implement Lean Six Sigma.

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.

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.

Exploring Lean Six Sigma implementation barriers in Information Technology industry

2018 ◽  
Vol 9 (4) ◽  
pp. 523-542 ◽  
Author(s):  
Mohd Adeel Shamsi ◽  
Aftab Alam
Keyword(s):  
Information Technology ◽  
Six Sigma ◽  
Research Work ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Information Technology Industry ◽  
Implementation Barriers ◽  
It Industry ◽  
Content Type ◽  
Empirical Survey

Purpose The purpose of this paper is to present critical barriers and obstacles faced by Information Technology (IT) industry in the implementation of Lean Six Sigma (LSS) as the business improvement methodology. Design/methodology/approach A literature review of peer-reviewed journal articles, master and doctoral theses, paradigmatic books with managerial impact and survey reports was used to identify distinct barriers. An empirical survey, using 400 self-administered questionnaires, was then conducted. Data about 11 LSS barriers from 256 usable questionnaires, with a response rate of 64 per cent, were collected and analyzed by means of statistical data analysis software. Findings The challenges of “part-time involvement in Lean Six Sigma projects”, “time consuming”, “staff turnover in middle of project”, “difficulty in data collection” and “difficulty in identifying project scope” emerged as the most critical barriers in the context of IT industry. This research work advocates the development of a strategy for addressing the most critical barrier instead of focusing on all for successful implementation. Originality/value This paper will prove to be a fantastic resource for many researchers and practitioners who are engaged in research and applications of LSS in the IT industry. Moreover, the scarcity of literature specific to LSS in IT industry will be addressed to some extent.

When Lean and Six Sigma converge: a case study of a successful implementation of Lean Six Sigma at an aerospace company

2012 ◽  
Vol 57 (1/2/3) ◽  
pp. 18 ◽  
Author(s):  
Asli Yagmur Akbulut Bailey ◽  
Jaideep Motwani ◽  
Everett M. Smedley
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Successful Implementation

Evaluating critical failure factors for implementing sustainable lean six sigma framework in manufacturing organization

2020 ◽  
Vol 11 (6) ◽  
pp. 1083-1118 ◽  
Author(s):  
Vikas Swarnakar ◽  
Anil Kr Tiwari ◽  
A.R. Singh
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Structured Model ◽  
Content Type ◽  
Solution Approach ◽  
Manufacturing Organizations ◽  
Manufacturing Organization ◽  
Case Organization ◽  
Failure Factors

Purpose The purpose of this study is to identify, evaluate and develop a structured model to measure the interrelation between critical failure factors (CFFs) that affects the implementation of the sustainable Lean Six Sigma (SLSS) framework in a manufacturing organization. Further solution approaches have been provided that inhibit those CFFs and help in successful implementation of the framework. Design/methodology/approach To find the interrelation among the selected CFFs and develop a systematic structured model, a total interpretive structural modeling (TISM) approach has been used. A 13-level model for selected CFFs has been formed after the application of the TISM approach. Further classification of CFFs has been performed for a better understanding of their nature through MICMAC analysis. Findings A total of 26 SLSS CFFs have been identified through a detailed study of case organization, various literature reviews and experience of panel experts toward developing a systematic model of CFFs. The solution approach has been provided by panel experts based on their industrial experiences after observing the role of CFFs in the developed model. Based on the analysis, it was found that most dependent and dominant CFFs affect the implementation of the SLSS framework in the case organization. Practical implications This study helps SLSS practitioners, project managers, decision-makers and academicians of manufacturing industries to a better understanding of the failure factors and their interrelations while implementing the SLSS framework in manufacturing organizations. This study also guides the systematic solution approach which helps in tackling such problems that occurred in manufacturing organizations. Originality/value In this study, the TISM-based structural model of CFFs for implementing the SLSS framework in manufacturing organizations has been proposed which is a very new effort in the area of a manufacturing environment.

Continuous Improvement of Productivity and Quality with Lean Six-Sigma: A Case Study

2019 ◽  
Vol 889 ◽  
pp. 557-566
Author(s):  
Ly Duc Minh ◽  
Vo Thi Hoang Ni ◽  
Do Ngoc Hien
Keyword(s):  
Continuous Improvement ◽  
Six Sigma ◽  
Assembly Line ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Electronic Assembly ◽  
Popular Method ◽  
Pdca Cycle

Continuous improvement of productivity and quality is a potential requirement of any competitive organization. Lean six-sigma is known as the useful and popular method to do it. In this paper, a case study in the mechanical manufacturing process would be presented as a successful implementation. The seven quality control tools would be integrated in specific systematic steps of the PDCA cycle and DMAIC process, and lean technology. The case study shows the promising results on improvement of productivity and quality of a mechanical production line. It could be considered to implement for other production or assembly line in other fields such as electronic assembly line, garment line, and furnitune assembly line.

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