An empirical analysis of critical success factors of Lean Six Sigma in Indian SMEs

Sodhi, Harsimran Singh; Singh, Davinder; Singh, Bikram Jit

doi:10.1504/ijssca.2019.103556

Cited by 20 publications

(8 citation statements)

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“…For example, a balanced scorecard approach can help companies to align their business strategies with their goals and objectives and to measure their performance in a comprehensive and balanced way (Chugani et al, 2017). Similarly, a balanced approach to quality management, focusing on customer satisfaction, employee involvement, and financial performance, can improve organizational performance (Sodhi, Singh, Singh, & Advantage, 2019). In the context of the present study, the findings suggest that companies must consider a balanced approach that includes factors such as pricing, product quality, and market positioning to successfully implement the Lean Six Sigma methodology.…”

Section: Balanced Scorecardmentioning

confidence: 71%

The role of lean six sigma in driving sustainable manufacturing practices: an analysis of the relationship between lean six sigma principles, data-driven decision making, and environmental performance

Huang

Irfan

Fatima

et al. 2023

Front. Environ. Sci.

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Introduction: In an increasingly competitive manufacturing sector, companies are adopting innovative approaches, such as the Lean Six Sigma methodology, to enhance their operations, competitiveness, and sustainability. This study explores the effect of Lean Six Sigma methodology and data-driven decision-making on sustainable manufacturing practices.Methods: The study employs thematic analysis to clarify and identify principle nodes and themes, including Six Sigma, quality improvement, management approaches, and front-line worker perspectives. The analysis aims to deepen understanding of Lean Six Sigma principles and their implications for sustainable manufacturing practices.Results: The analysis identifies employee motivation, balanced scorecards, company culture, Customer Relationship Management (CRM), and data-driven decision-making as key drivers of sustainable manufacturing practices. Evidence suggests that implementing Lean Six Sigma methodology, promoting data-driven decision-making, and nurturing a positive company culture enhances environmental performance in the manufacturing industry.Discussion: The findings indicate that Lean Six Sigma, data-driven decision-making, and a positive company culture are effective strategies to enhance sustainability in manufacturing, offering valuable insights for companies seeking to improve sustainability while maintaining competitiveness. This study underlines the potential of Lean Six Sigma as a cornerstone of sustainable manufacturing practices.

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Section: Balanced Scorecardmentioning

confidence: 71%

The role of lean six sigma in driving sustainable manufacturing practices: an analysis of the relationship between lean six sigma principles, data-driven decision making, and environmental performance

Huang

Irfan

Fatima

et al. 2023

Front. Environ. Sci.

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“…The results indicated that LSS has identified 40 items compared to the original questionnaire, which had 42 items. According to the empirical data survey, both the leadership and the customer focus factors have been shown to play a highly important role in the implementation of LSS in the Malaysian automotive industry LSS (Sodhi et al, 2019) To compile a list of LSS CSFs and verify the ability of the process for each individual CSF to access the level of importance of these LSS CSFs…”

Section: Methodology (Reference) Objective Validation Means Resultsmentioning

confidence: 99%

“…They have an important characteristic: they are latent variables; that is, while their observance cannot be measured directly, it is necessary to evaluate them by defining a series of indicators or items that are thought to be somehow related to these factors. The literature review shows different approaches in relation to CSFs for LM, SS and LSS, through the use of a questionnaire (Desai et al , 2012; Habidin and Yusof, 2013; Jeyaraman and Teo, 2010; Laureani and Antony, 2012; Silva et al , 2019; Sodhi et al , 2019; Tortorella and Fettermann, 2018). However, in these proposals, the authors did not perform a statistical validation of the constructs or factors − an important issue in their design − to ensure that these elements were adequately measured and that the results obtained were reliable.…”

Section: Introductionmentioning

confidence: 99%

Assessing the adoption of critical success factors for lean six sigma implementation

Gastelum-Acosta¹,

Limón-Romero²,

Tlapa³

et al. 2021

JMTM

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PurposeThe objective of the study is to design and validate an instrument that allows organizations to assess their status regarding the adoption of the critical success factors (CSFs) that enable lean six sigma (LSS) implementation in order to achieve the expected benefits.Design/methodology/approachAn extensive literature review was conducted to define the LSS CSFs that have to be considered for the development of the questionnaire that would later be applied across all manufacturing companies on the Northern Mexican border. Once the database was built, a statistical verification of the assumptions required for factor analysis took place. Finally, the due construct validation was carried out to verify whether the proposed instrument measured reliably what it is intended to.FindingsA questionnaire measuring nine CSFs, as well as the benefits associated with the implementation of LSS, was designed and validated through 61 items.Research limitations/implicationsThe main limitations of this study are that the research is cross-sectional and that the study was carried out taking as a reference only exporting manufacturing companies located in the border area between Mexico and the United States.Practical implicationsThe validated instrument is expected to serve as a useful tool for companies interested in the implementation of LSS.Originality/valueThis study introduces a validated tool for the analysis of LSS CSFs while providing evidence of construct validity and the solid structure of the factors.

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“…In almost all cases, the process of change is treated separately from the specifics of the situation (Nickols, 2004). Unfortunately, most CI programmes fail to create any positive impact because of: a lack of focus in the deployment of CI resources; misalignment of the goals and rewards of performance improvement; and misunderstanding of the role of such programmes (Vakola, 1999; Gill, 2002; Hammad, 2012; Sodhi et al , 2019).…”

Section: Discussionmentioning

confidence: 99%

Performance management within the Dutch steel processing industry

Meij

Edwards

Roberts

et al. 2021

JEDT

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Purpose A comprehensive literature review of performance management within the Dutch steel processing industry is presented. The purpose of this paper is to analyse the motives for companies to become excellent performers in their field of expertise. These internal and external motives (refined by quantitative analysis of bibliographic data) sought to reveal the common factors that impact company performance. Design/methodology/approach Inductive reasoning was adopted using an interpretivist philosophical stance to generate new theoretical insight. A mixed-methods analysis of pertinent extant literature afforded greater synthesis of the research problem domain and generated more valid and reliable findings. The software visualisation of similarities viewer was used to conduct a qualitative bibliographic analysis of extant literature to yield greater clarification on the phenomena under investigation. Findings Four thematic groups of past research endeavours emerged from the analysis and were assigned appropriate nomenclature, namely: industry internal motives; industry external motives; excellent performer and incremental working method. To further expand upon the continuous improvement process (CIP – embodied within performance management), the paper describes the virtuous cycle of improvement, which consists of the consecutive steps of “planning”, “doing”, “checking” and ultimately of “acting” accordingly to the previous steps. It can be concluded that a high-performing company acts according to its mission, plans in line with the vision do as defined in the strategy and checks by reflection. Originality/value This unique study provides invaluable insight into the performance management of Dutch steel processing companies. Although the research context was narrowly defined, the findings presented are equally applicable to clients, contractors and sub-contractors active in other sectors of the construction industry. The research concludes by prescribing factors of mitigation strategies to support chief executive officers to focus on the optimum distribution of their scarce resources.

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An empirical analysis of critical success factors of Lean Six Sigma in Indian SMEs

Cited by 20 publications

References 0 publications

The role of lean six sigma in driving sustainable manufacturing practices: an analysis of the relationship between lean six sigma principles, data-driven decision making, and environmental performance

The role of lean six sigma in driving sustainable manufacturing practices: an analysis of the relationship between lean six sigma principles, data-driven decision making, and environmental performance

Assessing the adoption of critical success factors for lean six sigma implementation

Performance management within the Dutch steel processing industry

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