2. International Journal of Advanced Research in Management (IJARM), ISSN 0976 – 6324
(Print), ISSN 0976 – 6332 (Online), Volume 3, Issue 1, January- June (2012)
Lean Six Sigma programs, which comprise statistical approaches with a systematic and
quantifiable project-based improvement methodology, are proving to be extremely
effective in tracking down the real causes of variation (Mortimer A L., 2006). By
adopting this new approach, An Indian companies of all sizes, are now establishing a far
better understanding and gaining much tighter control of their development.
1.1 Drawing from Lean Six-Sigma Manufacturing Process Improvement
(a) To create solutions for processes.
(b) Organization will receive more output of work and progress with less amount of
effort.
(d) It recognizes inefficiencies.
(d)It reduces cycle time.
(e) It reduces Non-Value-Added activities.
(f) Increase in customer order accuracy.
1.2 Indian Manufacturing Sector Scenario
The report of the Prime Minister’s Group, constituted to look into the measures for
ensuring growth of the manufacturing sector, submitted in 2008 had recommended the
putting in place a well structured manufacturing-sector policy to attain sustained 12-14
per cent growth in this sector. The government released the NMP on 4 November
2011for bringing about a quantitative and qualitative change with the objectives to (i)
increase manufacturing sector growth to 12-14 per cent over the medium term; (ii) enable
manufacturing to contribute at least 25 per cent of GDP by 2022; (iii) create 100 million
additional jobs in the manufacturing sector by 2022; (iv) create appropriate skill sets
among the rural migrant and urban poor for their easy absorption in manufacturing; (v)
increase domestic value addition and technological depth in manufacturing; and (vi)
enhance global competitiveness of Indian manufacturing( India budget 2012)
2 REVIEW OF LITERATURE
Lean Six Sigma is a new integrated concept that has objectives to improve quality, reduce
processing time and reduce production cost. However, one needs to be careful when
implementing Lean Six Sigma concepts into manufacturing sector. There is a need to
think about manufacturing sectors characteristics. Identifying critical success factors for
implementation is useful. But CSFs in themselves do not represent a coherent
implementation framework; they need to be integrated into an implementation plan. The
broader aim of the research is to develop an implementation framework to implement
Lean Six Sigma into Indian manufacturing industry. A temporal dimension is an
important feature of an effective implementation plan aimed at introducing an innovation
at an industry level. Thought should be given to how different phases of such an
innovation should be conducted. A feasible approach that has been used, is to introduce
the innovation into a small number of targeted organizations whose success would
encourage other organizations to follow their example (Kifayah Amar and Douglas Davis
2008).
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3. International Journal of Advanced Research in Management (IJARM), ISSN 0976 – 6324
(Print), ISSN 0976 – 6332 (Online), Volume 3, Issue 1, January- June (2012)
Barriers and Enablers in implementing a successful Lean Six Sigma [Swee s kuik et all]
Barriers Enablers
Top Management apathy Top Management involvement
Inability to change Able to Learn and accept changes
Improper Planning Proper planning
Lack of Training Quality workshop organize regularly
Lack of Democratic talk Open talk about all waste
Insulating organization from Cross Understand and implement cross business
business
Inadequate attention to internal and Internal and external customer satisfaction
external customer is tracked and reviewed
The implementation of Lean Six Sigma in Indian manufacturing sector is an area of
heightened practitioner and researcher interest. A case study involving the development
of a Six Sigma implementation framework was undertaken utilizing a coach-centered
Indian manufacturing sector business improvement cluster. The case study employed a
novel transfer programme involving Six Sigma DMAIC training, personal development
workshops and a ‘live ‘Lean Six Sigma based business improvement project. This work
based learning programme allowed the contextual application of core tools and
techniques with the assistance of an expert coach. Benefits from the program were
generated on four levels including knowledge and technology transfer between cluster-
based manufacturing sector (incidental technology transfer). (Pantano, P. O’Kane and K.
Smith.2006)
3. NEED AND OBJECTIVES OF THE STUDY
Indian Manufacturing sectors needs to become more competitive and producing good
quality with minimum waste by utilizing full man power to satisfy end user. To achieve
customer’s satisfaction, Indian manufacturing sector have an obligation to ascertain the
quality of goods as expected by the customer and find ways to meet them. The present
study is aimed to find barriers and enablers in implementation of lean six sigma in Indian
manufacturing sectors by knowing concern enterprise employees perception about factors
which are basic for Lean Six Sigma. The present study finds the relationship of Lean Six
Sigma factors with personnel view.
4. METHODOLOGY
A questionnaire was constructed to find the perceptions of the employees of different
manufacturing sector towards their organization. Total of 7 main statements were asked
by 62 respondents, which are Critical success factor for implementation of lean six
sigma. Employees were asked to rate the quality of several attributes using an interval,
Likert scale ranging 1 to 5.The study period was from November 2011 to March 2012.
Study comprised 62 respondents of 07 manufacturing sectors. The tests of factor analysis,
chi-square and averages were used to analyze the data and interpret the results.
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4. International Journal of Advanced Research in Management (IJARM), ISSN 0976 – 6324
(Print), ISSN 0976 – 6332 (Online), Volume 3, Issue 1, January- June (2012)
5. DATA ANALYSIS AND INTERPRETATION WITH TESTING OF
HYPOTHESES
Table 1: Respondents experience
Experience Frequency Percentage Valid Cumulative
percentage percentage
Below 2 yrs 21 33.87 33.87 33.87
2-4 yrs 16 25.80 25.80 59.67
4-6 yrs 09 14.51 14.51 74.18
6-8 yrs 01 01.61 01.61 75.79
8-10 yrs 14 22.58 22.58 98.37
Above 10 yrs 01 01.61 01.61 100
Total 62 100.00 100.00
Field Survey, 2011-2012
Above Table 1 shows that 33.87% of the respondents have work in the organization for
less than 2 yrs while 25.80% of the respondents have work in the organization for 2-4 yrs
and 14.51% respondents work for 4-6 yrs, 22.58% for 8-10 yrs and 01.61% respondents
work for 6-8 yrs and above 10 yrs.The respondents were asked Seven question critical
factors of Lean Six Sigma Implementation in their organization, these Seven question are
prerequisite for Lean Six Sigma implementation and to find its Barriers and Enablers
.Their responses are shown in given table.
Table 2: All new employees are trained in the analysis methodology and problem solving
tools
Opinion Frequency Percentage Valid Cumulative
percentage percentage
Strongly 01 01.61 01.61 01.61
disagree
Disagree 05 08.06 08.06 9.67
Neutral 18 29.03 29.03 38.70
Agree 29 46.77 46.77 85.47
Strongly 09 14.51 14.51 100
agree
Total 62 100 100
Source: Field Survey, 2011-2012
Table 2 shows that 46.77% respondents agree and 14.51% strongly agree that new
employs are trained in the analysis methodology and problem solving tools but other side
29.03%, 08.06%, 01.61% are either neutral, disagree, and strongly disagree respectively.
Chi-square is calculated using formula
χ²= Ʃ (O-E) ²/E
Where: Ʃ=Summation
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5. International Journal of Advanced Research in Management (IJARM), ISSN 0976 – 6324
(Print), ISSN 0976 – 6332 (Online), Volume 3, Issue 1, January- June (2012)
O= Observed frequency; E= Expected frequency
Decision rule: Reject null hypothesis (H0), where χ² calculated is greater than χ²
tabulated, and accept alternative hypothesis (H1)
For Table 2 statement, calculated (χ²) = Ʃ (O-E) ²/E =40.61
Degree of freedom “d.o.f”= 4
Tabulated (χ²) = at 0.05% level of significance, the tabulated value of χ² for 4 degree of
freedom is 9.488
Since the calculated χ² is greater than tabulated χ² we reject null hypothesis (H0) and
accept alternative hypothesis(H1),this indicate that there is a relation of statement in table
2 to Barriers and enablers in implementation of Lean Six Sigma.
Table 3: There is no fear of my superior for speaking out about waste (time, materials
etc.)
Opinion Frequency Percentage Valid Cumulative
percentage percentage
Strongly 02 3.22 3.22 3.22
disagree
Disagree 04 6.45 6.45 9.67
Neutral 17 27.41 27.41 37.08
Agree 28 45.16 45.16 82.24
Strongly 11 17.74 17.74 100
agree
Total 62 100 100
Source: Field Survey, 2011-2012
Table 3 disclose that 45.16% respondents agree and 17.74% strongly agree that they have
no fear when to speak about waste to their superior but 27.41% respondents neutral and
6.45%, 3.22% respondents disagree and strongly disagree respectively .
For Table 3 statement, calculated (χ²) = Ʃ (O-E) ²/E =35.91
Degree of freedom “d.o.f”= 4
Tabulated (χ²) = at 0.05% level of significance, the tabulated value of χ² for 4 degree of
freedom is 9.488
Since the calculated χ² is greater than tabulated χ² we reject null hypothesis (H0) and
accept alternative hypothesis (H1), this concluded that there is a relation of statement in
table 3 to Barriers and enablers in implementation of Lean Six Sigma.
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6. International Journal of Advanced Research in Management (IJARM), ISSN 0976 – 6324
(Print), ISSN 0976 – 6332 (Online), Volume 3, Issue 1, January- June (2012)
Table 4: Quality leaders know about Lean Six Sigma
Opinion Frequency Percentage Valid Cumulative
percentage percentage
Strongly 00 00 00 00
disagree
Disagree 06 9.67 9.67 9.67
Neutral 025 40.32 40.32 49.99
Agree 021 33.87 33.87 83.86
Strongly agree 10 16.12 16.12 100
Total 62 100 100
Source: Field Survey, 2011-2012
Above Table 4 shows that 33.87% respondents and 16.12% agree and strongly disagree
and 40.32% of the respondents have neutral view and 9.67% disagree about those quality
leaders know about Lean Six Sigma.
For Table 4 statement, calculated (χ²) = Ʃ (O-E) ²/E =34.72
Degree of freedom “d.o.f”= 4
Tabulated (χ²) = at 0.05% level of significance, the tabulated value of χ² for 4 degree of
freedom is 9.488
Since the calculated χ² is greater than tabulated χ² we reject null hypothesis (H0) and
accept alternative hypothesis (H1), this concluded that there is a relation of statement in
table 4 to Barriers and enablers in implementation of Lean Six Sigma.
Table 5 Customer satisfaction is tracked and reviewed
Opinion Frequency Percentage Valid Cumulative
Percentage percentage
Strongly 00 00 00 00
Disagree
Disagree 02 3.22 3.22 3.22
Neutral 12 19.35 19.35 22.57
Agree 33 53.22 53.22 75.79
Strongly Agree 15 24.19 24.19 100
Total 62 100 100
Source: Field Survey, 2011-2012
Table 5 shows that 53.22% and 24.19% of respondents agree and strongly agree
respectively when asked that their organization tracked and reviewed customer
satisfaction and 19.35% of the respondents neutral and 3.22% disagree
For Table5 statement, calculated (χ²) = Ʃ (O-E) ²/E =55.90
Degree of freedom “d.o.f”= 4
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7. International Journal of Advanced Research in Management (IJARM), ISSN 0976 – 6324
(Print), ISSN 0976 – 6332 (Online), Volume 3, Issue 1, January- June (2012)
Tabulated (χ²) = at 0.05% level of significance, the tabulated value of χ² for 4 degree of
freedom is 9.488
Since the calculated χ² is greater than tabulated χ² we reject null hypothesis (H0) and
accept alternative hypothesis (H1), this concluded that there is a relation of statement in
table 5 to Barriers and enablers in implementation of Lean Six Sigma.
Table 6: Quality workshop organize regularly
Opinion Frequency Percentage Valid Cumulative
percentage percentage
Strongly 01 1.61 1.61 1.61
disagree
Disagree 04 6.45 6.45 8.06
Neutral 21 33.87 33.87 41.93
Agree 24 38.70 38.70 80.63
Strongly agree 12 19.35 19.35 100
Total 62 100 100
Source: Field Survey, 2011-2012
When respondents were asked whether Quality workshop organize regularly in their
organization then 38.70% and 19.35% respondents agree and strongly disagree
respectively on other side 33.87% were neutral and 6.45% and 1.61% respondents
disagree and strongly disagree
For Table 6 statement, calculated (χ²) = Ʃ (O-E) ²/E =33.01
Degree of freedom “d.o.f”= 4
Tabulated (χ²) = at 0.05% level of significance, the tabulated value of χ² for 4 degree of
freedom is 9.488
Since the calculated χ² is greater than tabulated χ² we reject null hypothesis (H0) and
accept alternative hypothesis (H1), this concluded that there is a relation of statement in
table 6 to Barriers and enablers in implementation of Lean Six Sigma.
Table 7: Cross business opportunities linked with customer needs
Opinion Frequency Percentage Valid Cumulative
percentage percentage
Strongly 01 1.61 1.61 1.61
disagree
Disagree 04 6.45 6.45 8.06
Neutral 13 20.96 20.96 29.02
Agree 40 64.51 64.51 93.53
Strongly agree 04 6.45 6.45 100
Total 62 100 100
Source: Field Survey, 2011-2012
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8. International Journal of Advanced Research in Management (IJARM), ISSN 0976 – 6324
(Print), ISSN 0976 – 6332 (Online), Volume 3, Issue 1, January- June (2012)
From the table above, 64.51% respondents agree, 20.96% of the respondents neutral,
6.45% of the respondents disagree and strongly agree and 1.61% of the respondents
strongly disagree that their organization understand of how cross-business opportunities,
linked with customer needs, might offer different ways of approaching the market.
For Table 7 statement, calculated (χ²) = Ʃ (O-E) ²/E =83.31
Degree of freedom “d.o.f”= 4
Tabulated (χ²) = at 0.05% level of significance, the tabulated value of χ² for 4 degree of
freedom is 9.488
Since the calculated χ² is greater than tabulated χ² we reject null hypothesis (H0) and
accept alternative hypothesis (H1), this concluded that there is a relation of statement in
table 7 to Barriers and enablers in implementation of Lean Six Sigma.
Table 8: Suppliers capabilities in supporting new technology/requirements
Opinion Frequency Percentage Valid Cumulative
percentage percentage
Strongly 00 00 00 00
disagree
Disagree 03 4.83 4.83 4.83
Neutral 18 29.03 29.03 33.86
Agree 37 59.67 59.67 93.53
Strongly agree 04 6.45 6.45 100
Total 62 100 100
Source: Field Survey, 2011-2012s
This table shows that 59.67% of the respondents agree and 29.03% of the respondents
neutral about the suppliers’ capabilities in supporting new technology/requirements and
6.45% of the respondents strongly agree and 4.83% of the respondents disagree that the
suppliers’ capabilities in supporting new technology/requirements.
For Table 8 statement, calculated (χ²) = Ʃ (O-E) ²/E =76.53
Degree of freedom “d.o.f”= 4
Tabulated (χ²) = at 0.05% level of significance, the tabulated value of χ² for 4 degree of
freedom is 9.488
Since the calculated χ² is greater than tabulated χ² we reject null hypothesis (H0) and
accept alternative hypothesis (H1), this concluded that there is a relation of statement in
table 8 to Barriers and enablers in implementation of Lean Six Sigma.
6. RESULTS AND DISCUSSION
The surveys revealed that majority of the manufacturing sector preferred and have ISO
certification, and implement some tools and technique but relatively very less percentage.
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