Role of employee training on Six Sigma implementation's success: an empirical study

Bagherian, Anthony; Gershon, Mark; Swarnakar, Vikas

doi:10.1504/ijssca.2022.124975

Cited by 6 publications

(3 citation statements)

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“…Second, it conducts empirical research to determine the implications of various leadership styles in the context of the SS belt system’s tools and approach throughout the SS implementation phases, in line with the emphasis of studies by Laureani and Antony (2012a, b) and Albliwi and Antony (2013) into formal “leadership training and certification systems and standards for MBBs and BBs”. Appropriate leadership “training is required to boost the improvement effort and increase knowledge of relevant tools and processes” (Formby and Dave, 2016; Bagherian et al ., 2022).…”

Section: Discussionmentioning

confidence: 99%

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Leadership style as an antecedent to effective Six Sigma implementation

Bagherian

Gershon

Kumar

2023

JAMR

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PurposeThe effectiveness of Six Sigma programs has varied across different industries and organizations, and leadership styles have been identified as a critical success factor for the installation of Six Sigma initiatives. Therefore, this study aims to investigate the specific elements of leadership styles that are linked with the successful deployment of Six Sigma programs in the automobile industry.Design/methodology/approachTo conduct the study, the researchers utilized a Likert scale questionnaire with a rating system of 1–7 and a simple random sampling method. The survey was distributed to 2,325 potential participants, with 573 responses received, mostly from Germany, the United Kingdom and Sweden. Out of those responses, 260 completed questionnaires were received. The study utilized a mixed-methods research design and exploratory research approaches to investigate the implication of leadership style on the success of Six Sigma implementation. The research employed several analysis techniques, including Structural Equation Modeling (SEM), exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and Survey methods.FindingsThrough various SEM methods, such as EFA and CFA, the study revealed two vital leadership elements: (1) the long-term success of Six Sigma depends on leadership’s support and recognition of it as an improvement strategy and (2) leadership must commit to the organization’s suppliers to ensure quality and the provision of defect-free products.Practical implicationsBy incorporating the identified key elements of leadership into their strategies, organizations and researchers can ensure the sustainable implementation of Six Sigma.Originality/valueThis research presents a distinct contribution to the evaluation of leadership style components within the European automotive sector, utilizing a mixed-methods research design and incorporating a variety of descriptive statistics.

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Section: Discussionmentioning

confidence: 99%

“…Sigma deployment effort and increase knowledge of relevant tools and processes" (Formby and Dave, 2016;Bagherian et al, 2022).…”

Section: Leadership Styles and Sixmentioning

confidence: 99%

Leadership style as an antecedent to effective Six Sigma implementation

Bagherian

Gershon

Kumar

2023

JAMR

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“…o Developing skills and expertise: Upskill the workforce to manage innovative and cutting-edge tools and data-driven operations through training. However, inadequate goal setting and training programs not only send signals that the organization is not committed to performance improvement, but also set everyone up for frustration (Bagherian, Gershon & Swarnakar, 2022).…”

Section: Companies Could Optimize Resource Allocation Bymentioning

confidence: 99%

Smart Factory Advancement in Industry 4.0: Exploring Barriers and Strategic Approaches through Empirical Investigation

Bagherian,

Srivas,

Mukherjee

2024

Preprint

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This study investigates the barriers and strategies related to the installation of smart factories in the manufacturing domain, with a focus on the manufacturing industry integrated with a German company as a case study. Utilizing the Best Worst Method (BWM), 47 performance variables were assessed and ranked in nine key groups, revealing significant factors that influence the installation of the smart factory. Technological challenges, complexity, and integration emerged as critical priorities, emphasizing the essence of robust IT infrastructure and agile software development practices. Additionally, e-waste management and energy efficiency were highlighted as imperative aspects for sustainable smart factory operations. Ethical considerations, including worker safety standards and data governance, were emphasized for ethical and societal sustainability. Theoretical implications elucidate the contribution to existing knowledge by identifying and ranking key barriers, revealing effective strategies, and expanding understanding in specific areas such as e-waste management and ethical supply chain methodology. Practical contributions offer insight to optimize the design and implementation of smart factories, focusing on strategic prioritization, comprehensive planning, and ongoing adaptation. Nevertheless, it is essential to acknowledge limitations, including the reliance on expert opinions, sector-specific applicability, and the need for larger sample sizes. Future research avenues could include cross-industry comparative studies and the incorporation of cutting-edge technology like blockchain and artificial intelligence (AI). Ultimately, this research offers insightful knowledge about the challenges and opportunities of smart factory installation in the manufacturing sector, particularly in Germany. By clarifying identified barriers and adopting recommended strategies, organizations could navigate the complex landscape of smart factory adoption and contribute to the ongoing digital conversion of the industrial sector.

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