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1 – 10 of 267Jiju Antony, Vikas Swarnakar, Willem Salentijn, Alireza Shokri, Mehran Doulatabadi, Shreeranga Bhat, Olivia McDermott, Raja Jayaraman and Michael Sony
ISO 18404:2015 standard defines the proficiencies to the attainment of distinct competency levels with either Lean Manufacturing or Six Sigma or separately combined strategy Lean…
Abstract
Purpose
ISO 18404:2015 standard defines the proficiencies to the attainment of distinct competency levels with either Lean Manufacturing or Six Sigma or separately combined strategy Lean Six Sigma (LSS). The purpose of this paper is to perform a detailed investigation of the applicability of current LSS competency standard in SMEs and examine the need for further improvement.
Design/methodology/approach
A qualitative-based semi-structured interview method was utilized globally by interviewing a group of LSS professionals with knowledge about the LSS implementation working in different leading organizations. All participants were asked to review the standard before the interview process to ensure that they are familiar with the standard.
Findings
The results reveal that the current ISO 18404:2015 standard does not fit SMEs to implement the LSS approach as it has several shortfalls that need to be fixed before its adoption or an urgent need to develop a more customized LSS standard for SMEs. The outcome further helps organizations understand theoretical knowledge about ISO 18404:2015, its role in operational excellence implementation, pros, cons, critical success factors and required changes for further improvement within the standard.
Research limitations/implications
There were very limited baseline studies in the literature. A mixed method strategy that includes qualitative and quantitative data would yield better data so that more robust outcomes can be derived from the research.
Originality/value
To the best of authors' knowledge, this is the first empirical research on the applicability of ISO 18404:2015 for SMEs, which encapsulate opinions of LSS professionals working in several SMEs.
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Paula de Santi Louzada, Tiago F.A.C. Sigahi, Gustavo Hermínio Salati Marcondes de Moraes, Izabela Simon Rampasso, Rosley Anholon, Jiju Antony and Elizabeth A. Cudney
This study aims to present an overview and analyze the Lean Six Sigma Black Belt (LSSBB) certifications offered by institutions operating in Brazil.
Abstract
Purpose
This study aims to present an overview and analyze the Lean Six Sigma Black Belt (LSSBB) certifications offered by institutions operating in Brazil.
Design/methodology/approach
This research analyzed LSSBB certification courses offered by 48 institutions in Brazil by comparing the syllabi of the classes to the reference model proposed by the American Society for Quality (ASQ) in the Six Sigma Black Belt Body of Knowledge. This study employed the content analysis technique and hierarchical cluster analysis to analyze the data.
Findings
The results revealed a lack of standardization in the content of Lean Six Sigma (LSS) training in Brazil. 100% of the LSSBB courses analyzed covered four of the 108 techniques recommended by the ASQ Body of Knowledge (i.e. data types, measurement scales, sampling, and data collection plans and methods). In contrast, more than 75% of the courses covered all techniques related to the macro areas of organization-wide planning and deployment, organizational process management and measures, measure, and improve. The major shortcoming of LSS training is related to the macro area Design for Six Sigma framework and methodologies. LSS training is offered in a highly concentrated area in Brazil, the wealthiest region, where universities play a crucial role in disseminating LSS.
Originality/value
The literature lacks studies that critically examine LSS certification courses. There is little research on LSS in Brazil and there are no studies on LSS training in this country.
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Shreeranga Bhat, Jiju Antony, Maher Maalouf, Gijo E.V. and Souraj Salah
This paper aims to unearth the essential components of Six Sigma for successful deployment and sustainment of service quality in four different organizations in the United Arab…
Abstract
Purpose
This paper aims to unearth the essential components of Six Sigma for successful deployment and sustainment of service quality in four different organizations in the United Arab Emirates (UAE). More specifically, the paper is intended to determine the motivation to apply Six Sigma, Voice of Customer, Key Performance Indicators (KPIs), Critical-to-Quality (CTQ), readiness factors, Critical Success Factors, sustainment measures, tools and techniques used, challenges/barriers and performance impact on the company.
Design/methodology/approach
An exploratory research methodology with multiple case study analyses was adopted to determine the answers to the research objectives. Four case studies from different service processes of four companies were analyzed. The case studies were collated from these companies via a case study protocol with pre-defined criteria.
Findings
The analysis shows that service operation improvement projects are primarily dependent on the voice of the internal customer, with return on investment in savings as the KPI of the process. Most organizations prefer cycle time and errors as the CTQs in the Six Sigma projects. Even novice users can effectively apply the Six Sigma methodology with external experts’ assistance, mentoring and interventions. Across the case studies, it is observed that the projects were successfully deployed due to the support of top management leadership, effective communication and cross-functional teams. Employee resistance to change is the common barrier observed during the case study analysis. Eventually, in all the four case studies, Six Sigma is executed with standard tools and techniques within the define, measure, analyze, improve, control (DMAIC) approach.
Research limitations/implications
The present study’s findings cannot be generalized due to the limited number of case study analyses in different ecosystems in the UAE. The authors would like to analyse and report more case studies in service quality improvement through the Six Sigma methodology to comprehend and develop a generic roadmap for the deployment of Six Sigma in the UAE service industry.
Practical implications
The study’s findings provide insights into commonalities and differences between the essential factors of Six Sigma deployment and sustainability in UAE companies.
Originality/value
The study results might help the policymakers and key decision makers in UAE and other countries understand the effectiveness of Six Sigma in service quality improvement with its essential factors for deployment.
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Juliano Endrigo Sordan, Clésio Aparecido Marinho, Pedro Carlos Oprime, Márcio Lopes Pimenta and Roy Andersson
This paper aims to characterize a sample of Lean Six Sigma (LSS) projects in healthcare settings and discuss some specificities of operational excellence (OPEX) initiatives in…
Abstract
Purpose
This paper aims to characterize a sample of Lean Six Sigma (LSS) projects in healthcare settings and discuss some specificities of operational excellence (OPEX) initiatives in hospitals and healthcare organizations in the USA.
Design/methodology/approach
A content analysis involving a sample of 23 documents shared by US hospitals was performed in order to achieve the research objectives. Such analysis was based on a conceptual framework developed from the literature review. It was also applied to a quantitative approach, including descriptive statistics, hypothesis testing and correspondence analysis that supported the research.
Findings
Most LSSH projects were focused on business transformation and strategic improvements. Simple techniques and tools were predominant such as descriptive statistics, process mapping, 5S and spaghetti charts, usually implemented by Green Belts and Black Belts through the define, measure, analyze, improve and control (DMAIC) method. In addition to the expressive findings reported, these projects' results have been aligned with lead time and operational cost reduction, quality improvement and capacity increase.
Research limitations/implications
The study adds knowledge to the OPEX literature by analyzing the Lean Six Sigma healthcare (LSSH) in hospitals and healthcare institutions in the USA. It also demonstrates that different approaches, such as the kaizen event and DMAIC project show different results according to some techniques and tools applied in the hospital environment.
Originality/value
The empirical evidence presented in this study provides scenery of the LSS practices in the healthcare settings, highlighting the implementation areas, outcomes, tools and techniques mostly used in the North American healthcare institutions.
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Radouane Oudrhiri, Mustafa Al-Balushi, Stuart Anwyl, Anthony Bendell, Sabet Chamie, Shirley Yvonne Coleman, Mark Hayman, Roger Hilton, Osama Ahmad Melhem, Jayeshkumat Patel, Steve Ward, Simon White and Peter Whitehouse
This paper gives the background to the ISO 18404:2015 standard and explains its rationale. It aims to correct misconceptions and erroneous statements about the standard appearing…
Abstract
Purpose
This paper gives the background to the ISO 18404:2015 standard and explains its rationale. It aims to correct misconceptions and erroneous statements about the standard appearing in the paper by Antony et al. (2021) and to demonstrate the usefulness of the standard in a wide range of application sectors.
Design/methodology/approach
A review of recently reported misconceptions and erroneous statements is presented and clarifications are provided. A qualitative interview approach was utilised to obtain the views of leading academics and practitioners familiar with Six Sigma and Lean in a range of sectors and from different parts of the world. This includes the results of a survey for capturing expectations and requirements for the next ISO18404 version.
Findings
Clarifications were needed to correct some misconceptions and erroneous statements in recently published work. However, on review, the reports of the interviews in Antony et al. (2021) indicate that most Lean Six Sigma professionals have positive experiences with ISO 18404:2015 and see the advantages of a common standard in helping continuous improvement deployment. Possible causes of some reported negative results are already scheduled to be addressed in the forthcoming review of ISO 18404:2015.
Research limitations/implications
A very real constraint when conducting research into ISO 18404:2015 is to obtain a balanced view of the standard from those who have a vested interest in its continuation and evolution, or not. Whilst the authors cannot claim to be any more objective than Antony et al.’s (2021) authors and commentators, they are, in contrast to that group, highly knowledgeable about the reality of the standard, rather than speculating in ignorance.
Practical implications
A very real constraint when conducting research into ISO 18404:2015 is to obtain a balanced view of the standard which is balanced with respect from those who have a vested interest in its continuation and evolution, or not. Whilst the current authors cannot claim to be any more objective than previous authors, Antony et al.’s (2021) authors and commentators, they are, in contrast to that group, highly knowledgeable about the reality of the standard, rather than speculating in ignorance.
Originality/value
The paper gives a clear description of the ISO standard development process and provides a resource for people to obtain insight into the value or non-value add of a standard in Six Sigma and Lean, and the appropriate details of such a standard. These results can form the basis of a case for the implementation of the standard for those organisations currently trying to decide whether or not to implement it.
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Shreeranga Bhat, Jiju Antony, Gijo E.V., Rajesh Koul, Elizabeth A. Cudney and Ayon Chakraborty
While Six Sigma (SS) has been deployed effectively in Indian manufacturing and service sectors as a process improvement methodology, the implementation of Design for Six Sigma…
Abstract
Purpose
While Six Sigma (SS) has been deployed effectively in Indian manufacturing and service sectors as a process improvement methodology, the implementation of Design for Six Sigma (DFSS) for robust product and service development has not shown noticeable results. Therefore, this article aims to determine the critical failure factors (CFFs) of DFSS in the Indian context.
Design/methodology/approach
The paper presents the results of a pilot survey on the CFFs of DFSS in Indian companies. The survey participants were specialists in DFSS who have been involved in DFSS projects in their past and present companies. Moreover, the pilot study participants were DFSS Champions, Master Black Belts, Black Belts and Green Belts from the manufacturing and service sectors.
Findings
Company-wide applications of DFSS are very limited in India. Most of the DFSS project failures are reported in the Analyse phase of the project. The results indicated that all 18 CFFs used in the survey have a significant impact on project failures. Also, it was determined that all CFFs are positively correlated with each other. Further, a strong correlation was observed between the voice of the customer (VOC) and project selection and prioritisation. In addition, effective training showed a strong correlation with the right selection of tools.
Research limitations/implications
The pilot survey was based on a limited sample size. Moreover, the study is confined to only the Indian context and data were collected through the authors' networks. However, respondents were proficient, certified and involved in DFSS project deployment in the manufacturing and service sectors. Therefore, the study's findings are useful and meaningful to draw robust inferences.
Originality/value
To the best of the authors' knowledge, this is the first empirical study conducted in the Indian context to identify the reasons for DFSS project failures. The study's findings can aid academicians and practitioners in comprehending and critically examining the CFFs of DFSS before executing a project. Moreover, the research outcome motivates policymakers to create an ecosystem to effectively adopt DFSS for start-ups and micro, small and medium enterprises (MSME) to ensure a circular economy and support the “Atmanirbhar Bharat” initiative.
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Jiju Antony, Michael Sony, Olivia McDermott, Vikas Swarnakar, Brian Galli, Mehran Doulatabadi and Rajesh Kaul
Operational excellence (OPEX) initiatives such as Lean, Six Sigma, Lean Six Sigma and Agile have some common characteristics that can be understood through their adoption in…
Abstract
Purpose
Operational excellence (OPEX) initiatives such as Lean, Six Sigma, Lean Six Sigma and Agile have some common characteristics that can be understood through their adoption in organizations. The objective of this research is to present the results of an online survey highlighting the most critical reasons for failure of OPEX initiatives.
Design/methodology/approach
This study presents the results of a survey from 106 experts from different countries who have been involved in OPEX implementation. The experts were Six Sigma Master Black Belts, Black Belts and Champions from different manufacturing and service organizations. The developed questionnaire was initially tested with the help of seven experts to ensure their technical validity and soundness.
Findings
The study found 15% of companies surveyed have not adopted any form of OPEX methodology. The top three reasons for non-adoption of OPEX were also found. In terms of the use of various OPEX methodologies, more than 75% of companies were employing Six Sigma and less than 50% were engaged in Lean initiatives. Another surprising result was that less than 5% of the companies were utilizing Kaizen and other continuous improvement methodologies for improving the efficiency and effectiveness of organizational processes. The study further finds top five failure factors for sustaining OPEX initiatives in manufacturing, service, large and small organizations.
Research limitations/implications
The study reports the outcomes based on an online survey with limited sample size. Moreover, the number of samples from small and medium-sized enterprises (SMEs) was less than 25, and therefore it was difficult to make any robust conclusions in the comparison of failure factors between large enterprises and SMEs.
Originality/value
To the best of the authors’ knowledge, this is the first empirical study that has attempted to explore the reasons for failure of OPEX initiatives. The authors argue that a greater understanding of the reasons for failure of OPEX initiatives can provide an input to develop a framework that can mitigate the failures and costs associated with such failures.
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Ali Al Owad, Neeraj Yadav, Vimal Kumar, Vikas Swarnakar, K. Jayakrishna, Salah Haridy and Vishwas Yadav
Lean Six Sigma (LSS) implementation follows a structured approach called define-measure-analyze-improve-control (DMAIC). Earlier research about its application in emergency…
Abstract
Purpose
Lean Six Sigma (LSS) implementation follows a structured approach called define-measure-analyze-improve-control (DMAIC). Earlier research about its application in emergency healthcare services shows that it requires organizational transformation, which many healthcare setups find difficult. The Kotter change management model facilitates organizational transformation but has not been attempted in LSS settings till now. This study aims to integrate the LSS framework with the Kotter change management model to come up with an integrated framework that will facilitate LSS deployment in emergency health services.
Design/methodology/approach
Two-stage Delphi method was conducted by using a literature review. First, the success factors and barriers of LSS are investigated, especially from an emergency healthcare point of view. The features and benefits of Kotter's change management models are then reviewed. Subsequently, they are integrated to form a framework specific to LSS deployment in an emergency healthcare set-up. The elements of this framework are analyzed using expert opinion ratings. A new framework for LSS deployment in emergency healthcare has been developed, which can prevent failures due to challenges faced by organizations in overcoming resistance to changes.
Findings
The eight steps of the Kotter model such as establishing a sense of urgency, forming a powerful guiding coalition, creating a vision, communicating the vision, empowering others to act on the vision, planning for and creating short-term wins, consolidating improvements and producing still more change, institutionalizing new approaches are derived from the eight common errors that managers make while implementing change in the institution. The study integrated LSS principles and Kotter’s change management model to apply in emergency care units in order to reduce waste and raise the level of service quality provided by healthcare companies.
Research limitations/implications
The present study could contribute knowledge to the literature by providing a framework to integrate lean management and Kotter's change management model for the emergency care unit of the healthcare organization. This framework guides decision-makers and organizations as proper strategies are required for applying lean management practices in any system.
Originality/value
The proposed framework is unique and no other study has prescribed any integrated framework for LSS implementation in emergency healthcare that overcomes resistance to change.
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Michael Sony, Mariam Ali Ramadan, Jiju Antony, Maha Khalifa Al Dhaheri, Olivia McDermott and Elizabeth A. Cudney
This research aims to establish the applicability of the International Organisation for Standardisation (ISO) 18404 standard to the service sector, identify any required…
Abstract
Purpose
This research aims to establish the applicability of the International Organisation for Standardisation (ISO) 18404 standard to the service sector, identify any required amendments and identify the critical success factors and barriers to deploying the standard within the service sector.
Design/methodology/approach
The study used a qualitative approach by interviewing operational excellence (OPEX) professionals who work in the service sector.
Findings
The findings indicate a significant lack of knowledge about the existence of the standard and a general scepticism regarding the applicability of the current ISO 18404 standard to the service sector.
Research limitations/implications
Limited examples of the application of ISO 18404 in organisations exist, as only a few organisations have adopted the standard. Therefore, the research focussed on the challenges and obstacles that experienced OPEX professionals perceived could be an issue.
Originality/value
The study will aid service sector organisations in understanding the standard and, subsequently, determine whether to pursue it as part of an OPEX programme. This research is the first study on the application of ISO 18404 to the service sector.
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Yaifa Trakulsunti, Jiju Antony, Jose Arturo Garza-Reyes, Guilherme Luz Tortorella, Witsarut Chuayjan and Monika Foster
The aim of this study reported in this paper was to explore the application of operational excellence methodologies in a global context.
Abstract
Purpose
The aim of this study reported in this paper was to explore the application of operational excellence methodologies in a global context.
Design/methodology/approach
A qualitative interview approach was used to understand the current state, benefits, challenges, success factors, tools and techniques of operational excellence methodology implementation with relevance to logistics companies worldwide. About 16 interviews were undertaken with practitioners working in leading companies and with leading academics in Asia, Europe, Africa, North America, South America and Australia.
Findings
The findings show that operational excellence methodologies including Lean, Six Sigma, Lean Six Sigma and Agile can apply in logistics firms to improve operations and productivity and save costs. Top management support and involvement play an important role in the success of operational excellence projects in the logistics service.
Research limitations/implications
The findings will be of interest to top and middle managers and logistics practitioners, with a dual aim of improving logistics performance and saving costs.
Originality/value
The present study has been one of the first global study attempts to explore the implementation of operational excellence methodologies in the logistics sectors.
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