Why do organizations discontinue Lean Six Sigma initiatives?

Empirical analysis of Lean Six Sigma implementation barriers in healthcare sector using fuzzy DEMATEL approach: an Indian perspective

Purpose

The present study aims to explore the barriers to Lean Six Sigma (LSS) implementation in the healthcare sector and develop the ranking of finalized barriers using the Decision-Making Trial and Evaluation Laboratory (DEMATEL) approach under a fuzzy environment.

Design/methodology/approach

The LSS barriers are identified through the literature review and validated by the expert's opinion and statistical analysis. A total of 124 experts were identified through the purposive sampling method for conducting this study. A questionnaire survey method is used to collect the data related to identified LSS barriers in the healthcare sector. The screened barriers are ranked through the Fuzzy DEMATEL approach.

Findings

In this study, a total of 21 barriers were identified with the help of a systematic literature review and screened 13 significant barriers by the expert opinions of healthcare personnel. The result reveals that “Lack of top management commitment and support, lack of awareness about LSS”, “resistance to culture change and inadequate resources emerges as the most critical barriers”. The prioritization of barriers facilitates the managers to make effective policies and guidelines for LSS implementation in healthcare organizations.

Practical implications

To avoid LSS implementation failure, the practitioners and researchers need to focus on LSS barriers as per suggested ranking more conventionally and make plans and adoption policies accordingly.

Originality/value

This study is unique in terms of investigation and empirical analysis of LSS implementation barriers in the healthcare sector in the Indian context. The outcomes of the present study will help the managers of healthcare organizations to make the strategies and policies for LSS implementation as per the recommended LSS barriers.

Critical analysis of Lean Six Sigma black belt certification courses offered in Brazil

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.

Useful paths for identifying Lean Six Sigma improvement opportunities

Purpose

The goal of this work is to clarify seven useful DMAIC Analyze phase options for developing process improvement opportunities required for successful projects.

Design/methodology/approach

Using a scientific method problem solving structure, IO possibilities are shown to be predicted by rejecting a conceptual testable hypothesis.

Findings

Seven analysis paths are identified that enable learners to develop multiple IO discovery strategies and to narrow tool selection options. Four benefit areas for identifying analysis paths are given: improved training, continuous improvement foundation, leadership support and framework clarification.

Research limitations/implications

Any starting list of analysis paths for developing IOs would be incomplete. The diversity of application experiences and tools will add to the current list.

Practical implications

Learners participating in LSS activities are aware of management's expectation that they will develop IOs to justify the LSS investment. Tool-focused training may leave some learners unclear about the multiple possible sources for IOs. Identifying useful analysis paths with associated tools for IO discovery will address any learner's Analyze phase uncertainty and facilitate expanded opportunities.

Originality/value

Any successful LSS project must discover IOs to develop improvement actions. Clarifying IO discovery alternatives will encourage team brainstorming on Analyze phase investigative options. This framework identifying LSS improvement paths will assist practitioners in training and communicating with leadership and learners the range of approaches for developing improvement actions.

Strategies for successful deployment and sustainment of Lean Six Sigma in healthcare sector in India: a multi-level perspective

Purpose

This study aims to present Lean Six Sigma (LSS) deployment and sustainment strategies for the healthcare sector from a multi-level perspective. The objective is to present LSS implementation insights to enable policymakers, practitioners and academicians to test and develop an LSS framework for healthcare sectors.

Design/methodology/approach

The strategies identified are the result of a multi-method research design involving literature review, action research (AR) and Delphi study. Further, the AR portion of the study involved more than 10 years of projects focused on the deployment of LSS in the healthcare sector.

Findings

The strategies include a holistic view from the multi-level perspective, considering the Top Management Level, Middle Management Level and Operational Level. The authors ascertained 27 strategies across the three levels of organizational structure for the effective deployment of LSS. Further, the authors present a customized LSS “pocket guide” from the healthcare perspective for quick reference.

Research limitations/implications

The strategies delineated in this study are based on the Indian healthcare section only; thus, further research in additional geographic contexts is needed. Also, further research is necessary to provide additional empirical validation of the effects of the identified strategies on LSS program outcomes and to verify that the strategies operate at the proposed organizational levels. Future research should also focus on identifying the interrelationships between strategies within and across levels, developing a “road map” for LSS implementation in hospitals and designing the LSS curriculum for medical schools and other medical training programs.

Practical implications

Observations of this study can contribute to developing a holistic framework for successful LSS implementation in the healthcare sector for academicians, practitioners and policymakers. This, in turn, ensures an enhanced value proposition, improved quality of life and reduced healthcare operational costs. Thus, it ensures a win-win situation among all the stakeholders of the healthcare sector.

Originality/value

The strategies put forth will enable the LSS researchers, academicians and, more particularly, practitioners to delve deeper into specific enablers and safeguard the LSS deployment from backlash. The research has two significant benefits. Firstly, it enhances the understanding of LSS from the healthcare perspective. Secondly, it provides direction for future studies with specific components for hospitals’ LSS framework, which can be further tested, refined and improved.

Industry 4.0 implementation and Triple Bottom Line sustainability: An empirical study on small and medium manufacturing firms

Background

The current level of industrialization has generated many challenges worldwide, including ecological hazards, climate change, and the overuse of non-renewable natural resources, thereby creating an increasing demand for achieving the goal of the Triple Bottom Line (TBL). In this regard, Industry 4.0 can be used as a crunch point to contribute to the production process that can help achieve sustainable development.

Purpose

While the Malaysian government proposed the “Industry4ward” approach to enhance technological adoption, there is scarce empirical evidence in the literature that validates SMEs for Industry 4.0. Using Dynamic Capability View (DCV), this study proposes a framework that includes core determinants like top management commitment, supply chain integration, and IT infrastructure, that can significantly influence Industry 4.0 implementation toward achieving TBL sustainability.

Design/methodology/approach

Employing simple random sampling, the study adopted a quantitative approach based on 199 useable respondent's feedback collected through a survey questionnaire of 900 employees from Malaysian SMEs. The statistical analysis was performed using Structural Equation Modeling (Partial Least Square, SmartPLS 3.3.2).

Findings

The results show that top management and IT infrastructure significantly impact Industry 4.0 implementation and sustainability. In contrast, the analysis also demonstrates that supply chain integration is insignificant to Industry 4.0 implementation in SMEs. The findings also indicate that the relationship between the determinants of Industry 4.0 and TBL sustainability can be mediated by the “effective implementation” of Industry 4.0.

Recommendations

The study highlights the practical consequences of the role and use of the determinants in Industry 4.0 implementation. Its findings help managers and policy-makers to optimize value creation to achieve sustainable development goals.

Limitations and future research

Focusing only on Malaysian manufacturing SMEs may restrict the generalization of the study; thus, a benchmarking analysis from other industrial settings is encouraged. The questionnaire-based survey is a further limitation of the study.

Sustainability of Railway Undertaking Services with Lean Philosophy in Risk Management—Case Study

The sustainability of services in undertakings which operate in railway passenger transport is closely connected with efforts to provide high-quality and time-acceptable services to the customer, to achieve lean processes, to standardise work processes, to eliminate wastage and to avoid those activities which do not add any value. Considering its ecological nature and big volume of passenger transport, railway passenger transport represents an irreplaceable sustainable system for the future. These facts and the entry of new railway carriers into this system highlight the importance of managing risks in a progressive way. This article focuses on the options of risk management when versatile and flexible tools, such as Lean tools, are set correctly. The aim of this article is to introduce a proposal for the application and a specific application of Lean philosophy in risk management which impacts train delays in railway passenger transport. From the point of view of quantitative data analysis, multiple mathematical-statistical tests have been used to assess data (e.g., Anderson–Darling test, Kolmogorov–Smirnov test, Jarque–Bera test, two-tailed test, Grubbs’s test and Thompson Tau test). Also, descriptive statistics and ANOVA test (Analysis of Variance) have been applied in the process of evaluating the monitored attributes. In order to assess the data dependency, Chi-Square Test and a correlation analysis have been applied. The research outcomes focus on highlighting the need for a systematic approach for train delays and to avoid delays through risk management. The case study applies selected Lean methods to monitor train delays in selected stations within the main railway corridor of the Slovak Republic for the period from 2015 to 2018. In 2019, the results were processed and created a basis for proposing a unique software tool like an aid for risk management in the case of train delays using Lean philosophy. The flexible software includes the participation of employees, and at the same time, it respects the needs of customers. The research results provide grounds for further study of risks in a challenging environment of railway undertakings, with different types of trains, railway stations as well as entire railway networks. The processed results of the article represent valuable material for railway undertakings not only in Slovakia but also for railway organisations in V4 countries.

How do organizations implement an effective LSS initiative? A qualitative study

Purpose

Lean Six Sigma (LSS) is one of the most popular and widely used business improvement methodologies. However, many organizations discontinue LSS despite a plethora of studies on the critical success factors. The purpose of this study is to answer the research question how do organizations implement an effective LSS initiative?

Design/methodology/approach

Qualitative study is conducted on managers working in companies using LSS for a long time. The data were analysed using Colaizzi method.

Findings

Twelve factors were identified which were responsible for the effective implementation of LSS. They are financial performance, organization-wide LSS culture, organization-wide innovation culture, continuous training and retraining of employees on LSS, continuous top management support, linking LSS to business strategy, linking LSS to the customer, project selection strategy, communication, recognition and compensation systems, social benefits and green benefits.

Originality/value

This is the first study to investigate the effective implementation of LSS initiative in the organization.

A Qualitative Study on Employees' Experiences of a Support model for Systematic Work Environment Management

Background: The aim is to explore how an organisational work environment support model, the Stamina model, influences employees' work situations and the development of sustainable work systems. Methods: It was a qualitative study with semi-structured, focus-group interviews, including 45 employees from six work groups. Eighteen focus group interviews were conducted over a period of two years. Data were analysed with constant comparative method. Results: The core category, shifting focus from an individual to an organisational perspective of work, illustrated how communication and increased understanding of one's work tasks changed over time and contributed to deeper focus on the actual operation. These insights were implemented at different time points among the work groups during the two-year process. Conclusions: Our results indicate that working with the model engages employees in the work environment management, puts emphasis on reflections and discussions about the meaning and purpose of the operations and enables a shared platform for communication. These are important features that need to continue over time in order to create a sustainable work system. The Stamina model, thus seems to have the potential to promote productive and healthy work places.