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The aim of this paper is to deploy Six Sigma (SS) methodology for addressing the customer complaints pertaining to Chemical-X in an Indian chemical company.

The study followed a structured Define, Measure, Analyze, Improve, Control (DMAIC) approach to address the customer complaints. The complaints have been classified into different categories along with a project charter in the define phase. In the measure phase, measurement system analysis (MSA) and supplier, input, process, output and control (SIPOC) have been applied. In the analyze and improve phase, why–why analysis, process capability study, how–how analysis, Gage repeatability and reproducibility and Taguchi design have been applied to optimize the manufacturing process parameters for Chemical-X. Lastly, in the control phase, validation of 20 batches has been piloted to validate the optimized parameters.

The findings of this study highlight the optimization and prioritization of the process parameters. It shows that humidity has the least impact on the manufacturing of Chemical-X, whereas shift type has the maximum impact. The experimental output indicates that the 1st Shift, the holding time after grinding should be twenty-four hours, and the temperature after grinding should be 40 °C to reduce the customer complaints concerning lumps formation in Chemical-X.

The study is performed for a single product (Chemical-X). It has focused only from the manufacturing process view and not from the transportation, suppliers and downstream supply chain view.

A systematic and data-driven approach of the SS methodology ensured that the customer complaints due to lumps formation reduced from 5% (approx.) to 1% (approx.) which resulted in the cost saving of INR 4 million (approx.) annually.

The purpose of this paper is to examine the effect of total quality management (TQM) on service quality (SQ), market orientation (MO) and the subsequent effect on customer satisfaction (CS) and customer loyalty (CL). The research also analyses the direct effect of TQM on CS.

Data were collected from middle managers of retail banking sector in India using survey method. Structural equation modeling is used to analyze the data and to test the hypotheses.

The results show that TQM is positively associated with SQ, MO and CS. SQ and MO are significantly and positively associated with CS. CS subsequently leads to improved CL.

Enforcing TQM practices in their organizations as a change management tool, banks can achieve a greater degree of MO, improved SQ and higher CS to gain higher CL.

This paper empirically demonstrates that, by proper implementation of TQM in banks, the SQ and MO can be improved. Well implemented quality management practices, better customer service and market-focused attitude of banks will elevate the CS level and improve loyalty of customers toward the banks. With a little study has yet focused on India, the paper offers knowledge to banking professionals for increasing CL by effective implementation of TQM practices.

The purpose of this paper is to explore the relationship between quality management (QM) and performance, specifically how the infrastructure and core QM practices affect quality and business performance, in Indian manufacturing organizations.

In this study, the empirical data were drawn from 262 manufacturing organizations in India. The research model was tested using the structural equation modeling technique.

The findings of the empirical study revealed that infrastructure QM practices have a positive effect on core QM practices and indirectly on quality performance, whereas, core QM practices have a positive effect on quality performance. Also, quality performance has a positive effect on business performance.

This study considered QM from two dimensions (infrastructure and core quality practices), the study further contributes to the understanding of the different roles played by diverse QM dimensions in determining business performance in terms of increased return on investment, shareholder and stakeholder value.

The study showed that infrastructure quality practices support the application of core quality practices. Therefore, managers must develop and maintain their organization’s quality system and sufficient resources need to be allocated to both types of practices in order to achieve the superior business performance.

This study considers both total quality management and Six Sigma practices for defining a new set of infrastructure and core QM practices in Indian manufacturing organizations.

The purpose of this paper is to empirically examine the organizational culture (OC) of the competing values framework (CVF) on quality management (QM) practices. Specifically, it tests OC on two views, QM practices, i.e. the infrastructure quality and core QM practices.

The proposed hypotheses were tested using empirical data drawn from 262 manufacturing organizations in India. The research model developed was analyzed using structural equation modeling technique.

The findings of this study revealed that the hierarchical and rational cultures are the dominant types of culture, and top management commitment and Six Sigma structure are the most important aspects of the infrastructure and core QM practices in Indian manufacturing organizations. Further, the results of the study showed that group culture and development culture are the most supportive culture types for both infrastructure and core QM practices. On the contrary, hierarchical and rational culture types are the least supportive for infrastructure and core QM practices. The study proposes the need for the mixed culture approach that facilitates the adoption of business strategies

Before implementing infrastructure and core QM practices, managers must understand the importance of cultural values in their organization to facilitate effective implementation of QM.

This paper contributes to the existing literature by providing empirical evidence leading to the relationship between OC and QM practices. This is the first study that empirically examined the Indian cultural context using CVF, thus contributing to the scarce body of literature particularly in the developing countries.

The purpose of this paper is to develop and validate a scale for infrastructure and core practices, including total quality management (TQM) and Six Sigma practices, in the Indian manufacturing organizations.

In this study, a psychometric systematic scale development procedure has been adopted and executed, which includes three phases. Phase 1 includes item generation and selection through expert opinion. In Phase 2, scale refinement using item analysis, exploratory factor analysis, confirmatory factor analysis (CFA), and convergent and discriminant validity have been carried out. Finally, in Phase 3, scale validation through the replication of CFA and nomological validity assessment has been conducted. Also, a higher order measurement and structural model has been used to assess predictive validity of infrastructure and core practices.

The findings of the empirical study resulted in a 45-item scale that measures Infrastructure practices (top management commitment, workforce management, supplier relationship, customer relationship management, Six Sigma role structure) and core practices (process management, product/service design, quality information and analysis, Six Sigma metric, Six Sigma structure), considering both TQM and Six Sigma practices. Also, the higher order predictive validity assessment model suggested that core practices have a higher impact on quality performance than infrastructure practices.

This study considered TQM and Six Sigma practices for defining infrastructure and core practices. However, future studies may include other quality tools in infrastructure and core quality practices such as Lean, Kaizen, and others in the measurement model to get more concrete results.

This reliable and valid scale will help managers measure the level of QM in order to enhance business performance.

This study symbolizes a first-time attempt for developing a validated tool to measure infrastructure and core practices in the Indian manufacturing organizations.

The present study proposes a model to examine the cultural fit between buyers and suppliers for establishing synergies in their processes and practices.

This study assessed buyers' culture through the Competing Values Framework and used Quality Management Practices Model as a proxy to assess suppliers' culture. The data from 262 paired respondents were used for this analysis. This survey was administered in India, using linear snowball-sampling technique. This study applied 3SLS regression for each culture group separately.

This study has instituted the cultural fit between the buyers' and suppliers' culture. It is observed that for getting synergies between cultures, buyers need to choose a set of suppliers which have similar cultural traits.

This study presents empirical findings based on data from Indian manufacturing firms. These findings need testing in other developing countries and other sectors.

Organizations can formulate right policies for supplier selection based on the cultural fit between buyers and suppliers.

With increasing role of suppliers in the value chain, organizations around the world need to work with the right suppliers for gaining a sustainable competitive advantage. Selection of the right suppliers depends on the cultural fit between buyers and suppliers that, in turn, depends on the selection of the right suppliers based on the prevailing culture.

This study aims to empirically examine the relationship between Six Sigma and organisational performance of the Dubai Police Force (DPF). Moreover, this study further explores the role of innovation culture as a mediating variable between this relationship.

A questionnaire survey was conducted to collect research data. The population of the study was composed of head section officers of the DPF. A total of 388 questionnaires were distributed amongst respondents in which 252 of them were returned. Structural equation modelling was performed to test the hypothesised model.

Central findings confirmed the effect of Six Sigma and innovation culture on organisational performance. Additionally, innovation culture was found to partially mediate the effects of Six Sigma on organisational performance.

Findings from this study may enlighten managers, practitioners and academicians on the importance of using Six Sigma in the policing field. This study advocates taking into account preparing appropriate culture when implementing Six Sigma projects given its role in facilitating the implementation of these projects and achieving success. Six Sigma with innovation culture provides a key opportunity for the creation of uniqueness and has the potential to significantly influence organisational performance.

This study adds to the current knowledge on the role of Six Sigma on organisational performance of police agencies. This study is the first to provide empirical evidence on the mediating role of innovation culture on the relationship between Six Sigma and organisational performance in policing context.