An exploration of the extent of Lean Six Sigma implementation in the West of Ireland

Iyede, Richard; Fallon, Enda; Donnellan, Pat

doi:10.1108/ijlss-02-2017-0018

Cited by 34 publications

(63 citation statements)

References 49 publications

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“…Each Six Sigma project uses a structured and organised approach, led by a project methodology expert and involving a n a t i o n a l J o u r n a l o f Q u a l i t y & R e l i a b i l i t y M a n a g e m e team brought together for the purpose of the project (Anand et al, 2009;Margazão, Carvalho, 2015). The same is true for Lean Six Sigma improvement projects (Iyede, Fallon, Donnellan, 2018).…”

mentioning

confidence: 77%

“…To guarantee the development of sustainable Lean Six Sigma projects, tools, techniques and methods should be properly used and in the correct order (Iyede, Fallon and Donnellan, 2018) (Antony and Gupta, 2018). The selection of the most appropriate tools from the toolbox as well as the methodologies and resources that best fit the problem are crucial to a good project result (Antony and Gupta, 2018;Henderson and Evans, 2000).…”

Section: Faulty Selection Of Process Improvement Methodology and Its mentioning

confidence: 99%

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A study into the reasons for process improvement project failures: results from a pilot survey

Antony

Lizarelli

Fernandes

et al. 2019

IJQRM

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Purpose Process improvement initiatives, such as Lean, Six Sigma and Lean Six Sigma, typically have common characteristics that are carried through projects. Whilst a project’s performance is an important determinant of the successful implementation of continuous improvement (CI) initiatives, its failure can undermine the impact of any CI initiative on business performance. As a result, an understanding of the reasons of process improvement project failures is crucial. The purpose of this paper is to present the results of a pilot survey highlighting the most common reasons for process improvement project failures. Design/methodology/approach This paper presents a pilot survey of 42 Brazilian manufacturing specialists who have been involved in process improvement projects. The participants of this survey were Six Sigma Master Black Belts, Black Belts, Green Belts and Six Sigma champions from manufacturing companies in Brazil. The survey questionnaire was piloted with five experts in the field in order to ensure that the questions were valid and technically sound. Findings The execution of Six Sigma projects in organizations results in a moderate rate of project failures. These failures can cost organizations several millions of dollars especially within the context of larger organizations. The main reasons for project failure, as cited by the specialists include: resistance to change, lack of commitment and support from top management and incompetent teams. Research limitations/implications The authors report the findings from a pilot survey having a limited sample size. Moreover, the data have been collected from one country and primarily from large manufacturing companies. Originality/value To the best of the authors’ knowledge, this is the first empirical study looking into the reasons for process improvement project failures. The authors argue that if the top reasons for such failures are understood, a framework can be developed in the future that can mitigate the chance of project failures during project execution. This could potentially lead to significant savings to the bottom-line of many organizations.

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confidence: 77%

Section: Faulty Selection Of Process Improvement Methodology and Its mentioning

confidence: 99%

A study into the reasons for process improvement project failures: results from a pilot survey

Antony

Lizarelli

Fernandes

et al. 2019

IJQRM

View full text Add to dashboard Cite

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“…Previous work for a similar purpose used scales of different lengths. Surveys using five-point Likert scale were done by Alhuraish et al (2016), Antony and Banuelas (2002), Ismyrlis and Moschidis (2018), Iyede et al (2018), Kalra and Pant (2013), Khalili et al (2017), Kharub (2019), Soti et al (2010) and Stankalla et al (2018).…”

Section: Methodsmentioning

confidence: 99%

“…Using factor analysis, they reported top CSF under 6 factor-labels. Iyede et al (2018) reported CSF based on a survey of 43 samples, whereas Kalra and Pant (2013) used a sample of 48 Indian automotive organisations to reveal 8 CSF. Tyagi et al (2017) surveyed 307 enterprises to collect 27 CSF which was clubbed in 6-factor labels.…”

Section: Literature Reviewmentioning

confidence: 99%

Critical success factors for lean six sigma in quality 4.0

Yadav

Shankar

Singh

2021

IJQSS

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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.

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“…The concept of quality in education seems to be elusive and the scholars on the subject have defined it with different view of point. One definition of quality in education by the authors [6], [12], [13] stated that the quality in education "focusing on meeting a pre-defined set of standards, specifications, and requirements, or focusing on exceeding the highest standards in pursuit of excellence and exclusivity". Other definition by the authors [14]- [16] stated the quality in education can be defined as "focusing on accountability to the public or providing a transformative learning experience to benefit students and employers".…”

Section: Concept Of Quality In High Education Institutesmentioning

confidence: 99%

The Effect of Implementing of Six Sigma Approach in Improving the Quality of Higher Education Institutions in Bahrain

Bumjaid¹,

Malik²

2019

IJEMR

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The main important issue in education curriculum currently is best quality in higher learning. The stakeholders and the growing competitive environment has have increased the demand for higher quality. Previously, Six Sigma has successfully been applied in the product and service improvement in the field of business, but still, this concept has not yet been adopted in the higher education. This study outlined the models that can be adopted by improving the quality of higher learning by applying this concept. Applying the six sigma principles, for instance, the continuous improvement, reduction in waste, and process improvement apply closely to the accreditation agencies and the higher education institutions missions. The study used the questionnaire instrument to collect the data randomly from a sample of (357) respondents representing the general staff of higher education institutes at Kingdom of Bahrain. It has been established that majority of the institutions (56.7 per cent) use six sigma model in improving quality. They invest in communicating the quality objectives to the employees. This is important as communicating quality objectives and the modalities of attaining them are important to the institution. Study recommended ensuring that there is elaboration and well-communicated quality policy, and it is essential to be known by all stakeholders.

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An exploration of the extent of Lean Six Sigma implementation in the West of Ireland

Cited by 34 publications

References 49 publications

A study into the reasons for process improvement project failures: results from a pilot survey

A study into the reasons for process improvement project failures: results from a pilot survey

Critical success factors for lean six sigma in quality 4.0

The Effect of Implementing of Six Sigma Approach in Improving the Quality of Higher Education Institutions in Bahrain

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