Evaluating critical failure factors for implementing sustainable lean six sigma framework in manufacturing organization: A case experience
10 Apr 2020-International Journal of Lean Six Sigma (Emerald Publishing Limited)-Vol. 11, Iss: 6, pp 1069-1104
TL;DR: It was found that most dependent and dominant CFFs affect the implementation of the SLSS framework in the case organization and this study guides the systematic solution approach which helps in tackling such problems that occurred in manufacturing organizations.
Abstract: The purpose of this study is to identify, evaluate and develop a structured model to measure the interrelation between critical failure factors (CFFs) that affects the implementation of the sustainable Lean Six Sigma (SLSS) framework in a manufacturing organization. Further solution approaches have been provided that inhibit those CFFs and help in successful implementation of the framework.,To find the interrelation among the selected CFFs and develop a systematic structured model, a total interpretive structural modeling (TISM) approach has been used. A 13-level model for selected CFFs has been formed after the application of the TISM approach. Further classification of CFFs has been performed for a better understanding of their nature through MICMAC analysis.,A total of 26 SLSS CFFs have been identified through a detailed study of case organization, various literature reviews and experience of panel experts toward developing a systematic model of CFFs. The solution approach has been provided by panel experts based on their industrial experiences after observing the role of CFFs in the developed model. Based on the analysis, it was found that most dependent and dominant CFFs affect the implementation of the SLSS framework in the case organization.,This study helps SLSS practitioners, project managers, decision-makers and academicians of manufacturing industries to a better understanding of the failure factors and their interrelations while implementing the SLSS framework in manufacturing organizations. This study also guides the systematic solution approach which helps in tackling such problems that occurred in manufacturing organizations.,In this study, the TISM-based structural model of CFFs for implementing the SLSS framework in manufacturing organizations has been proposed which is a very new effort in the area of a manufacturing environment.
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TL;DR: In this article, a conceptual model was proposed consisting of lean-green and sustainability (LGS) tools to achieve superior triple bottom line (TBL) performance, and the results demonstrated the capability of lean and green, especially their combination, to enhance sustainability outcomes.
37 citations
TL;DR: This study provides impetus to practitioners and consultant for the initiation of LSS in the business organization through tackling the LSS barriers as per their driving and dependence power through hybrid ISM-SEM approach.
Abstract:
Purpose
Lean six sigma (LSS) has attained a prominent position in mature organizations but small- and medium-sized enterprises (SMEs) are struggling in the proper implementation of LSS in their core business. This study aims to make a comprehensive analysis of LSS implementation barriers in SMEs so that LSS execution can be much fluent in SMEs.
Design/methodology/approach
This research work is carried out based on investigation of LSS barriers through extensive literature review. For validating the identified barriers, a questionnaire survey was conducted, and out of 400 samples, 260 responses received back. The collected responses are analyzed statistically and found 16 significant barriers. The finalized barriers are modeled using interpretive structural modeling (ISM) and clustered them through matrice d’impacts croisés-multiplication appliquée a un classement (MICMAC) analysis. Furthermore, to check the consistency of results, ISM-MICMAC outcomes are validated through structural equation modeling (SEM).
Findings
The result reveals that 16 LSS implementation barriers are finalized through expert’s opinion and validated through statistical reliability test with Cronbach’s alpha value of 0.820. The ISM model reveals that the management relevant barriers are exhibiting the leading role to influence the implementation of LSS in SMEs. Moreover, the obtained results validated through SEM are found in good agreement.
Research limitations/implications
During pairwise comparisons, there may be some prejudice and subjectivity as human judgments are engaged.
Practical implications
This study provides impetus to practitioners and consultant for the initiation of LSS in the business organization through tackling the LSS barriers as per their driving and dependence power.
Originality/value
In the past, limited studies had explored the LSS barriers, but a few studies analyzed the mutual relationship between barriers. No such study is reported in literature that validates the mutual interaction model of LSS barriers. Hence, this paper presents the original research work of identification and modeling of barriers associated with LSS implementation in SMEs through hybrid ISM-SEM approach.
35 citations
TL;DR: Management involvement to execute sustainable Lean Six Sigma in an organization and structured sustainable Lean six Sigma implementation training were identified in this study as the most significant success factors of the twenty-nine factors for successful sustainableLean Six Sigma implementation.
29 citations
TL;DR: The proposed ISM model sets the directions for business managers in planning the operational strategies for addressing AM implementation issues in the Indian manufacturing sector and develops hierarchical model by integrative ISM-MICMAC approach.
Abstract: The purpose of this paper is to identify various factors influencing additive manufacturing (AM) implementation from operational performance in the Indian manufacturing sector and to establish the hierarchical relationship among them.,The methodology includes three phases, namely, identification of factors through systematic literature review (SLR), interviews with experts to capture industry perspective of AM implementation factors and to develop the hierarchical model and classify it by deriving the interrelationship between the factors using interpretive structural modeling (ISM), followed with the fuzzy Matrice d’Impacts Croises Multiplication Appliques a un Classement (MICMAC) analysis.,This research has identified 14 key factors that influence the successful AM implementation in the Indian manufacturing sector. Based on the analysis, top management commitment is an essential factor with high driving power, which exaggerates other factors. Factors, namely, manufacturing flexibility, operational excellence and firm competitiveness are placed at the top level of the model, which indicates that they have less driving power and organizations need to focus on those factors after implementing the bottom-level factors.,Additional factors may be considered, which are important for AM implementation from different industry contexts. The variations from different industry contexts and geographical locations can foster the theoretical robustness of the model.,The proposed ISM model sets the directions for business managers in planning the operational strategies for addressing AM implementation issues in the Indian manufacturing sector. Also, competitive strategies may be framed by organizations based on the driving and dependence power of AM implementation factors.,This paper contributes by identification of AM implementation factors based on in-depth literature review as per SLR methodology and validation of these factors from a variety of industries and developing hierarchical model by integrative ISM-MICMAC approach.
25 citations
TL;DR: The findings of this study reveal the case organizations were sustainable in customer perspectives but not sustainable in triple bottom line dimensions perspectives, and a solution approach is provided by the experts to improve the manufacturing process sustainability.
22 citations
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TL;DR: In this paper, the authors examine the relationship among green, lean, and global supply chain strategies as found in the literature, with emphasis on the concurrent implementation of these three strategic initiatives, in order to develop a research agenda to guide theoretically based future research that informs managerial decision making.
Abstract: Purpose – The purpose of this paper is to examine the relationship among green, lean, and global supply chain strategies as found in the literature, with emphasis on the concurrent implementation of these three strategic initiatives, in order to develop a research agenda to guide theoretically based future research that informs managerial decision making.Design/methodology/approach – An extensive literature review is conducted to examine research and practice with respect to the concurrent implementation of green, lean, and global supply chain strategies.Findings – An in‐depth examination of the literature revealed drivers, barriers, converging, and contradictory points across the three supply chain strategies. Future research opportunities fall into four major themes: the need for theoretically grounded research, the need for a multi‐functional approach, the need for a systems approach that adds strategic insight, and the need for integrated measurement application. Managerial aspects are highlighted in ...
541 citations