Empirical analysis of Six Sigma project capability deficiency and its impact on project success

Hudnurkar, Manoj; Ambekar, Suhas Suresh; Bhattacharya, Sonali

doi:10.1108/tqm-06-2018-0078

Cited by 12 publications

(9 citation statements)

References 105 publications

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“…Critical thinking, self-learning and pro-active human resources are essential to ensure company growth and success. To attain these survival strategies, a vigorous programme of on-job training and development should be adopted that encourages life-long learning (Hudnurkar et al, 2019). Table 2 summarises the ten commandments and desired situation for DFSS project.…”

Section: Reward and Recognition Schemesmentioning

confidence: 99%

Ten commandments for successful implementation of Design for Six Sigma

Gijo

Bhat²,

Antony

et al. 2021

TQM

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PurposeThis article aims to provide Design for Six Sigma (DFSS) practitioners, researchers and academicians with Ten Commandments to successfully deploy projects.Design/methodology/approachThe commandments are the brainchild of four authors' experience and expertise for more than 15 years of DFSS deployment in the spectrum of fields as a consultant, researcher, academic and Master Black Belt in Six Sigma and general quality management and engineering disciplines. Thus ascertained commandments were validated and classified through the “Delphi Study” to ensure its applicability.FindingsThe Ten Commandments from authors' perspective include: alignment of DFSS with organisational strategy; top management support and involvement; listening to the voice of the customers (VOC); effective training programme for right project teams; project selection and prioritisation; linking DFSS with ISO international standards; linking DFSS with organisational learning and innovation; linking DFSS with the 4th Industrial Revolution; effective use of DFSS methodology and the integrated tools within the methodology and reward and recognition schemes.Research limitations/implicationsThe commandments presented in this article are the authors' personal experience in different industrial scenarios and settings and demographical locations. The authors are planning to conduct a longitudinal survey to understand further insights of these commandments with the input of several DFSS Black Belts and Master Black Belts, academicians and leading researchers from various countries.Originality/valueAll the organisation's stakeholders can use this article as general guidelines to ensure effective deployment of the DFSS approach.

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Section: Reward and Recognition Schemesmentioning

confidence: 99%

Ten commandments for successful implementation of Design for Six Sigma

Gijo

Bhat²,

Antony

et al. 2021

TQM

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“…Lean Thinking frequently uses the "Kaizen" method to accomplish the desired objective, which includes a rigorous review of the work procedures with employees grouped into a team for a week to comprehend the applicability of the Lean tools and techniques, and more specifically, establishing the value-stream map for present and future processes (Bhat et al, 2017;Chan and Tay, 2018). The Six Sigma approach is used to confront more complicated issues, where more intensive investigation is necessary to fix a problem (Hudnurkar et al, 2019). The Six Sigma methodology focuses on variation reduction and sets a target to bring in processes and results in accordance with the requirements of the customer (Antony et al, 2019;Gijo et al, 2014).…”

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confidence: 99%

Lean Six Sigma competitiveness for micro, small and medium enterprises (MSME): an action research in the Indian context

Bhat¹,

Gijo

Rego

et al. 2020

TQM

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PurposeThe aim of the article is to ascertain the challenges, lessons learned and managerial implications in the deployment of Lean Six Sigma (LSS) competitiveness to micro, small and medium Enterprises (MSME) in India and to establish doctrines to strengthen the initiatives of the government.Design/methodology/approachThe research adopts the Action Research methodology to develop a case study, which is carried out in the printing industry in a Tier III city using the LSS DMAIC (Define-Measure-Analyze-Improve-Control) approach. It utilizes LSS tools to deploy the strategy and to unearth the challenges and success factors in improving the printing process of a specific batch of a product.FindingsThe root cause for the critical to quality (CTQ) characteristic, turn-around-time (TAT) is determined and the solutions are deployed through the scientifically proven data-based approach. As a result of this study, the TAT reduced from an average of 1541.2–1303.36 min, which in turn, improved the sigma level from 0.55 to 2.96, a noteworthy triumph for this MSME. The company realizes an annual savings of USD 12,000 per year due to the success of this project. Top Management Leadership, Data-Based Validation, Technical Know-how and Industrial Engineering Knowledge Base are identified as critical success factors (CSFs), while profitability and on-time delivery are the key performance indicators (KPIs) for the MSME. Eventually, the lessons learned and implications indicate that LSS competitiveness can be treated as quality management standards (QMS) and quality tools and techniques (QTT) to ensure competitive advantage, sustainable green practices and growth.Research limitations/implicationsEven though the findings and recommendations of this research are based on a single case study, it is worth noting that the case study is executed in a Tier III city along with novice users of LSS tools and techniques. This indicates the applicability of LSS in MSME and thus, the modality adopted can be further refined to suit the socio-cultural aspects of India.Originality/valueThis article illustrates the deployment of LSS from the perspective of novice users, to assist MSME and policymakers to reinforce competitiveness through LSS. Moreover, the government can initiate a scheme in line with LSS competitiveness to complement the existing schemes based on the findings of the case study.

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“…Cronbach’s α and composite reliability represent internal consistency of the constructs. As the AVE values are greater than 0.5, they represent convergent validity (Hudnurkar et al , 2019).…”

Section: Resultsmentioning

confidence: 99%

Impact of purchasing practices, supplier relationships and use of information technology on firm performance

Ambekar

Deshmukh²,

Hudnurkar

2020

IJIS

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Purpose The study aims to establish an impact of supplier relationship and information and communication technology through purchasing practices on firm performance. Design/methodology/approach Review of relevant literature resulted in constructs, namely, supplier relationships, information and communication technology, purchasing practices and firm performance. A survey of 179 manufacturing companies through structured questionnaire was conducted. The responses were analysed through structural equation modelling using the partial least squares method. Findings It is observed that the firm performance is directly influenced by purchasing practices and indirectly by supplier relationships and information technology. The use of information technology in materials management affects supplier relationships and purchasing practices both. Practical implications The study provides a model for purchasing practitioners by highlighting the importance of supplier relationship management. Though the firms are running after improving technology, it can only affect firm performance through proper purchasing practices. Originality/value The study provides empirical evidence to the practical notions that exist in purchasing practitioners.

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Empirical analysis of Six Sigma project capability deficiency and its impact on project success

Cited by 12 publications

References 105 publications

Ten commandments for successful implementation of Design for Six Sigma

Ten commandments for successful implementation of Design for Six Sigma

Lean Six Sigma competitiveness for micro, small and medium enterprises (MSME): an action research in the Indian context

Impact of purchasing practices, supplier relationships and use of information technology on firm performance

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