Implementation Of Lean Six Sigma In Indian SMEs: Enablers And Constraints

Literature Review

What Is The Status Of Implementation Of Lean Six Sigma In The Indian Smes?

What Are The Enabling And Constraining Factors For The Implementation Of The Subject In The Indian Smes?

Will The Implementation Of The Subject Be Successful In The Indian SME Because Of Their Diverse Culture And Primitive Methods Of Doing Things?

Lean Six Sigma is one of the most disruptive methodological advancement that is paving ways for the waste removal along with mitigating the variations within industries (Cucoranu, Parwani and Pantanowitz 2014). The primary components of the subject (Lean Six Sigma) are the lean manufacturing and Six sigma (Callahan and Roberts 2017). The lean manufacturing within an organisation is responsible for minimising the waste in a systematic approach without compromising the productivity of the organisation while the six sigma holds the responsibility for process improvement with assistance from a set of tools and techniques (Drohomeretski et al. 2014). Both of the components together holds responsibility to eliminate eight different kind of wastes. The wastes that are eliminated by the lean six sigma are defects, waiting, over-production, non-utilised talents, transportation, motion, inventory and extra-processing (Lande et al. 2016). The vitality of implementation of the discussed management is vital for an organisation in terms of finance, stakeholder’s perspective and other needs of an organisation (Hassanain et al 2017). Hence, it is advisable by different organisations, scholars and other designated entities on the adoption of the methodology. However, the key to leverage the methodology in consideration is to implement it with adequate attention and strategy. So, the proposed paper will pursue the discussion over the implementation of the Lean Six Sigma in the SMEs (small and medium enterprises) of India. The reason for secreting the India as the domain of research is based on the fact that though India is one of the fastest growing economy its SMEs are still pursuing the primitive techniques and tools for their operations which develops a considerable amount of waste and is also restraining their progress (Amirapu and Subramanian 2015). The following sections have discussed different aspects that are vital for the proposed work that includes the research questions, methodology and other crucial academic research factors before concluding the paper.

The key components of the subject were introduced by two of the most innovative organisations who were receiving peak response from their customers at the time of launching the components. Toyota Motors launched introduced the lean manufacturing while the six sigma was introduced by the Motorola. Their key objective has been discussed in the introduction and the review of the literature is aimed at identifying the crucial factors that are needed for the successful implementation of the LSS (Lean Six Sigma) in the Indian SMEs. Through the survey of the literature work on the subject in the past the following crucial factors have been identified.

Research Questions / Aims / Sub Goals

One of the crucial factors for the success of any implementation is the process which can be associated with the project management. It includes mitigation of the chances of development of conflicts due to change, developing a framework for adoption while considering the finance and time framework and other crucial factors. The finance management as part of project management is a very crucial part and hence has been added as the title of the discussed section. Timans et al. (2016), states that the most crucial aspect and the motivation of an organisation is the finance and can the statement can be used to justify the crucial value of finance management. The vitality of finance management is further enhanced in case of SMEs because their financial inventory is limited in size and hence should be managed adequately to have a sustainable future (Albliwi et al. 2014). Hence, the literature suggests that finance and project management is one of the crucial factor for successful implementation of LSS.

Knapp (2015), has considered that culture and communication are one of the most prominent factors for the successful implementation of the LSS in an SMEs. The reason associated with the communication is relevant to the fact that effective communication is a mandatory factor for the success of a process including the implementation process (Rouhani et al. 2015). One of the prominent needs for the successful implementation of Lean Six sigma is the diversity and supportiveness of culture within the organisation (Knapp 2015). The need is associated with the fact that diverse and supportive culture offers the advantage of strategic team formulation, long-term focus and others that enables a successful implementation of a disruptive tool or technique.

Laureani and Antony (2014) claims that leadership is a crucial factor that defines the success ratio of the implementation of the Lean Six sigma is directly relevant to the leadership and their attitude. The leadership of an organisation is not limited to the owners but expands to the managers, board members and other decision-makers who can be considered as part of the top management and hence their attitude needs to be positive towards the implementation of the subject (Tenera and Pinto 2014). The reasons associated with the prominence that is given to the attitude of the top management in the implementation of the subject are the transfusion of the strategy and the vision along with the nourishment and enforcement of the necessary measures are assessed by the former. Additionally, the lean six sigma is disruptive in nature and most of the SMEs stakeholders are unaware of the technology and deems it as general. However, the subject needs expertise to cite efficient and effective results which makes it mandatory for the top management to understand the concept so that they can assist the lower ordered associates of an enterprise to understand the vitality of the implementation and in the process earn a successful implementation (Timans et al. 2016).

Theoretical Content

The sections discussed above have cited that the implementation’s success is associated with different factors and one of them is the expertise. To leverage the subject, it is of great vitality that it is understandable to its users. It can only be attained when a subject matter expert or a group of subject matter expert elaborates it to the stakeholder (Knapp 2015). Under the guidance of expert, the chances of error in the implementation or its use is mitigated which will be vital for the organisation. However, due to financial limitation the organisations restrict themselves from hiring quality employee and rather they go on to employee quantity over quality (Call et al. 2015).

Hence, the survey of the literature can be summarised to state that the discussed factors are crucial for the implementation of the lean six sigma. Though, the review can also be analysed some shortcomings or gaps in the literature and depending on them the research questions for the proposed research work has been discussed in the following section.

The objective of the proposed paper is to identify and recommend the most suitable approach for the successful implementation of the lean six sigma in the Indian SMEs. The sub-objectives that the proposed research work will pursue is the identification of the status, barrier and enabling factors for the implementation of the lean six sigma in Indian SMEs. Depending upon the objectives of the paper the following research questions can be developed:

The proposed research paper will have critical value especially when considered in context with the Indian SMEs. The above stated fact can be supported by the advantages that lean six sigma is capable of offering to the enterprises. Additionally, it will also enhance the understanding of the readers about the concept of lean six sigma and the variables, benefits along with other necessary components that are part of it. One of the research questions of the proposed work is aimed at identifying the compatibility of the subject and the Indian SMEs which will also cite vital results. If it is identified that the subject is not compatible with the Indian SMEs, then an opportunity will be derived for the scholars to reengineer the subject and in the process devise a methodology that is suitable for a generalised industry or are suitable for industries such as Indian SMEs. Hence, it can be stated that the vitality of the proposed research work is huge and can be utilised for further researches.

• Understanding the current situation of Lean Six Sigma in the Indian SMEs will help in further enhancing their waste materialisation while keeping their productivity intact by implementing the subject in the industry.
• There is a need for new method for the waste materialisation and enhanced productivity of the industry when the compatibility between the subject and the Indian SMEs is very low.

The proposed paper will pursue the interpretivism approach of research process and the selection of approach is based on the fact that India and its citizens are emotional in nature and tends to mix up their personal and professional life. Hence the research needs to consider the abstract data along with other modes of data such as the scientific and commercial data which will be greatly supported by the philosophy in discussion. Post the clarification over the philosophy of the proposed research work will adopt the DOE (Design of Experiment) to understand the six sigma and its role. Additionally, an iterative inclusion based approach will be adopted post collection of the data through the secondary means to pursue the purpose of the paper. The paper will also look for the methodologies that will be suitable for assisting the author of the proposed paper in attaining the objective of the paper. The waste measurement models and tools will also be part of the discussed research work as they will enable the researcher and the team (if any) to collect and analyse data to enhance the reliability over the findings from the work in consideration.

The expected outcome of the proposed research work is the status, enablers and constraints that are capable of influencing the implementation of the lean six sigma in the Indian small and medium enterprises. Additionally, a mitigating strategy for the constraints of implementation is also expected from the research work. The relevance of the proposed paper will be very vital for the Indian SMEs and the scholars who are willing to conduct some researches in the area of discussion.

Task Name	Duration	Start	Finish	Predecessors
Implementation of Lean Six Sigma in Indian SMEs	315 days	Sat 16-06-18	Thu 29-08-19
Starting Phase	41 days	Mon 18-06-18	Mon 13-08-18
Problem Identification	10 days	Mon 18-06-18	Fri 29-06-18
Planning	7 days	Mon 02-07-18	Tue 10-07-18	3
Background establishment	10 days	Wed 11-07-18	Tue 24-07-18	4
Literature Review	8 days	Wed 25-07-18	Fri 03-08-18	5
Scope Review	6 days	Mon 06-08-18	Mon 13-08-18	6
Development Phase	72 days	Tue 14-08-18	Wed 21-11-18
Identification of Status	20 days	Tue 14-08-18	Mon 10-09-18	7
Identification of Barriers	20 days	Tue 11-09-18	Mon 08-10-18	9
Identification of Enabling Factors	21 days	Tue 09-10-18	Tue 06-11-18	10
Research methodology	11 days	Wed 07-11-18	Wed 21-11-18	11
Closure phase	10 days	Tue 04-12-18	Mon 17-12-18
Dissertation submission	1 day	Thu 24-08-17	Thu 24-08-17
Oral presentation	10 days	Mon 04-09-17	Fri 15-09-17

Figure: Gantt Chart

(Source: Created by Author using MS PROJECT)

Conclusion

The proposal can be summarised to state that the vitality of the lean six sigma method for the organisations are vital and they can offer prominent advantage to the industries. However, a question that is still unanswered is the question of what are the reasons that are enabling or constraining the implementation of the subject in discussion in the SMEs. To answer the question in discussion the paper will attempt to evaluate the enablers, constraints and the status of the implementation of the subject in the Indian SMEs. The reason associated with the selection of India as the area of research has also been discussed along with the time framework and other crucial details of the proposed research work. The vitality of the paper has also been discussed and it can be concluded to state that the research work is crucial and will offer prominent advantage.

References

Albliwi, S., Antony, J., Abdul Halim Lim, S. and van der Wiele, T., 2014. Critical failure factors of Lean Six Sigma: a systematic literature review. International Journal of Quality & Reliability Management, 31(9), pp.1012-1030.

Amirapu, A. and Subramanian, A., 2015. Manufacturing or services? An Indian illustration of a development dilemma.

Call, M.L., Nyberg, A.J., Ployhart, R.E. and Weekley, J., 2015. The dynamic nature of collective turnover and unit performance: the impact of time, quality, and replacements. Academy of Management Journal, 58(4), pp.1208-1232.

Callahan, C.D. and Roberts, T.S., 2017. Performance Measurement and Operations Improvement Using Lean Six Sigma. In Practical Psychology in Medical Rehabilitation (pp. 569-573). Springer, Cham.

Cucoranu, I.C., Parwani, A.V. and Pantanowitz, L., 2014. Lean Six Sigma. In Practical Informatics for Cytopathology (pp. 113-119). Springer, New York, NY.

Drohomeretski, E., Gouvea da Costa, S.E., Pinheiro de Lima, E. and Garbuio, P.A.D.R., 2014. Lean, Six Sigma and Lean Six Sigma: an analysis based on operations strategy. International Journal of Production Research, 52(3), pp.804-824.

Hassanain, M., Zamakhshary, M., Farhat, G. and Al?Badr, A., 2017. Use of Lean methodology to improve operating room efficiency in hospitals across the Kingdom of Saudi Arabia. The International journal of health planning and management, 32(2), pp.133-146.

Knapp, S., 2015. Lean Six Sigma implementation and organizational culture. International journal of healthcare quality assurance, 28(8), pp.855-863.

Lande, M., Shrivastava, R.L. and Seth, D., 2016. Critical success factors for Lean Six Sigma in SMEs (small and medium enterprises). The TQM Journal, 28(4), pp.613-635.

Laureani, A. and Antony, J., 2018. Leadership–a critical success factor for the effective implementation of Lean Six Sigma. Total Quality Management & Business Excellence, 29(5-6), pp.502-523.

Rouhani, B.D., Mahrin, M.N.R., Nikpay, F., Ahmad, R.B. and Nikfard, P., 2015. A systematic literature review on Enterprise Architecture Implementation Methodologies. Information and Software Technology, 62, pp.1-20.

Tenera, A. and Pinto, L.C., 2014. A Lean Six Sigma (LSS) project management improvement model. Procedia-Social and Behavioral Sciences, 119, pp.912-920.

Timans, W., Ahaus, K., van Solingen, R., Kumar, M. and Antony, J., 2016. Implementation of continuous improvement based on Lean Six Sigma in small-and medium-sized enterprises. Total Quality Management & Business Excellence, 27(3-4), pp.309-324.