Factorial Solution for Determination of Critical Success Factors (CSF) in Deployment of Six Sigma and Its Relation to Sustainability

2022 ◽  
pp. 208-233
Author(s):  
Aida López Guerrero ◽  
Jesús Andrés Hernández Gómez ◽  
Karla Isabel Velázquez Victorica ◽  
Mydory Oyuky Nakasima López ◽  
Luz del Consuelo Olivares Fong
Keyword(s):  
Factor Analysis ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Success Factors ◽  
The Other ◽  
Critical Success ◽  
Improvement Strategies ◽  
High Standards ◽  
The Relationship

Recently, the interest in being part of more competitive companies has increased. For this, organizations apply various strategies of continuous improvement that allow them to maintain high standards of competitiveness. In this sense, organizations make use of various techniques, tools, and methodologies that support the achievement of objectives. This research presents an approach towards the Six Sigma (SS) strategy, one of the main continuous improvement strategies used to achieve competitiveness. On the other hand, organizations currently seek that during manufacture of their products, caring for the environment is naturally part of their objectives, seeking to achieve benefits with a sustainable impact. Therefore, this research seeks to define the CSF for implementation of SS through a factor analysis that allows identifying the relationship between SS and obtaining sustainable benefits (SB) through its implementation.

Determination of the Critical Success Factors (CSF) in the Implementation of Six Sigma (SS) and Its Sustainable Benefits

2020 ◽  
pp. 261-280
Author(s):  
Aida López ◽  
Jesús A. Hernández Gómez ◽  
Karla I. Velázquez Victorica ◽  
Vianey Torres Argüelles ◽  
Salvador Noriega Morales ◽  
...  
Keyword(s):  
Continuous Improvement ◽  
Internal Consistency ◽  
Six Sigma ◽  
Success Factors ◽  
Measurement Instrument ◽  
Environmental Care ◽  
Critical Success ◽  
Main Factors ◽  
Correct Implementation

Currently, organizations seek to position themselves in the market as the most competitive and profitable in their branch, through the continuous improvement of their processes, products, and/or services, applying various techniques, tools, and methodologies. Particularly in this chapter, focus on Six Sigma (SS) will be shown, a strategy used in companies to achieve competitive objectives, continuously improving processes. In this sense, it is considered important to identify and know the main factors that are involved in its implementation. Likewise, the organizations are presenting a culture towards the sustainability and the environmental care, derived from this, the methodology used to develop a measurement instrument that allows to identify the CSF in the implementation of SS, the sustainable benefits that can be achieve with correct implementation, the procedure used for the validation of the content of the instrument, the validity of internal consistency and the obtained results.

Design of experiments in the service industry: results from a global survey and directions for further research

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiju Antony ◽  
Elisabeth Viles ◽  
Alexandre Fonseca Torres ◽  
Marcelo Machado Fernandes ◽  
Elizabeth A. Cudney
Keyword(s):  
Design Of Experiments ◽  
Continuous Improvement ◽  
Process Improvement ◽  
Six Sigma ◽  
Service Sector ◽  
Success Factors ◽  
Service Industry ◽  
Quality Characteristics ◽  
Content Type ◽  
Critical Success

PurposeThe purpose of this study is to critically evaluate the current status of Design of experiments (DoE) in the service industry or non-manufacturing processes in the manufacturing sector. This involves the identification of critical success factors and challenges in the use of DoE in the context of the service industry as well as the key skills needed for its successful applications.Design/methodology/approachIn order to identify the critical success factors and challenges, an online survey instrument was developed and distributed across Six Sigma Black Belts (SSBB), Six Sigma Master Black Belts (SSMBB), process improvement champions, continuous improvement professionals, DoE experts and specialists as well as academics who are involved in DoE research and applications.FindingsA total of 109 participants from over 20 countries responded to the study. One of the first findings of the study is that over 40% of the process improvement professionals in the service sector do not have any hands-on experience with the application of DoE. Further, this study highlights the following critical factors for successful DoE applications: dedicating adequate resources in terms of time, budget and people for the experiment; getting a clear understanding of the problem at hand; securing a reliable and validated measurement system for measuring the response or quality characteristics of interest; and identifying input independent variables, which influence the quality characteristics during the brainstorming stage. Some respondents also mention the importance of having training or education in DoE as a critical success factor. At the same time, the lack of adequate planning to experimentation, mathematical knowledge and statistical reasoning remains as challenge to be solved.Research limitations/implicationsAs data were collected at an individual level, inter-reliability, which measures the consistency of judgements on a particular survey item, could not be gauged. Moreover, due to low sample size across some continents, an intercontinental comparative study on the extent of the application of DoE across various continents could not be performed.Originality/valueTo the best of the authors’ knowledge, this is the first global survey carried out to understand the status of DoE in the service industry. The results of the global study can be used to encourage quality, continuous improvement and process improvement professionals in the service sector to drive wider acceptance of one of the most powerful tools in the Six Sigma toolkit for problem-solving scenarios. Moreover, senior managers in the service industry can take away some of the key benefits, challenges and success factors in the implementation of DoE.

Continuous improvement project within Kaizen: critical success factors in hospitals

2018 ◽  
Vol 30 (4) ◽  
pp. 335-355 ◽  
Author(s):  
Fernando Gonzalez-Aleu ◽  
Eileen M. Van Aken ◽  
Jennifer Cross ◽  
Wiljeana J. Glover
Keyword(s):  
Continuous Improvement ◽  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Future Research ◽  
Improvement Project ◽  
Content Type ◽  
Critical Success ◽  
The Impact ◽  
Level Of Importance

Purpose Evidence suggests that hospitals are having problems achieving continuous improvement project (CIP) goals or sustaining their results. Therefore, the purpose of this paper is to identify those critical success factors (CSFs) most strongly related to CIP success in hospitals (Lean-Kaizen project, Lean Six Sigma project, Six Sigma projects, and Quality Improvement projects). Design/methodology/approach A retrospective survey was applied to any CIP leaders/facilitators from hospitals that conducted at least one CIP during the last two years. Findings Three main findings were obtained from the 116 valid responses. First, the level of importance of 47 out of 53 CSFs to achieve CIPs success in hospitals was assessed as very important or higher (4 or higher on a six-point scale). Second, there are important differences between the CSFs to achieve CIP success in hospitals in this research and previous investigations. Third, the type of CIP affects the level of importance of 16 out of 53 CSFs to achieve CIP success in hospitals. Originality/value Practitioners involved with CIPs activities in hospitals could use the knowledge extracted from this investigation to improve the impact of their CIPs. Future research should continue in two lines: test if the 53 CSFs for CIPs measure a unique factor and identify the main relationships or paths between CSFs for CIPs and CIP outcomes.

The Implementation of Continuous Improvement (CI) Methodology

2015 ◽  
Vol 5 (4) ◽  
pp. 1-24
Author(s):  
Salaheldin Ismail Salaheldin ◽  
Hesham Fawzy Abbas ◽  
Mohamed Abdelghaffar Seif
Keyword(s):  
Quality Assurance ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Success Factors ◽  
Future Research ◽  
Mail Questionnaire ◽  
Paper Mills ◽  
Critical Success ◽  
Expected Benefits ◽  
Green Belts

This study aims to identify the expected benefits of continuous improvement (CI) implementation, to determine the critical success factors that contribute to CI implementation and to detect the expected problems that impede the implementation of CI programmes at Al-Sindian Paper Mills. The data analysed in this article was collected from a mail questionnaire sent to all staff who worked on a CI (Six Sigma) project at Al-Sindian Paper Mills. The findings of this study indicate that specialised training is necessary for master black and green belts, implementation of the CI requires a quality assurance and also CI approach is not only concerned with selecting a method and forming teams, but extends to covering the enhancement of improvement skills for operators. Finally avenues for future research were provided.

A Lean Six Sigma implementation model based on Critical Success Factors

2017 ◽  
Author(s):  
Fernando Forcellini ◽  
Milton Pereira ◽  
Helio Aisenberg Ferenhof ◽  
Arthur Boeing Ribeiro
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Implementation Model ◽  
Model Based ◽  
Critical Success

scholarly journals Integrating a Local Asset/Resource into Tourism and Leisure Offering: The Case of Tea Resources in Longwu Town, Zhejiang Province, China

2021 ◽  
Vol 13 (4) ◽  
pp. 1920
Author(s):  
Ziyi Yan ◽  
Marios Sotiriadis ◽  
Shiwei Shen
Keyword(s):  
Success Factors ◽  
Leisure Activities ◽  
Sustainable Tourism Development ◽  
Critical Success ◽  
Sustainable Operation ◽  
Marketing Planning ◽  
Key Issues ◽  
Sustainable Action ◽  
Effective Pairing

The purpose of this article is to report on a research project in the field of tea tourism. The project’s aim was to identify the prerequisites and critical success factors for and to suggest the adequate strategies to achieve an effective pairing/partnership between the tea industry and tourism/leisure activities. Drawing on the blended theoretical foundations of sustainable tourism development, community-based tourism, and strategic marketing planning, this study first analyzed the tea offering as a tourism asset. It then suggested the appropriate pairing between tea offering and tourism/leisure activities. The suggested framework for managing the partnership was empirically tested and validated within the Chinese context. Findings allowed one to form a comprehensive and integrated set of key issues and elements to take into account. Clear and specific development aims along with the necessary conditions are leading to the determination of suitable strategies and adequate actions. The study also indicates the key elements for the successful integration, effective pairing, and sustainable operation of tea tourism offering. The study is completed by summarizing management implications and guidelines for involved stakeholders to attain expected outcomes from sustainable action plans.

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.

Knowledge Management and Continuous Improvement in a Private University from Lima, Peru [Gestión del Conocimiento y Mejora Continua en una Universidad Privada de Lima, Perú]

2021 ◽  
Vol 4 (2) ◽  
pp. 38-50
Author(s):  
Victoria Ysabel Bringas Rios
Keyword(s):  
Knowledge Management ◽  
Continuous Improvement ◽  
Significant Relationship ◽  
Success Factors ◽  
Private University ◽  
Cross Sectional ◽  
Leading Role ◽  
Statistical Program ◽  
Level Of Significance ◽  
The Relationship

Knowledge management and continuous improvement are key success factors that are applied in organizations independently; However, there is a significant relationship between the two, therefore organizations that seek to be leaders in their sector must analyze them together. Considering that universities have a leading role and must transcend the expectations of our society, I have considered it pertinent to carry out this article whose purpose is to establish the relationship between Knowledge Management and Continuous Improvement in a Private University from Lima, Peru. It has a quantitative approach because statistical analysis was used to test what was established in the hypotheses. The design is non-experimental, cross-sectional, since information is presented as it occurs in reality and in a given time, it is transectional, correlational, because it measures and evaluates the relationship between the variables. The sample is made up of 45 individuals between heads of areas and school coordinators, to whom a questionnaire with 32 questions was applied, whose data were processed in the statistical program SPSS version 25. Finally, the significant relationship between management of the knowledge and continuous improvement, obtaining a Spearman Rho, 0.730, at the 1% level of significance. Likewise, the findings affirm that the phases of creating, storing, applying and transferring knowledge also have a significant relationship with continuous improvement.

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