CSFs for Six Sigma in service and manufacturing companies: an insight on literature

Pathiratne, Sonali Udeeka; Khatibi, Ali; Johar, Gapar Md

doi:10.1108/ijlss-08-2017-0092

Cited by 24 publications

(23 citation statements)

References 79 publications

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“…The descriptive analysis shows the distribution of these articles with respect to year, theme, author, journal, authorship, geography, trend and author contribution to CSFs followed by the Pareto analysis that indulges two sets of CSFs. The conclusions of this study are consistent with the previous studies conducted by Ribeiro de Jesus et al (2016), Lande et al (2016), Antony et al (2018), Pathiratne et al (2018) and Sreedharan et al (2018). Table 6 represents the comparison of similar studies conducted across various countries.…”

Section: Discussionsupporting

confidence: 91%

CSFs for Six Sigma implementation: a systematic literature review

Singh¹,

Singh

2020

JABS

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Purpose The success or failure of any Six Sigma program/project depends on some critical factors. The purpose of this paper is to identify and explore critical success factors (CSFs) of Six Sigma from an extensive literature review of research articles published in the context of Six Sigma and propose a categorized list of vital CSFs. Design/methodology/approach The methodology used is the systematic analysis of 64 different research publications and case studies from 34 different journals that are relevant in the context of Six Sigma by filtering, using keywords like Six Sigma and CSFs. This analysis leads to the exploration of a number of CSFs followed by their prioritization by using a Pareto analysis quality tool. These CSFs are then sorted into a proposed list of “vital few” and “useful many” CSFs groups in accordance to their frequency of occurrence. Findings The literature revealed 13 vital CSFs: management involvement and commitment, training, cultural change, communication, customer focus and requirements, organizational infrastructure and resources, project management skills, project prioritization and selection, understanding the Six Sigma methodology, tools and techniques, linking Six Sigma to business strategy, linking Six Sigma to customers, customer focus and requirements, quality data and reporting and linking Six Sigma to suppliers. The consideration of these CSFs will increase the success rates of a Six Sigma program/project in an organization. Research limitations/implications The CSFs extracted spotlight only small and medium enterprises (SMEs) and do not consider large industries. This paper is confined to those articles that argued that the Six Sigma is beneficial to SMEs and does not consider the failure experience of the industries. Originality/value This paper identifies the CSFs for implementing Six Sigma that are comprehensive and potential to address the quality-related issues of industries. This paper also provides an extract of the relevant publishing to both the academicians and practitioners in the field of Six Sigma for implementing Six Sigma framework in an organization. This study is apparently the first of its kind on CSF assessment and categorization.

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Section: Discussionsupporting

confidence: 91%

CSFs for Six Sigma implementation: a systematic literature review

Singh¹,

Singh

2020

JABS

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“…Initiatives can also fail if poorly organized or monitored. One could argue that the structure assumptions defining the organization's LSS strategy are the most important success factors for any project (Pathiratne et al, 2018). In order to predict the outcome of LSS DMAIC activities, one must assume a project organizational support structure.…”

Section: Discussion: Structure Assumptionsmentioning

confidence: 99%

Using Lean Six Sigma implied assumptions

Kane

2020

TQM

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PurposeThe intent of this work is to state the implied assumptions that define the setting for using a Lean Six Sigma (LSS) business strategy to conduct successful improvement projects.Design/methodology/approachThe execution of define, measure, analyze, improve, and control (DMAIC) phases utilizes philosophies, principles, concepts, success factors, and so forth for successful project completion. These traditional concepts form implied setting assumptions for conducting a successful project.FindingsTo establish the desired setting, it is necessary to state organizational performance modeling assumptions required for the use of many tools. Since Lean Six Sigma requires a unique organizational support structure, these assumptions must be added for completeness. Using the 15 collective assumptions is shown to provide benefits in four areas: training clarity, project assessment, leadership support, and theory foundation.Research limitations/implicationsAny list of assumptions is likely incomplete since project application settings are varied and some tools may have unique requirements.Practical implicationsThe most useful of the four benefits for practitioners is establishing a familiar framework for communicating with leadership. Management is trained to evaluate assumptions for any new business strategy such as an LSS process improvement initiative. A thoughtful leader will expect to evaluate LSS assumptions for a proposed project. Stating these implied assumptions will meet those expectations.Originality/valueMost of the stated assumptions exist in some implied form in the Lean Six Sigma literature. However, the familiar term “assumption” is not typically used in presenting Lean Six Sigma methodology. Using this traditional framework is shown to produce multiple benefits for learners and users.

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“…She summarised CSF using Pareto analysis and highlighted the 22 most referred CSF. Pathiratne et al (2018) observed that there is a huge disparity amongst CSF reported, and they range from 3 to 25 in different research works. Sreedharan et al (2018a) also used the Pareto analysis approach to summarise CSF for Lean, Six Sigma, LSS and TQM.…”

Section: Literature Reviewmentioning

confidence: 98%

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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CSFs for Six Sigma in service and manufacturing companies: an insight on literature

Cited by 24 publications

References 79 publications

CSFs for Six Sigma implementation: a systematic literature review

CSFs for Six Sigma implementation: a systematic literature review

Using Lean Six Sigma implied assumptions

Critical success factors for lean six sigma in quality 4.0

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