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Article
Publication date: 10 January 2023

Maharshi Samanta, Naveen Virmani, Rajesh Kumar Singh, Syed Nadimul Haque and Mohammed Jamshed

Manufacturing industries are facing dynamic challenges in today’s highly competitive world. In the recent past, integrating Industry 4.0 with the lean six sigma improvement…

Abstract

Purpose

Manufacturing industries are facing dynamic challenges in today’s highly competitive world. In the recent past, integrating Industry 4.0 with the lean six sigma improvement methodologies has emerged as a popular approach for organizational excellence. The research aims to explore and analyze critical success factors of lean six sigma integrated Industry 4.0 (LSSI).

Design/methodology/approach

This research study explores and analyzes the critical success factors (CSFs) of LSSI. A three-phase study framework is employed. At first, the CSFs are identified through an extensive literature review and validated through experts’ feedback. Then, in the second phase, the initial list of CSFs is finalized using the fuzzy DELPHI technique. In the third phase, the cause-effect relationship among CFSs is established using the fuzzy DEMATEL technique.

Findings

A dyadic relationship among cause-and-effect category CSFs is established. Under the cause category, top management commitment toward integrating LSSI, systematic methodology for LSSI and organizational culture for adopting changes while adopting LSSI are found to be topmost CSFs. Also, under the effect category, organizational readiness toward LSSI and adaptability and agility are found to be the uppermost CSFs.

Practical implications

The study offers a framework to understand the significant CSFs for LSSI implementation. Insights from the study will help industry managers and practitioners to implement LSSI and achieve organizational excellence.

Originality/value

To the best of the authors’ knowledge, CSFs of LSSI are not much explored in the past by researchers. Findings will be of great value for professionals in developing long-term operations strategies.

Article
Publication date: 4 October 2022

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.

Details

The TQM Journal, vol. 35 no. 7
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 23 August 2018

Wouter Beelaerts van Blokland, Sebastiaan van de Koppel, Gabriel Lodewijks and Wouter Breen

Today, most of the car manufacturers world-wide have embraced the principles of lean manufacturing on strategic and operational level. On strategic level car companies like Toyota…

Abstract

Purpose

Today, most of the car manufacturers world-wide have embraced the principles of lean manufacturing on strategic and operational level. On strategic level car companies like Toyota (Womack et al., 1990) shifted 63 per cent of the value of the car towards the first, second and third tier suppliers for the co-production and co-development of cars as an effect of lean implementation. However, lean implementation was also followed by for instance Ford and GM in the USA, the latter company faced a sudden disruption in 2009 due to the break-out of the financial crisis in 2008, while Ford survived. Could this be foreseen? The exclusive use of (classic) financial performance indicators may give a false image of a company’s current and future performance. There is a need for a model to identify “the stars and the laggards’ regarding car companies by taking into account non-financial and intangible dimensions as advocated by Neely et al. (2003) regarding the third generation of business performance measurement systems. The purpose of this paper is therefor to propose a method to measure and benchmark car company performance which includes the non-financial R&D dimension as well as supply chain, value creating and employee dimensions. These dimensions are present in the value leverage model (van Blokland et al., 2012a, 2012b) which can serve as a basis for this method. The aim is to contribute to the third generation business performance measurement systems by further development of the value leverage model towards a maturity model for benchmarking car company performance. The proposed method can provide a big picture and give insight regarding company performance and direction of the performance.

Design/methodology/approach

Value leverage can be measured by a correlation analysis regarding three dimensions, namely, supply chain, R&D and value creation, all relative to the employee or capita which results in the average value leverage (AVL) factor. This AVL factor can be used to compose a combined relative and absolute ranking. The score regarding the AVL results in a relative ranking expressing the level of stability regarding the car companies value chain and system. For the absolute ranking the car companies receive per variable parameter a score according to their absolute performance relative to the other car companies. The relative and absolute ranking are presented on the vertical and horizontal axes forming a matrix. The matrix is the basis for the stability-value leverage maturity model for measuring and benchmarking company performance. With the proposed method, the following main research question can be answered: “How can company performance be measured and benchmarked from a stability-value leverage perspective?”.

Findings

With the proposed method, stability-value leverage performance can be measured. The relative ranking on the vertical axis and the absolute ranking form together a matrix which is presented by a scatterplot. A matrix with four maturity levels emerged from the analysis by introducing the average score of all the car companies together in the data set crossing the matrix vertical and horizontal. The four levels are as follows: Level I, low stability – low value leverage; Level II, low stability – high value leverage; Level III, high stability – low value leverage; and Level IV, high stability – high value leverage. Stability-value leverage performance of car companies can be measured over time which makes it possible to observe to which direction the car company migrates for instance from Level I to Level III, before and after the financial crises in 2008. The car companies BMW, Daimler, Audi, Ford and Honda are the best performing companies in stability-value leverage over the period 2000-2014, as they are situated at Level IV. With the findings, the main research question can be answered. The value leverage indicators can be used for measuring and benchmarking company performance regarding four maturity levels of stability and value leverage. The direction of performance can be observed as well.

Research/limitations/implications

This research is limited to the car industry. Further research is devised to test the indicators for instance on the truck manufacturing industry. Further research towards new variables is part of the ongoing research.

Practical/implications

With the value leverage maturity model, it is possible to inform stakeholders about stability, value leverage and value creation capability of car companies. Weak performing companies can be identified in an early stage with this method to anticipate for instance on possible discontinuation of a car company effecting in merger an acquisition processes.

Social/implications

With the method stakeholders such as employees, users of cars and investors can be informed about how and why car companies perform in an unstable or stable manner.

Originality/value

This research towards ranking and classification of car companies aligns with theories regarding lean manufacturing and maturity models, as these models are used to compare companies on their level of perfection or excellence.

Details

International Journal of Lean Six Sigma, vol. 10 no. 1
Type: Research Article
ISSN: 2040-4166

Keywords

Open Access
Article
Publication date: 25 May 2022

Thais Assis de Souza, Guilherme Alcântara Pinto, Luiz Guilherme Rodrigues Antunes and André Grützmann

Regarding the premises of open innovation (OI) in terms of knowledge sources, this paper aims to discuss how to manage the existing sources of knowledge in supply chains.

1959

Abstract

Purpose

Regarding the premises of open innovation (OI) in terms of knowledge sources, this paper aims to discuss how to manage the existing sources of knowledge in supply chains.

Design/methodology/approach

An integrative review was developed focusing on studies related to supply chain and OI, seeking to understand the relationships between them, supporting the innovative discussion.

Findings

The SIPOC-OI was proposed as a tool to support the management of knowledge sources present in the supply chain, promoting efficiency to the company and improving its innovative capacity.

Research limitations/implications

The conceptual proposal should be empirically verified to understand the management tool's obstacles and benefits for a company's innovation performance. Additionally, it would be useful to understand the results of this proposal in the relationships between agents of the chain, as well as the direction (inbound, outbound or coupled). Additionally, relevant points were highlighted as future agendas.

Practical implications

The point of view based on OI treats the collaboration's aspects and its benefits to agents, which becomes an essential factor in improving the entire chain's integration and performance.

Originality/value

The analysis of the flow of knowledge in supply chains from an OI perspective is an innovation in theory. Besides, the multidisciplinary proposal is expressed in the framework developed as it is based on a tool from engineering. Supply chain competencies/mindset is important to develop OI as well as is the contrary – there is a mutual practical and theoretical relevance between the integration of the concepts.

Details

Innovation & Management Review, vol. 20 no. 1
Type: Research Article
ISSN: 2515-8961

Keywords

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