Ten commandments of Lean Six Sigma: a practitioners’ perspective

Antony, Jiju; Gupta, Sandeep; Sunder, M Vijaya; Gijo, E.V.

doi:10.1108/ijppm-07-2017-0170

Cited by 83 publications

(118 citation statements)

References 41 publications

(38 reference statements)

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“…The temporary nature of projects typically demands the full commitment from top management, to meet objectives and prevent an extrapolation of project costs and time (Antony and Gupta, 2018). The successful implementation of Six Sigma includes linkages among projects and business objectives, customer needs (Adebanjo et al, 2016) and alignment with strategic goals (Brun, 2011).…”

Section: Lack Of Commitment and Support From Top Managementmentioning

confidence: 99%

“…The successful implementation of Six Sigma includes linkages among projects and business objectives, customer needs (Adebanjo et al, 2016) and alignment with strategic goals (Brun, 2011). Regarding alignment, project sponsors and champions have to be supportive and committed to the continuous improvement initiative (Antony and Gupta, 2018). Frequent interaction between the project leader (Green Belts -GB and Black Belts -BB) and top management is encouraged in order to improve project results (Laux, Jonhson, Cada, 2015).…”

Section: Lack Of Commitment and Support From Top Managementmentioning

confidence: 99%

“…Problems in communication are considered to be one of the primary causes of continuous improvement projects failure (Antony and Gupta, 2018;Tewari, Mittal and Khanduja, 2017). Barriers to communication in the project design and implementation…”

Section: Poor Communication Practicesmentioning

confidence: 99%

“…phase should be identified as early as possible, as clear communication and clear and shared understanding of the project scope must be in place in order to reduce the chances of project failure (Antony and Gupta, 2018;Gray and Anantatmula, 2009). (García-Alcaraz et al, 2018) contend that project leaders and project members should use communication and information technologies (Jadhav, Mantha and Rane, 2014; Margazão, Carvalho, 2016) for effective knowledge sharing and for tracking the progress of multi-organizational projects (Antony and Gupta, 2018). Furthermore, the quality of the information (i.e.…”

Section: Poor Communication Practicesmentioning

confidence: 99%

“…Introduction The need for business process improvement has become indispensable to overcoming contemporary challenges and achieving and sustaining competitive advantage (Antony and Gupta, 2018). Various structured continuous improvement approaches, which were originally based on the philosophies and methods of Total Quality Management (TQM), developed into Lean Manufacturing, Six Sigma, and Lean Six Sigma and have become a core strategic element in organizations to improve internal and external process performance and to succeed in competitive markets (Adebanjo, Samaranayake, Mafakheri and Laosirihongthong, 2016;McLean, Antony, Dahlgaard, 2017;Tewari, Mittal and Khanduja, 2017).…”

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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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Section: Lack Of Commitment and Support From Top Managementmentioning

confidence: 99%

Section: Lack Of Commitment and Support From Top Managementmentioning

confidence: 99%

Section: Poor Communication Practicesmentioning

confidence: 99%

Section: Poor Communication Practicesmentioning

confidence: 99%

mentioning

confidence: 99%

See 3 more Smart Citations

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

Antony

Lizarelli

Fernandes

et al. 2019

IJQRM

Self Cite

View full text Add to dashboard Cite

show abstract

Lean–agile–resilience–green practices adoption challenges in sustainable agri‐food supply chains

et al. 2022

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Supply chain practitioners are striving to improve the performance of agri‐food supply chains (AFSC) due to the lack of understanding of the mutual impacts of lean, agile, resilience, and green (LARG) practices in improving the performance of AFSC. There is a lack of specific methods to assess the power of their subsequent attributes. This paper identifies 12 unique challenges related to the implementation of LARG practices under the context of AFSC. The identification of challenges and the interdependency relationships among the LARG challenges are developed using a multistage approach. The multistage approach is composed of the generalized interval‐valued trapezoidal fuzzy numbers (GIVTFNs), the degree of similarity method, and the decision‐making trial and evaluation laboratory (DEMATEL) method. The finding of the study indicates that “Lack of understanding between the customer and other stakeholder requirements” and “Lack of transparency and trust” are the most significant challenges in the cause group and are the driving elements for implementing LARG practices. Furthermore, “Lack of competitive advantages” and “Lack of monitoring and auditing the ongoing supply chain activities” fall under the effect category, which are influenced by the cause groups' challenges. The identified challenges can be controlled and handled strategically on a priority basis for successfully implementing LARG practices in the agri‐food industry. The finding of study will help practitioners to overcome the LARG challenges and to improve the overall performance of AFSC.

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Scrutinizing the types of leadership traits that contribute to the success of Six Sigma implementation: An empirical study

Bagherian

Gershon

Kumar

2023

Quality & Reliability Eng

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This article aims to investigate the significance of leadership in the successful adoption of Six Sigma. It explores which leadership styles and attributes are more conducive to successful implementation, as not all Six Sigma efforts have been entirely successful. The objective of this research is to identify the key elements of leadership styles that contribute to the achievement of Six Sigma programs in the automobile industry, based on a study conducted by various authors. According to the study, approximately 60% of corporate Six Sigma initiatives fail due to assumptions and incorrect leadership attributes. The research utilized a research survey with a Likert scale questionnaire distributed to 2325 prospective participants, with 573 responses primarily from Germany, the United Kingdom, and Sweden. The study employed exploratory research approaches and a mixed‐method research design to analyze the impact of leadership style on the success of Six Sigma deployment. The findings identified two essential key elements of leadership style through various SEM methods (EFA and CFA): (1) Leadership support for Six Sigma as a long‐term improvement strategy is crucial for sustained growth. (2) Leadership commitment to the organization's suppliers and maintaining quality to ensure defect‐free products. The practical implications of this study can be adopted by institutions, practitioners, and researchers to incorporate these leadership traits for sustainable Six Sigma implementation. This study makes an original contribution to the assessment of leadership styles in the European automobile industry, utilizing a mixed‐method research design along with descriptive statistics.

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Ten commandments of Lean Six Sigma: a practitioners’ perspective

Cited by 83 publications

References 41 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

Lean–agile–resilience–green practices adoption challenges in sustainable agri‐food supply chains

Scrutinizing the types of leadership traits that contribute to the success of Six Sigma implementation: An empirical study

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