New Paradigm of Lean Six Sigma in the 4th Industrial Revolution Era

Park, Sung Hyun; Dhalgaard-Park, Su Mi; Kim, Dong Chun

doi:10.12776/qip.v24i1.1430

Cited by 26 publications

(31 citation statements)

References 18 publications

(20 reference statements)

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“…Park et al (2017) also argue for the necessity of combining quality experts with data scientists for effective implementation of the 4th Industrial Revolution. The 4th Industrial Revolution is changing the concept of quality management and DFSS, and the new concept could be "3S paradigm" which is "Simple, Speedy and Smart" (Park et al, 2020).…”

Section: Linking Dfss With the 4th Industrial Revolutionmentioning

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: Linking Dfss With the 4th Industrial Revolutionmentioning

confidence: 99%

Ten commandments for successful implementation of Design for Six Sigma

Gijo

Bhat²,

Antony

et al. 2021

TQM

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show abstract

“…Data management tools of Quality4.0 such as Cloud Computing and Big-Data can accomplish many requirements of LSS (Park et al , 2020). In a study executed by Arcidiacono and Pieroni (2018); the use of Industry4.0 in reducing Kanban cycles and different types of wastes were demonstrated.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Quality4.0 is the application of Industry4.0 technologies such as Internet-of-Things (IoT), Machine Learning, Artificial Intelligence (AI), Big-Data and Robotics to ensure quality improvement. These technologies have the potential to bring quality systems to near perfection level (Park et al , 2020; Rajput and Singh, 2019; Shinohara et al , 2017; Sony, 2018).…”

Section: Introductionmentioning

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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“…1. When specifically used for Lean Six Sigma, these information technologies of Industry 4.0 make the entire implementation process Simple, Speedy, and Smart (Park et al 2020). Many barriers for Lean Six Sigma implementation, e.g., improper communication, inadequate data collection; highlighted by Sindhwani et al (2019) can be overcome using Quality 4.0 framework.…”

Section: Quality 40mentioning

confidence: 99%

“…Application of Industry 4.0 technologies for quality management is termed Quality 4.0 (Jacob 2017;Juran 2019). Lean Six Sigma (LSS) is also significantly affected by Industry 4.0 (Onur and Omer 2018;Park et al 2020). Critical success factors for Lean Six Sigma under Quality 4.0 are identified by Yadav et al (2021).…”

Section: Introductionmentioning

confidence: 99%

Hierarchy of Critical Success Factors (CSF) for Lean Six Sigma (LSS) in Quality 4.0

Yadav

Shankar

Singh

2021

JGBC

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The fourth industrial revolution, often termed as Industry 4.0 or Smart Manufacturing, is influencing all aspects of business management. Application of Industry 4.0 for quality management purpose is termed Quality 4.0. Lean Six Sigma (LSS) implementation process is also getting influenced by Quality 4.0. Use of Lean Six Sigma in Industry 4.0/Quality 4.0 can create differentiation in performance, and will improve competitiveness of organizations, besides making them future ready. Critical Success Factors (CSF) for Lean Six Sigma in Quality 4.0 set-up are recently established. However, the hierarchy of Critical Success Factors (CSF) for Lean Six Sigma under Quality 4.0 framework is not yet available. This paper establishes the hierarchy using multiple methodologies including ISM (Interpretive Structural Modelling) and TISM (Total Interpretive Structural Modelling), MICMAC (cross-impact matrix multiplication applied to classification), and Hierarchical Clustering. Managerial and theoretical implications of this study are presented from both Lean Six Sigma, and Information Technology perspectives.

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New Paradigm of Lean Six Sigma in the 4th Industrial Revolution Era

Cited by 26 publications

References 18 publications

Ten commandments for successful implementation of Design for Six Sigma

Ten commandments for successful implementation of Design for Six Sigma

Critical success factors for lean six sigma in quality 4.0

Hierarchy of Critical Success Factors (CSF) for Lean Six Sigma (LSS) in Quality 4.0

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