An Empirical Investigation of Six Sigma Practices in …shodhganga.inflibnet.ac.in/bitstream/10603/125419/2...An Empirical Investigation of Six Sigma Practices in Indian Manufacturing

An Empirical Investigation of Six Sigma

Practices in Indian Manufacturing Industry

Submitted in partial fulfillment

of the requirements for the degree of

DOCTOR OF PHILOSOPHY

Ravi

Prof. Sanjay D. Pohekar

BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE

PILANI –



THESIS


of the requirements for the degree of


by

Ravi Shrikrishna Reosekar

Under the supervision of



– 333 031 (RAJASTHAN) INDIA

2015






Submitted in

of the re


Ravi Shrikrishna Re

Prof.


PILANI –



THESIS


requirements for the degree of


by

Ravi Shrikrishna Reosekar (ID.No. 2003PHXF407P)

Under the supervision of



– 333 031 (RAJASTHAN) INDIA

2015




BIRLA INSTITUTE OF TECHNOLOGY &

PILANI

This is to certify that the thesis entitled

Six Sigma Practices in Indian Manufacturing Industry

by Ravi Shrikrishna Reosekar

Ph.D. degree of the Institute embodies

my supervision.

Signature of the supervisor

Name of the supervisor

Designation

Date

BIRLA INSTITUTE OF TECHNOLOGY &

PILANI – 333 031 (RAJASTHAN) INDIA

CERTIFICATE

This is to certify that the thesis entitled "An Empirical Investigation of

Sigma Practices in Indian Manufacturing Industry" and submitted

Ravi Shrikrishna Reosekar, ID.No. 2003PHXF407P for the award of

degree of the Institute embodies the original work done by

Signature of the supervisor : ___________________

: Prof. Sanjay D. Pohekar

: Professor

Presidency University, Bangalore

: _________________


333 031 (RAJASTHAN) INDIA

Empirical Investigation of

and submitted

for the award of

original work done by him under

i

Acknowledgements

My deepest appreciation and heartfelt gratitude goes to my revered supervisor

Prof. Sanjay D. Pohekar for his unmitigated support and constant encouragement. His

meticulous reviews, in-depth inquiry and advice on the work have added immense value

to the thesis.

I sincerely express my profound gratitude to Prof. V.S. Rao, Vice-Chancellor, BITS,

Pilani, for providing me the opportunity to carry out my Doctoral studies at BITS. I

express my special thanks to Prof. L.K. Maheshwari, Ex-Vice Chancellor, BITS,

Pilani and Professor Emeritus-cum-Advisor for all his encouragement. I also take this

opportunity to thank Prof. G. Sundar, Director, Off-Campus Programmes and

Industry Engagement and Prof. A.K. Sarkar, Director, BITS-Pilani, Pilani Campus

for providing me the necessary facilities, resources and infrastructure required for

carrying out the research work.

I am indebted to my controlling officer and Dean, Practice School Division

Prof. Niranjan Swain for his advice, constant support and encouragement during my

research work. I also take this opportunity to thank Prof. S. Gurunarayanan, Dean, Work

Integrated Learning Programme Division for his continuous support. I also express my

gratitude to Prof. Sanjay Kumar Verma, Dean, Academic Research (Ph.D. Programme)

Division and the office staff of ARD, whose secretarial assistance helped me in

submitting the various evaluation documents in time and give pre-submission seminar

smoothly. I thank Dr. Sudeep Pradhan, Dr. Naga Vamsi Krishna Jasti, Dr. Hemanth

Jadav, Dr. B.V. Prasad, Mr. Santosh Khandgave, Ms. Vijayalakshmi and

Mr. Dinesh Wagh, my division colleagues & nucleus members of ARD, BITS, Pilani, for

their cooperation and constant guidance during each of the past few semesters.

I also thank to my Doctoral Advisory Committee members Dr. B.K. Rout, and

Dr. K.S. Sangwan, and DRC Convener Dr. Srikanta Routray, Professor Mechanical

Engineering Department, BITS-Pilani who spared their valuable time for reviewing my

draft thesis and giving their constructive criticisms and valuable suggestions which have

immensely helped in improving the quality of my Ph.D. thesis report.

Acknowledgements

ii

I am also grateful to Prof. D.D. Mundhra, Professor, Tolani Maritime Institute for all his

help. I express my deep sense of gratitude to the top management of the companies who

participated in the two surveys conducted for the study.

During these five years of long hours of work and ups & downs, my family and friends

stood by me. My wife Monali and Mother Smita deserves special mention for putting up

with my crazy working hours and preoccupations.

Ravi Shrikrishna Reosekar

iii

Abstract

To sustain in today’s global completion, organizations key to long-term success is being

able to do certain things better than your competitors can do. Hence many companies are

in the process of trying to ‘do it right the first time’ in every process of the business like

new product development, supply chain management, marketing and manufacturing

processes also. Traditional manufacturing approaches are no longer sufficiently

competitive weapons by themselves. Organizations must consequently develop new

methods and perspectives to meet these market needs in a timely and cost effective

manner. In response to this, many organizations have started to adopt different

philosophies like Total Quality Management, Total Preventive Maintenance, Six Sigma,

Lean Enterprise etc., in their business processes to stay in the competitive world market.

In the pursuit of improved operational performance and higher customer satisfaction, six

sigma has been recognized as a systematic and structured methodology that attempts to

improve process capability through focusing on customer needs. Although many Indian

industries have started embraced the six sigma business improvement strategy, the

adoption of said strategy in Indian industries is not as encouraging as it should be.

There is no clear consensus among the manufacturers about six sigma implementation

and also the absence of a practical and detailed framework to follow is an issue of

concern to those organizations interested to implement six sigma principles especially for

Indian organizations. Hence, there is a need for an empirical investigation of six sigma in

the Indian industry.

To fulfill this requirement this study was undertaken. In the first phase literature review of

six sigma is undertaken and the existing frameworks for six sigma were identified. Their

validity and reliability in the present Indian industrial scenario was analyzed.

It was found that none of the existing frameworks were fulfilling the requirements of the

present manufacturing scenario. Hence, a framework for six sigma was proposed. The

proposed framework was developed by performing a comparative analysis of the existing

frameworks and empirical data collected from validation of existing six sigma

frameworks. The proposed framework is represented in the form of a house having nine

Abstract

iv

pillars supporting the roof of six sigma. The foundation was made up of key element top

management commitment and leadership.

To validate the same the systematic approach for empirical investigation was used. A survey

instrument was developed to do empirical study across five important sectors of Indian

manufacturing industry viz. – automobile, electrical and electronics , machines and

equipments, process industries and textile. Further, the data obtained from the survey is

subjected to statistical analysis using statistical computing package SPSS® 18.0v. Various

data analysis methods such as descriptive statistics, correlation analysis, reliability and

validity analysis, factor analysis and inter item analysis were used and the analysis indicated

that the developed framework is valid in the Indian scenario. Apart from the ISM model and

structural equation modeling were also used. Finally, the applicability of the proposed

framework for six sigma was checked by providing empirical survey and ISM model also.

Thus, it is believed that the proposed framework can help the managers to understand the

various initiatives they have to take, to move towards implementation of six sigma and being

the best or excellent organizational activities.

v

Table of contents

CONTENTS Page

No.

Acknowledgement i - ii

Abstract iii - iv

Contents v - viii

List of tables ix - x

List of figures xi

Chapter 1 Introduction 1-8

1.1 Introduction 1

1.2 Need for empirical investigation of six sigma practices in Indian

industry

2

1.3 Objectives of the research 4

1.4 Methodology 5

1.5 Scope and limitations 6

1.6 Arrangement of thesis 7

References 7

Chapter 2 Literature review 9-36

2.1 Introduction 9

2.2 Literature review 11

2.3 Methodology 13

2.3.1 Selection of articles 13

2.3.2 Time distribution of publication of articles 15

2.3.3 Research methodology 18

2.3.4 Authorship patterns 20

2.3.5 Articles: Sector wise focus 22

2.3.6 Integration with other manufacturing philosophies 24

2.3.7 Framework/Model of six sigma 25

2.4 Research gaps 26

2.4.1 Significant observations 29

2.5 Research plan 30

2.6 Conclusion 31

References 33

vi

CONTENTS Page

No.

Chapter 3 Research methodology 37-50

3.1 Introduction 37

3.2 Empirical research 37

3.3 Methodology of the proposed empirical research 39

3.3.1 Theory verification 39

3.3.2 Selecting a research design 40

3.3.3 Selecting a data collection method 40

3.3.4 Selection of industry 41

3.3.4.1 Automobile sector 43

3.3.4.2 Machines and equipments sector 44

3.3.4.3 Electricals and electronics sector 45

3.3.4.4 Process industries sector 46

3.3.4.5 Textile sector 47

3.3.5 Data collection & analysis 48

3.4 Conclusion 48

References 49

Chapter 4 Empirical investigation of validity and reliability of

existing six sigma frameworks in Indian industry

51-76

4.1 Introduction 51

4.2 Identification of existing six sigma frameworks 52

4.3 Research methodology for conducting the empirical investigation 61




4.3.4 Implementation 61

4.3.4.1 Validity and reliability analysis 63

4.3.4.2 Reliability analysis 64

4.3.4.3 Validity analysis 64

4.4 Results and discussion of empirical study 65

4.5 Conclusion 73

References 74

vii

CONTENTS Page

No.

Chapter 5 Development of six sigma framework: Proposed

framework

77-95

5.1 Introduction 77

5.2 Need of a framework for Indian scenario 77

5.3 Comparison of various six sigma frameworks 79

5.4 Development of a framework for six sigma 81

5.4.1 Pillars of framework for six sigma 81

5.4.2 Pillars and elements of six sigma 88

5.5 Proposed framework for six sigma 90

5.6 Conclusion 92

References 93

Chapter 6 An empirical investigation of proposed six sigma

framework in Indian Industry 96-127

6.1 Introduction 96

6.2 Methodology for empirical investigation 96




6.2.4 Implementation 97

6.2.5 Overview of data analysis techniques used 98

6.3 Reliability analysis 100

6.4 Validity analysis 101

6.5 Path analysis for six sigma framework 105

6.6 Research methodology applied for path analysis 105

6.6.1 Interpretive structural modelling (ISM) method 105

6.6.2 Development of interpretive structural modelling (ISM) for

proposed cases

106

viii

CONTENTS Page

No.

6.6.3 Analysis of ISM models 114

6.6.4 SEM Development for statistical testing 115

6.6.5 MICMAC analysis 116

6.7 Discussion 121

6.8 Conclusion 123

References 125

Chapter 7 Conclusions 128-133

7.1 Summary of contributions of the research 131

7.2 Recommendations for future work 133

Appendix-A A1-A16

Appendix-B B1-B22

Appendix-C C1-C24

Appendix-D D1-D8

Appendix-E E1-E6

Appendix-F F1-F19

List of publications

Brief biography of candidate

Brief biography of supervisor

ix

List of tables

Table

No. Title

Page

No.

2.1 List of selected journals considered for six sigma review 14

2.2 Year-wise frequency distribution of articles by journals 16

2.3 Research methodology with various sub-categories 19

2.4 Authorship pattern 21

2.5 Background of authors 22

2.6 Frequency distribution of type of sectors covered by researchers 23

2.7 Summary of integration with other manufacturing philosophies 25

2.8 The distribution of model/framework proposed vs. proposed and

implemented

26

3.1 Typical products that are manufactured in the sample sectors 41

4.1 The complete list of six sigma frameworks considered in the present

study

53

4.2 Statistics of sector wise responses 63

4.3 Factors extracted from each framework 66

4.4 A component matrix for the framework of Rodney Mcadam and

Alison Evans

69

4.5 Mean and reliability analysis results for the selected frameworks 70

4.6 Reliability analysis for the framework of Rodney Mcadam and

Alison Evans

72

4.7 The sample frequency distribution analysis performed on the

framework of Rodney Mcadam and Alison Evans

73

5.1 Pillars of six sigma 80

5.2 Identified pillar of six sigma and respective elements 88

6.1 Statistics of sector wise responses 98

List of tables

x

Table

No. Title

Page

No.

6.2 Reliability analysis for six sigma pillars 101

6.3 Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy for six

sigma pillars

102

6.4 Bivariate correlation matrices 104

6.5 Structure self-interaction matrix (SSIM) of SMSAI 108

6.6 SSIM of LSAI 108

6.7 Final reachability matrix of SMSAI organization 109

6.8 Final reachability matrix of LSAI organization 110

6.9 Levels of partition of the pillars for SMSAI organization 110

6.10 Levels of partition of the pillars for LSAI organization 111

6.11 Model fit parameter values of SEM for SMSAI ISM and LSAI ISM 116

xi

List of figures

Figure

No. Title

Page

No.

2.1 A schematic tree of classification of articles by research methodology 18

2.2 Classification of articles according to research methodology 20

2.3 Authorship pattern showing number of authors 21

2.4 Authorship pattern showing country details 21

2.5 Background of authors 22

2.6 Research plan 31

3.1 A systematic approach for empirical research 38

5.1 A framework for six sigma 91

6.1 ISM of SMSAI 112

6.2 ISM of LSAI 113

6.3 Driver dependence matrix for SMSAI 117

6.4 Driver dependence matrix for LSAI 118

1

Chapter 1

Introduction

1.1 Introduction

Current manufacturing environment have become extremely competitive due to global

competition, rapidly changing technologies and shorter product life cycles. Organizations

face significant uncertainties and continuous changes. Traditional quality improvement

approaches used by the companies are no longer sufficiently competitive weapons by

themselves. Customers always demands of high quality, low cost products and services.

Organizations must consequently look for new methods and perspectives to meet these

customer demands in a timely and cost effective manner. Embracing practices like

six sigma will create world class organizations, produce high quality products and can deal

with these challenges. A organization, which is following quality practices like six sigma,

possesses a set of strategic options and can deal effectively to ever changing and volatile

environments.

Six sigma is one of the fastest evolving areas of interest to industries and practitioners

because it is a powerful business improvement strategy that enables companies to use

simple but powerful statistical methods for achieving and sustaining operational excellence

and many companies have reported significant benefits of implementation of six sigma.

Variety of definitions are available for the said concept. Prominent ones are discussed

below.

“Six sigma is a systematic, highly disciplined, customer-centric and profit-driven

organization-wide strategic business improvement initiative that is based on a rigorous

process focused and data-driven methodology” (Tang et al., 2007). It attempts to achieve

customer satisfaction by systematically reducing variation in processes and thereby

promotes a competitive advantage. “Six sigma is considered a strategic corporate

initiative to boost profitability, increase market share and improve customer satisfaction

through statistical tools and techniques that can lead to breakthrough quantum gains in

quality” (Harry, 1998; Park and Kim, 2000; Lucas, 2002). “Six sigma blends

management, financial and methodological elements to make improvement to processes

Introduction

2

and products concurrently” (Voelkel, 2002). “Six sigma provides business leaders and

executives with the strategy, methods, tools and techniques to change the culture of

organizations” (Antony et al., 2005). “Six sigma as a philosophy seeks to measure

current performance and determine how desired or optimum performance can be

achieved. Any deviation in the performance of any critical-to-quality characteristic may

be considered a defect” (Eckes, 2001).

1.2 Need for empirical investigation of six sigma practices in Indian

industry

After doing survey of Indian industries about application of six sigma, Antony and Desai

(2009), reported that Indian industries need overall operational and service excellence to

compete globally and are currently engaged in Quality Circles, Total Quality Management

(TQM) and ISO Certifications. The study also reported that, these methods have failed to

deliver required performance in Indian industries over the last decade or so (Antony and

Desai,2009). It seems that six sigma is yet not fully explored by Indian industries. During

industrial reforms, initially the focus has been on large-scale public and private sectors,

mainly in core infrastructural production organizations. After globalization and

liberalization, quality was viewed as one of the major areas to improve along with

productivity. In view of reduction in geographical barriers and pressure to compete in the

global market, improvement in overall operational and service excellence has surfaced as

important parameter for the Indian industries to remain globally competitive.

With the intense competition, customers started demanding higher quality products and

services from organizations. As a result organizations started looking for newer ways in

order to improve their operational efficiency to meet customer expectations. In order to

improve operational performance and customer satisfaction, six sigma has been

recognized as a systematic and structured methodology that attempts to improve process

capability through focusing on customer needs. (Dasgupta, 2003; Harry, 1998;

Linderman et al., 2003). Quinn (2003), described six sigma “as an approach for

organizational change, which incorporates elements of quality management and business

process re-engineering”. According to Hoerl (1998) General Electric’s operating margins

increased from 13.8% to 14.5%, an increase valued at about $600 Million, which

resulted from six sigma quality initiatives. In 2002, at least 25% of Fortune 200

companies claimed they have the six sigma programme (Hammer, 2002). By focusing on

Introduction

3

customer needs and defining quantifiable measures for achieving specific goals,

six sigma projects result in greater customer satisfaction, and enhance organisational

performance and profitability (Blakeslee, 1999; Goh et al., 2003; Harry, 1998;

Kondo, 2001). Antony and Desai (2009), during survey on Indian companies has

collected some interesting data on usage, awareness and status of six sigma and stated

that, “although many Indian industries have successfully embraced the six sigma

business improvement strategy, the adoption of said strategy in Indian industries is not as

encouraging as it should be.”

Initially companies like Motorola, Honeywell, GE, Sony, Caterpillar, and Johnson

Controls claimed substantial financial benefits from six sigma implementation and

hence there was increase in the adoption of six sigma in other companies also (Desai,

2006). However, despite the claimed benefits from TQM and six sigma

implementation, there are numerous reports of problems in the process of

implementing them (Ahire and Ravichandran,2001; Gijo and Rao, 2005; Sila, 2007;

Szeto and Tsang, 2005). In order to have better insight and understanding about

whether and how quality management approaches affect organizational performance, it

is necessary to study the organizational contexts in which these approaches have been

implemented (Sousa and Voss, 2002).

Companies such as General Electric and Motorola have reported considerable savings

from the six sigma initiatives (Pande et al., 2000). However critics of six sigma argue

that various quality-based initiatives will fail because of the intense business

competitiveness (Stebbins and Shani,2002). Hence there is a need to address the issue of

effective implementation of six sigma. We believe that developing a framework of six

sigma implementation will help researchers and practitioners to gain insight into its

effective implementation. It will also help organisations for effective utilization of their

resources and will be benefitted from this framework.

The purpose of this work is to develop a six sigma framework for effective implementation

with special reference to Indian industries. We will begin by defining the methodology and

identify key variables and crucial factors for its successful implementation. In order to

develop a framework that can suggest Indian industries as to what are the best practices in

six sigma, or in other words what practices constitute a six sigma implementation

Introduction

4

framework, an empirical investigation of six sigma practices in Indian industry has been

carried out.

Limited empirical research has been carried out in terms of application of six sigma in

Indian industry. The role of an empirical study is pivotal in presenting the facts. Thus

this empirical study intends to develop a framework for Indian industry and overcome

the shortcomings (found from literature review) generally present in empirical studies

such as:

• Emphasis on theory verification is less in comparison to theory building.

• Performance measurement indices are generally applied at firm level only.

• Empirical studies are generally focused on North America or Europe.

• Research designs like panel study and use of focus group are very rare and seldom

used by researchers in six sigma.

• Empirical studies suffer from small sample sizes.

• The potential of multi-variate data analysis techniques is not utilized to a larger extent.

• Involvement of practitioners and consultants is very limited in development of six

sigma frameworks.

• Majority of frameworks are novel and very few authors actually adapt and improve

on already existing frameworks

• Framework verification is not a standard practice of researchers.

Hence, the proposed research will focus on addressing all these shortcomings while

making efforts to present an empirical investigation of six sigma practices in Indian

industry.

We believe that the proposed framework can serve as a guideline for further research in

implementing the concept at the same time helping organizations to oversee their quality

programmes.

1.3 Objectives of the research

The overall objective of the present study is to do an empirical investigation of six sigma

implementation in Indian industry. The overall objective is achieved by focusing on

following sub objectives:

Introduction

5

i. To study existing frameworks/elements/constructs for six sigma implementation as

suggested by various authors through in-depth literature review.

ii. To evaluate reliability and validity of indentified frameworks

iii. To develop a new framework suitable for Indian Industries

iv. To evaluate reliability and validity of suggested framework in context to Indian

Industries

v. To explore the applicability of proposed six sigma implementation framework in

Indian industries

1.4 Methodology

Methodology used to achieve the objectives defined in the previous section is given

below:

i. A thorough review of literature related to six sigma elements/constructs/frameworks

ii. Development and testing of a survey instrument.

iii. Data collection from Indian automobile, electronics, engineering, process and

manufacturing industries.

iv. A comparative analysis of six sigma frameworks and frequency analysis of six sigma

constructs in these frameworks is carried out in order to identify the prominent

constructs (referred as pillars of six sigma), which will eventually lead to

development of a conceptual six sigma implementation framework

v. Evaluation of reliability and validity of six sigma implementation constructs in Indian

industry so as to establish a definitive set of pillars and constructs for six sigma

implementation framework. It is achieved by performing a survey in nine sectors of

Indian industry followed by principle component analysis, internal consistency

analysis and confirmatory factor analysis to find underlying pillars of six sigma

implementation framework

vi. Development of a six sigma framework for Indian industry

vii. Validity and reliability analysis on proposed six sigma framework in Indian

manufacturing industries with the help of empirical survey.

viii. Path analysis of six sigma framework in Indian manufacturing industry.

Introduction

6

It involves:

� Development of interpretive structural modelling (ISM) for six sigma framework in

Indian manufacturing industry.

� Development of structural equation modelling (SEM) for statistical testing and path

analysis.

1.5 Scope and limitations

The proposed study is based on the secondary data available through published research

papers. Primary data has been collected for the selected parameters through direct

consultation with practitioners. The work is purely empirical in nature.

This work is primarily applicable to manufacturing industry in India but can be extended

to any other industry.

1.6 Arrangement of the thesis

The thesis is organized into seven chapters; chapter one includes introduction,

background of the research work, objectives, scope and limitations of the study.

Chapter two discusses the in-depth literature review about important six sigma

constructs/frameworks. Chapter three presents research methodology, questionnaire

design and data collection process used for the study.

Chapter four discusses the validity and reliability of existing six sigma implementation

frameworks in Indian industries. It also carries out a critical review of six sigma

frameworks and frequency analysis of six sigma constructs in these frameworks is

carried out in order to identify the prominent constructs (referred as pillars of six sigma),

which will eventually lead to development of a conceptual six sigma framework. The

development of a framework for six sigma implementation is discussed in the

Chapter five.

The chapter six describes an empirical investigation of proposed six sigma

implementation in Indian industry and demonstrates the applicability of proposed

framework. The study also performed path analysis of proposed six sigma framework in

Indian manufacturing company.

The summary of the work done, contributions of the research, limitations of the study

and scope for future work is presented in Chapter seven.

Introduction

7

References:

1. Ahire, S.L., Ravichandran, T.,2001. An innovation diffusion model of TQM

implementation. IEEE Transactions on Engineering Management 48 (4),445-464.

2. Antony, J., Kumar, M. and Madu, C.N.,2005. Six sigma in small and medium

sized UK manufacturing enterprises - some empirical observations. International

Journal of Quality and Reliability Management, 22(8),860-74.

3. Antony, J., Desai, D.A.,2009. Assessing the status of six sigma implementation in

the Indian industry -Results from an exploratory empirical study. Management

Research News, 32(5),413-423.

4. Blakeslee, J.,1999. Implementing the Six sigma solution: How to achieve

quantum leaps in quality and competitiveness. Quality Progress, 32(7),77-85.

5. Dasgupta, T.,2003. Using the Six sigma metric to measure and improve the

performance of a supply chain. Total Quality Management, 14,355-366.

6. Desai, D.A.,2006. Improving customer delivery commitments the Six Sigma

way: case study of an Indian small scale industry. International Journal of Six

Sigma and Competitive Advantage 2(1),23-47

7. Eckes, G.,2001. The Six sigma Revolution, How General Electric and Others

Turned Process Into Profits, John Wiley & Sons, New York, NY.

8. Goh, T.N., Low, P.C., Tsui, K.L., and Xie, M.,2003. Impact of Six sigma

implementation on stock price performance. Total Quality Management &

Business Excellence, 14,753-763.

9. Gijo, E.V., Rao, T.S.,2005. Six sigma implementation-hurdles and more

hurdles. Total Quality Management16(6), 721-725.

10. Harry, M. 1998. Six sigma: A breakthrough strategy for profitability. Quality

Progress, 31(5), 60-64.

11. Hoerl, R.W., 1998. Six sigma and the future of the quality profession. Quality

Progress, 31(6), 35-42.

12. Hammer, M., 2002. Process management and the future of Six Sigma. MIT

Sloan Management Review, 43(2), 26-32.

Introduction

8

13. Kondo, Y.,2001. Customer satisfaction: How can I measure it?. Total Quality

Management,

14. Lucas, J.M. 2002, The essential Six Sigma. Quality Progress, January, 27-31.

15. Linderman, K., Schroeder, R., Zaheer, S., & Choo, A.,2003. Six Sigma: A goal

theoretic perspective. Journal of Operations Management, 21, 193-203.

16. Pande, P.S, Neuman, R.P., Cavanagh, R.R.,2000. The Six sigma Way: How

GE, Motorola, and Other Top Companies are Honing Their Performance.

McGraw-Hill, New York.

17. Park, S.H. and Kim, K.H. 2000. A study of six sigma for R&D part’’, Quality

Revolution. Korean Society for Quality Management, 1(1), 51-65.

18. Quinn, D.L.,2003. What is Six Sigma? In T. Bertels (Ed.), Rath & Strong’s Six

Sigma leadership handbook. Hoboken, NJ: John Wiley & Sons, 1-14

19. Sila, I.,2007. Examining the effects of contextual factors on TQM and

performance through the lens of organizational theories: an empirical study.

Journal of Operations Management 25, 83-109.

20. Szeto, A.Y., Tsang, A.H.,2005. Antecedents to successful implementation of

six sigma. International Journal of Six Sigma and Competitive Advantage 1(3),

307-322.

21. Sousa, R., Voss, C.A., 2002. Quality management re-visited: a reflective review

and agenda for future research. Journal of Operations Management 20, 91-109.

22. Stebbins, W.M., Shani, A.,2002. Eclectic design for change. In P. Docherty,

J. Forslin, & A.B. Shani (Eds.), Creating sustainable work systems: Emerging

perspectives and practice London: Routledge, 213-225.

23. Tang, L.C., Goh, T.N., Lam, S.W. and Zhang, C.W.,2007. Fortification of Six

Sigma: expanding the DMAIC toolset. Quality and Reliability Engineering

International, Vol. 23, 3-18.

24. Voelkel, J.G.,2002. Something’s missing - an education in statistical methods

will make employees more valuable to six sigma corporations. Quality Progress,

May, 98-101

9

Chapter 2

Literature review

2.1 Introduction

Six sigma is a breakthrough process improvement strategy that yields dramatic reduction

in defects or errors or mistakes in any process. Improved processes lead to improved

customer satisfaction, increased market share, business profitability and so on. “Six

sigma is a powerful strategy developed to accelerate improvement in product, process

and service quality by relentlessly focusing on variation reduction and elimination of

waste” by Antony and Banuelas, (2002). Mikel Harry is considered one of the primary

architects of six sigma. Harry Mikel and Schroeder R.(2000), provide insight to what six

sigma is all about; a change strategy that relentlessly drives defects out of products,

processes, and services to increase profitability and shows how it is working at

companies such as General Electric, Polaroid, and Allied Signal. It is a comprehensive

and flexible system for achieving, sustaining and maximizing business profitability. It is

uniquely driven by close understanding of customer needs of today and tomorrow,

disciplined and systematic use of data to support decisions and diligent attention to

managing and improving business processes. Although six sigma approach to quality and

process improvement have been predominantly used by manufacturing organizations,

today the popularity of six sigma in the other sectors is growing exponentially, especially

in banks, hospital sector, financial services, airline industry, utility services and so on

(Antony et al., 2007). Ronald Snee (1999) points out that “although some people believe

it is nothing new, six sigma is unique in its approach and deployment; it is a strategic

business improvement approach that seeks to increase both customer satisfaction and an

organization’s financial health”. Many authors have suggested different definition of

six sigma and few of them are listed below.

Following are some of the examples of six sigma definitions that reflect different

perspectives.

Andersson et al., (2006) have defined six sigma as “Improvement program for reducing

variation, which focuses on continuous and breakthrough improvements. Antony (2002)

Literature review

10

has stated that “six sigma is a business performance improvement strategy that aims to

reduce the number of mistakes/defects to as low as 3.4 occasions per million

opportunities”. According to Banuelas and Antony (2003), “six sigma is a philosophy

that employs a well-structured continuous improvement methodology to reduce process

variability and drive out waste within the business processes using statistical tools and

techniques. According to Bendell (2006), “six sigma is a strategic, company-wide

approach focusing on variation reduction and having the potential of simultaneously

reducing cost and increasing customer satisfaction”. Black and Revere (2006) defined

six sigma as “a quality movement, a methodology, and a measurement. As a quality

movement, six sigma is a major player in both manufacturing and service industries

throughout the world. As a methodology, it is used to evaluate the capability of a process

to perform defect-free, where a defect is defined as anything that results in customer

dissatisfaction”. Chakrabarty and Tan (2007) stated six sigma as “A quality improvement

program with a goal of reducing the number of defects to as low as 3.4 parts per million

opportunities or 0.0003 per cent”. Kwak and Anbari (2006) have defined six sigma as “A

business strategy used to improve business profitability, to improve the effectiveness and

efficiency of all operations to meet or exceed customer needs and expectations.”

Six sigma is one of the emerging philosophies. Many authors have contributed to the

literature of six sigma resulting in many articles published in various publication portals.

In contrast to the growth of publications, as per the knowledge of authors, there are only

four to five literature review articles in English language till date. Hence, the present

study has attempted to review the current status of six sigma and provide directions for

further improvement. The authors have reviewed 179 research articles published from

1995 to 2011 in 52 journals having focus towards six sigma.

The structure of the work done is given in subsequent sections: Section 2 presents

literature review related to six sigma. Section 3 deals with methodology and analysis,

which includes selection of articles and time distribution of published articles,

classification of articles on the basis of research methodology, authorship pattern studied

with respect to author’s background, classification of the article based on sector of

application, integration of six sigma philosophy with other eminent manufacturing

philosophies, identification of existing frameworks/models in present literature review

and the status of implementation of their proposed frameworks/ models. The subsequent

Literature review

11

Section 4 is devoted to result and analysis which describes significant findings of the

present study and directions for future research. Finally the article is concluded in

Section 5.

2.2 Literature review

The six sigma methodology was formalized in the mid-1980s at Motorola. New

theories and ideas were combined with basic principles and statistical methods that had

existed in quality engineering circles for decades. The building blocks were enhanced

with business and leadership principles to form the basis of a complete management

system. The result was a staggering increase in the levels of quality for several

Motorola products. As a result the inaugural Malcolm Baldrige National Quality

Award was bestowed on the company in 1988 (Gowen C R, et al., 2008). Everyone

wanted to know how Motorola had done it. The then-president Robert Galvin chose to

share Motorola’s six sigma secret openly, and by the mid-1990s, other corporations

like ABB, Texas Instruments, Allied Signal, and General Electric had begun to reap

similar rewards. By 2000, many of the world’s top corporations had a six sigma

initiative underway, and by 2003, over $100 Billion in combined savings had been

reported. Six sigma became the global standard of quality business practice. One of the

advantages of six sigma methodology over other improvement programs is that it

enables practitioners to accurately remove hindering issues and demonstrate the

improvements using statistical tools such as Pareto Chart and control charts

(Jin T. et al., 2011). Schroeder et al., (2008) have identified four core advantages of six

sigma over quality philosophies. These advantages involve the focus on financial and

business results, use of a structured method for process improvement or new product

introduction, use of specific metrics such as defects per million opportunities (DPMO),

critical-to-quality (CTQ),and use of a significant number of full-time improvement

specialists. According to Antony and Banuelas (2002), Ford found that six sigma is

more profit orientated, while TQM focuses on fixing the quality problem regardless of

the cost.

Now, six sigma is well established in almost every industry and many organizations

worldwide have modified the said methodology and tools to fit their own operations. In

this current era of global competitiveness, not only the manufacturing organizations are

facing enormous pressure from their customers (to reduce the costs) and competitors (so

Literature review

12

as to win the market share) but it is a challenge for other industries too. These factors

have contributed to integrate six sigma concepts with the complete production process

(starting from suppliers to delivery to customer). Focus of six sigma is on producing the

products without defects and lean focuses on elimination of waste. A defect is a kind of

waste as per lean. Hence integration of these two philosophies can help organization to

achieve manufacturing excellence. This has given rise to integration of six sigma with

other philosophies like lean. Six sigma has evolved into a powerful business

improvement methodology in many Indian industries and its importance is growing.

Very little research has been carried out relating to the status of six sigma

implementation in the Indian industry (Antony, J. and Desai, D.A., 2009).

Although the term six sigma was introduced two decades ago, limited number of

literature review papers are available. For example Venkateswarlu

Pulakanam et al., (2010) have emphasized only on review of empirical research articles

published on six sigma.

Mohamed Gamal Aboelmaged (2010) has classified the articles on the basis of year of

publication and journal, major theme and subject, research type and application sector.

Brady, J.E. and Allen, T.T. (2006) have reviewed articles till year 2003 but used

different classification scheme like definition of six sigma, society or area, journal

impact factor, industrial sector, success factors. Nonthaleerak, P. and Hendry, L.C.

(2006) have classified the articles according to their research content. B. Tjahjono and P.

Ball et.al (2010) have considered the articles from year 2004 to 2009 and classified the

articles according to definition of six sigma, its applications, main enablers and barriers

to its application etc.

It is clear from the above discussion that none of the literature reviews had focused on

research methodology, integration with other manufacturing philosophies,

implementation status and performance measurement of the six sigma model or

framework.

Hence authors have made an attempt to classify and review the six sigma articles by time

distribution of articles, research methodology (conceptual qualitative, conceptual

quantitative, empirical qualitative and empirical quantitative) with various subcategories,

authorship patterns, sector wise focus of articles, integration with other manufacturing

Literature review

13

philosophies, implementation status and performance measurement of the model or

framework.

2.3 Methodology

The methodology and analysis of literature is discussed in the following sections.

2.3.1 Selection of articles

The aim of the review was to search and analyze the diversity of research being conducted

in the six sigma field. Accordingly, six sigma articles were searched from publication

houses like Emerald, Elsevier, Taylor and Francis. An initial article search was made using

articles containing any of the terms of the phrase “six sigma” from the year 1995 to 2011.

This unique philosophy only became well known after GE’s Jack Welch made it a central

focus of his business strategy in 1995 (Gowen C R, et al., 2005). Six sigma started getting

popularity through research articles by 1995 and hence the author’s have chosen 1995 as

start year for searching articles. This search has resulted in a list of more than 750 articles.

The text of each article was reviewed in order to eliminate those articles, which were not

related to ‘six sigma’ improvement strategies. For example, articles focused on detailed

synthesis of chemicals and used the term six sigma in totally different context were

removed. This search resulted in list of 450 articles. To get control over quality articles,

search was further refined to peer-reviewed journals only. With this additional restriction,

the number of articles were reduced to 200.

The research targeted peer-reviewed journal papers having more than two pages, as

academics and practitioners alike most often use journals to obtain information and

disseminate the highest level of research findings, both in width and breadth.

Therefore editorial notes, book reviews, prefaces articles were excluded, leaving 179

relevant articles. Similar methodology is used by Mohamed Gamal Aboelmaged (2010)

to exclude book reviews, preface articles. This search had given comprehensive set of

good quality papers on six sigma in different fields. However, there is a possibility that

there may be an article that is not reviewed in this paper.

Full bibliographic details of the 179 articles considered for review are given in appendix

A in order to make the adopted research processes transparent, and allow independent

Literature review

14

assessment of our classification and analysis. Similar procedure was adopted by Kevin

Burgess et al., (2006) for structured review of supply chain management.

The list of selected journals considered for this review is shown in Table 2.1. It was found

that maximum articles on six sigma have been published in four journals only viz. Total

Quality Management, The TQM Journal (previously The TQM Magazine), Quality

Engineering and International Journal of Quality and Reliability. It can be seen from the

Table 2.1 that TQM constitutes around 20% of the total articles considered for this review.

Table 2.1: List of selected journals considered for six sigma review

Journal Title No. of

articles Acronym Percentage

Applied Soft Computing 1 ASC 0.56

Asian Case Research Journal 1 ACRJ 0.56

Benchmarking: An International Journal 2 BAIJ 1.12

Business Process Management 3 BPM 1.68

Construction Management and Economics 1 CME 0.56

Development and Learning in Organizations 1 DLO 0.56

Engineering Failure Analysis 1 EFA 0.56

Engineering Management Journal 1 EMJ 0.56

Expert Systems with Applications 2 ESA 1.12

Global Journal of Flexible Systems Management 1 GJFSM 0.56

Handbook of Business Strategy 2 HBS 1.12

Industrial Management & Data Systems 2 IMDS 1.12

Int. J. Six Sigma and Competitive Advantage 8 IJSSCA 4.47

Int. J. Production Economics 6 IJPE 3.35

International Journal of Logistics: Research and Applications

1 IJLRA 0.56

International Journal of Operations & Production Management

3 IJOPM 1.68

International Journal of Production Research 8 IJPR 4.47

International Journal of Productivity and performance management

4 IJPPM 2.23

International Journal of Quality & Reliability Management

10 IJQRM 5.59

International Review of Business Research Papers 1 IRBRP 0.56

International Journal of Health Care Quality Assurance

1 IJHCQA 0.56

Journal of Air Transport Management 1 JATM 0.56

Journal of Applied Statistics 1 JAS 0.56

Literature review

15

Journal Title No. of

articles Acronym Percentage

Journal of Change Management 2 JCM 1.12

Journal of Computer Information Systems 1 JCIS 0.56

Journal of Corporate Real Estate 1 JCRE 0.56

Journal of High Technology Management Research 1 JHTMR 0.56

Journal of Manufacturing Technology Management 4 JMTM 2.23

Journal of materials processing technology 2 JMPT 1.12

Journal of Operations Management 4 JOM 2.23

Journal of Organizational Change Management 1 JOCM 0.56

Journal of Quality 1 JOQ 0.56

Journal of Quality in Maintenance Engineering 2 JQME 1.12

Management Research News 2 MRN 1.12

Managing Service Quality 3 MSQ 1.68

Measuring Business Excellence 3 MBE 1.68

Managerial Auditing Journal 1 MAJ 0.56

NCQM Journal 1 NCQM 0.56

Proceedings of the International Multi Conference of Engineers and Computer Scientists

1 PIMCECS 0.56

Production Planning & Control 3 PPC 1.68

Project Management Institute Research Conference, London, UK

1 PMIRC 0.56

Project Management Journal 1 PMJ 0.56

Quality and Reliability Engineering International 7 QREI 3.91

Quality Engineering 10 QE 5.59

Robotics and Computer-Integrated Manufacturing 1 RCIM 0.56

Six Sigma Forum Magazine 1 SSFM 0.56

International Journal of Lean Six Sigma 1 IJLSS 0.56

Strategic Planning for Energy and the Environment 1 SPFEE 0.56

Technovation 1 TECHV 0.56

The TQM Journal(Previously The TQM Magazine) 23 TQMJ 12.85

Total Quality Management 35 TQM 19.55

Work Study 2 WS 1.12

Total 179 100

2.3.2 Time distribution of publication of articles

In order to see the trend of research over the years, an analysis of the articles published year

wise was carried out. As explained earlier articles published from January 1995 to December

2011 were considered for review. The year-wise frequency distribution of articles by

journals is shown in Table 2.

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16

Table 2.2: Year-wise frequency distribution of articles by journals

Journal

Name 1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

No. of

Articles

ASC

1

1

ACRJ

1

1

CME

1

1

DLO

1

1

EFA

1

1

EMJ

1

1

GJFSM

1

1

IJLRA

1

1

IRBRP

1

1

IJHCQA

1

1

JATM

1

1

JAS

1

1

JCIS

1

1

JCRE

1

1

JHTMR

1

1

JOCM

1

1

JOQ

1

1

MAJ

1

1

NCQM

1

1

PIMCECS

1

1

PMIRC

1

1

PMJ

1

1

RCIM

1

1

SSFM

1

1

SSC

1

1

SPFEE

1

1

TECHV

1

1

Literature review

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Journal

Name 1995

1996

1997

1998

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

2011

No. of

Articles

BAIJ

1

2

ESA

1 1

2

HBS

2

2

IMDS

1

1

2

JCM

1

1

2

JMPT

1

1

2

JQME

2

2

MRN

2

2

WS

2

2

BPM

1

1 1

3

IJOPM

1

1 1

3

MSQ

1

1

1

3

MBE

1 1

1

3

PPC

1

2

3

IJPPM

3 1

4

JMTM

1 1 1 1

4

JOM

1

1

2

4

IJPE

2 1 1 2 6

QREI

1

2 1 1

2

7

IJSSCA

2 5

1

8

IJPR

1 6 1

8

IJQRM 1

1 1 1 1 1 1 3

10

QE

3

2 2

1 1 1

10

TQMJ

1 1 2 6

2 5 3 2 1

23

TQM

1 1 3 6 5 3 4 9 3

35

TOTAL 1 0 0 0 0 4 4 9 7 17 18 25 19 34 31 8 2 179

As evident from Table 2.2, there was an exponential growth in the number of research

articles published from year 2000 to year 2009. The highest number of

in a year is 34 in the year 2008. Between the year 2004 and 2009, total 145 articles were

published which is 81 % of the total articles considered for this review, which clearly

shows the evolving shift towards six sigma. It can be easil

number of articles published in six sigma area is increasing at a faster pace since year

2000. Highest number of articles published by TQM journal in single year is 9

2009. The major thrust of articles in TQM journal

span of 6 years (2004-2009) the journal published 33 articles (or roughly 19%) out of a

total of 179 articles. The second highest number of a

(6 articles) in a single year i.e. in 2004.

2.3.3 Research methodology

According to Nakata and Huang (2005) and Guo (2008), the nature of the study can be

classified in four major categories. These are conceptual qualitative, conceptual

quantitative, empirical qualitative and empirical quantitative. Conceptual

consists of the literature reviews and arguments to develop new perspectives and to build

qualitatively explored theoretical framework. Conceptual quantitative uses mathematical

tools and secondary data to present cases an

tree of classification of articles is as shown in Figure 2.1.

Figure 2.1: A schematic tree of classification of articles by research methodology

Literature

, there was an exponential growth in the number of research

articles published from year 2000 to year 2009. The highest number of published articles



towards six sigma. It can be easily inferred from Table 2.2


2000. Highest number of articles published by TQM journal in single year is 9

2009. The major thrust of articles in TQM journal began in the year 2004 and within a

2009) the journal published 33 articles (or roughly 19%) out of a

total of 179 articles. The second highest number of articles is published in TQMJ

articles) in a single year i.e. in 2004.

ethodology



quantitative, empirical qualitative and empirical quantitative. Conceptual



tools and secondary data to present cases and proofs to develop new models.

tree of classification of articles is as shown in Figure 2.1.


Literature review

18

, there was an exponential growth in the number of research

published articles



Table 2.2 that


2000. Highest number of articles published by TQM journal in single year is 9 in year

began in the year 2004 and within a

2009) the journal published 33 articles (or roughly 19%) out of a

rticles is published in TQMJ



quantitative, empirical qualitative and empirical quantitative. Conceptual qualitative



w models. A schematic


Literature review

19

On the other hand, empirical qualitative studies employ qualitative approaches to collect

primary data, whereas empirical quantitative studies require data collection through

surveys or experiments and quantitatively analyze the records. The authors have grouped

all the articles into these four methodologies. These four methodologies were split up

into nine sub-categories.

Table 2.3: Research methodology with various sub-categories

Research Methodology No. of articles Percentage

Conceptual Qualitative 74 41.34 %

Perspectives and Arguments 63 35.19%

Literature Reviews 11 6.14%

Conceptual Quantitative 36 20.11%

Content Analysis 9 5.02%

Secondary Data 27 15.08%

Empirical Qualitative 43 24.02%

Case Study 39 21.78%

Interviews 4 2.23%

Empirical Quantitative 26 14.52%

Experiments 2 1.11%

Meta-Analysis 2 1.11%

Survey 22 12.29%

Total 179 100 %

Table 2.3 shows research methodology with various sub categories. As seen from

Table 2.3, out of total 179 articles, 110 were of conceptual approach. In other words, it is

clear that 61.45% articles were of conceptual approach, which certainly dominates the

empirical approach (38.54%). In this, specifically, conceptual qualitative type constituted

around 41.34 % of the total 179 articles. Among all the nine sub-methods, perspective

and arguments was the most used (35.19 %) research methodology. While the other sub-

methods like literature reviews, content analysis, interviews, experiments and meta-

analysis were used less as compared to perspective and arguments . Classification of

articles according to research methodology is shown in Figure 2.2.

Literature review

20

Figure 2.2: Classification of articles according to research methodology

It is clear from Table 2.3 that about 38 % of empirical articles were published till the

year 2011 clearly suggesting the positive change towards the empirical approach.

Overall, the study has found a rise in empirical approach (either quantitative or

qualitative) over the years but still it is in minority as compared to conceptual

approach.

2.3.4 Authorship patterns

To make any research field abundant, there is a need for researchers from versatile

backgrounds to come forward and work in greater collaboration, especially by

breaking barriers of regions, institutions, countries and continents (Guo, 2008). This

will have more impact on the quality of research and its advancement in various

regions. The authors of the present research have studied pattern of authorship, the

location (country or continent) of researchers and their background (academic or

professional) with this in mind.

The pattern of authorship is shown in Table 2.4. From the Table it is evident that the

multi-authored articles are predominant (138 out of 179), thus signifying the

collaboration among the authors. Table 2.4 also shows single and multi country

authorship pattern. It clearly depicts that single country authorship (87.7%) was

prevalent in comparison to multi-country authorships, i.e., 12.3% of authors were

affiliated to institutions in more than one country.

Conceptual qualitative

41.34%

Conceptual quantitative

20.11%

Empirical qualitative

24.02%

Empirical quantitative

14.53%

Literature review

21

Table 2.4: Authorship pattern

Number of authors No. of articles Percentage

1 (Single Author) 41 22.9%

2 (Two Author) 69 38.5%

More than 2 69 38.5%

Total 179 100%

Single Country 157 87.7%

Multiple Country 22 12.3%

Total 179 100%

Figure 2.3: Authorship pattern showing number of authors

Figure 2.4: Authorship pattern showing country details

1 (Single Author)22.90%

2 (Two Author)38.50%

More than 238.50%

Single Country87.70%

Multiple Country12.30%

No. of articles

Literature review

22

Furthermore, the information pertaining to the background of authors is reported in

Table 2.5. The research in this field has been predominantly carried out by

academicians with approximately 76.5% of contribution, which greatly exceeded that

of professionals (13.9%) and is also more than blended participation (academicians

and professionals) which is 9.4%. Hence there is need to bring academicians and

professionals to a common platform to carry out extensive research for achieving

higher standards.

Table 2.5: Background of authors

Background of authors No. of articles Percentage

Academic 137 76.5%

Professional 25 13.9%

Both 17 9.4%

Total 179 100%

Figure 2.5: Background of authors

2.3.5 Articles: Sector wise focus

There is a growing recognition that six sigma can be applied to non-manufacturing

operations and also it is not limited to US-based corporations where it was developed,

but it is applicable to all types of organizations around the world.

Academic76.5%

Professional13.9%

Both9.4%

Literature review

23

The concept of six sigma is not restricted to automobile, manufacturing and related

industry but it is applicable to almost all the industries. Now it has spread over all the

verticals such as chemicals, aerospace, electronics in manufacturing sector. In order to

improve understanding of sectoral influences on six sigma, the sample articles are

classified on the basis of the industry sector they are covering. The Confederation of

Indian Industry (CII) code was used for this purpose. Table 2.6 gives the frequency

distribution of type of sectors covered by researchers.

It may be clearly seen in Table 2.6 that researchers are more inclined towards carrying

out research in manufacturing sector (54.74 %) and the related industries like automobile

industries. In other words, out of 179 total articles 98 were from these manufacturing

industries. The service, infrastructure and agricultural sector drew least attention of the

researchers. Few researchers have performed investigations in multiples industries

(7.26%) in multiple sectors. This is because the concept of six sigma was first originated

to reduce the number of defects in manufacturing domain and then subsequently this was

extended to other sectors.

Table 2.6: Frequency distribution of type of sectors covered by researchers

Industry Number of

articles Percentage

1. Manufacturing Sector 98 54.74

1.1 Aerospace 04 2.23

1.2 Automobile 33 18.43

1.3 Chemical 12 6.70

1.4 ICTE (Information communication Technology and Electronics)

9 5.02

1.5 Others 27 15.08

1.6 Multiples 13 7.26

2. Service 21 11.73

2.1 Health Care 09 5.02

2.2 Information and communication Technology

03 1.67

Literature review

24

Industry Number of

articles Percentage

2.3 Tourism and Hospitality 09 5.02

3. Infrastructure 12 6.70

3.1 Infrastructure 9 5.02

3.2 Oil and gas 3 1.67

4. Agriculture 02 1.11

4.1 Food Processing 02 1.11

5. None 46 25.69

Grand Total 179 100

2.3.6 Integration with other manufacturing philosophies

Different elements have contributed to the success of six sigma philosophy. In the past,

many researchers have discussed about the importance of integrating six sigma

philosophy with different manufacturing philosophies. Yeh D.Y. et al., (2007) discussed

about the need to combine supply chain management and six sigma, while Su T. C. et al.,

(2006) highlighted the need of combining six sigma and lean philosophy to improve

service quality. Shah, R. et al., (2008) have focused on combining Lean with six sigma

for implementation of quality practices. Chen, M. et al., (2009) has elaborated on lean six

sigma approach for employing a well-structured continuous improvement methodology.

Kumar M. et al., (2006) have discussed about integration of Lean and six sigma

strategies into a more powerful and effective hybrid model, addressing many of the

weaknesses and retaining most of the strengths of each strategy. Furterer S. et al., (2005)

deliberated on combining the principles and tools of Lean Enterprise and six sigma in a

more synergistic manner.

All the above mentioned researchers’ perspectives show the importance of integration of

six sigma philosophy with other manufacturing philosophies to achieve manufacturing

excellence and social responsibilities. So the authors in this study have evaluated the

present status of the integration of six sigma philosophy with other manufacturing

philosophies.The five different philosophies were listed (refer Table 2.7) and later on, the

research articles were examined for consolidation with any of the five manufacturing

Literature review

25

philosophies. Table 2.7 shows summary of integration with other manufacturing

philosophies.

As Table 2.7 exhibits, only 26 research articles of the total articles considered for this

review are identified under this category. Among these, “lean” has the largest number of

studies covering 46.15% of the total (26) articles in present study, whereas, total quality

management(TQM) is placed second with 23.07% articles. Other three out of the five

selected philosophies had few integration articles with six sigma philosophy as compared

to the earlier mentioned philosophies. These were supply chain management (SCM)

(19.23%), enterprise resource planning (ERP) (3.84%) and theory of constraints (TOC)

(7.69%). The review of papers with respect to integration with other manufacturing

philosophies shows that there is need to increase the efforts for blending six sigma

philosophy with other manufacturing philosophies.

Table 2.7: Summary of integration with other manufacturing philosophies

Integrating with other philosophies Total Percentage

SCM (supply chain management) 5 19.23%

ERP (enterprise resource planning) 1 3.84%

Lean 12 46.15%

TQM (total quality management) 6 23.07%

TOC (theory of constraints) 2 7.69%

Total 26 100%

2.3.7 Framework/Model of six sigma

The term framework doesn’t have clear cut definition from the research world. Many

researchers are using model in the place of framework or vice-versa. It is all happening due

to lack of clarity about what is framework or model. The present study investigated what is a

framework. Model is one in which the six sigma elements are defined but do not discuss

the relation between the elements whereas a framework can be defined as one where the

six sigma elements are defined and also discuss the relation between the elements. Yusuf

and Aspinwall (2000) while reviewing the frameworks of Total Quality Management

(TQM) have explained that ‘a model’ answers the question of “what is TQM” with the

Literature review

26

overall concept or elements put down together, whereas a framework answers “how to”

questions and provides an overall ‘way forward’. A framework is not only a recommended

bunch of elements to be considered in that system, but it should give information about the

complete relationships amongst the elements of system under study.

The same concept has been followed in the present study while studying the

frameworks/models. It was checked whether the corresponding article featured any kind of

model or framework. So far, many of the researchers including Kifayah Amar and Douglas

Davis (2008) have proposed few models in different articles discussing about only

elements/constructs of six sigma but most of them did not discuss the relationship between

of elements and the status of implementation of their proposed frameworks/models in real

environment. Table 2.8 shows distribution of model/frameworks proposed vs. proposed

and implemented in the industry.

Table 2.8: The distribution of model/framework proposed vs. proposed and

implemented

Type Proposed Proposed and

Implemented Neither Total

Model/Framework 55 12 67

Neither (non of the above) 112 112

Total 55 12 112 179

From Table 2.8, it can be easily seen that only 67 frameworks/models exist in the present

review. Only 12 articles (of both types) had their proposed framework/models reported

implementation. It apparently shows the lack of attempts in implementing the proposed

models or frameworks. Logical conclusion is not reached in majority of cases as

framework/ model has not been tested and found suitable/ successful.

2.4 Research gaps

The study has included a large sample size of the articles as well as the number of

journals (52 journals) in conducting the critical review of content oriented

classification and empirical research methodology in six sigma. The number of articles

reviewed has given clear idea about history of six sigma, present status of six sigma

and future of empirical research in the field of six sigma. The major research gaps

Literature review

27

identified after conducting the literature review are presented as follows: (i) Need for

more empirical research in six sigma (ii) Need for collaborative research between

academicians and industry professionals (iii) Need for implementation of six sigma in

other Industry sectors (iv) Need for development of six sigma implementation

framework. This is the first of its kind attempt to solely discuss the descriptive

statistics of empirical research methodology and content oriented classification in the

field of six sigma.

(i) Need for more empirical research in six sigma:

In the section on research methodology, it is found that most of theory building is

taking place through the process of conceptual methodologies and a few through the

empirical methodologies. The focus of researchers should now be on establishing and

testing new hypothesis with the help of techniques like case studies and surveys etc.

rather than working solely on theory building. Flynn et al., (1990) and Swamidass

(1991) have reported the importance of empirical research study and its effects on

operations management. According to them, the term “empirical,” which means

“knowledge based on real world observations or experiment,” is used here to describe

field-based research which uses data gathered from naturally occurring situations or

experiments, rather than via laboratory or simulation studies, where the researchers

have more control over the events being studied. Empirical research can be used to

document the state of the art in any research, as well as to provide a baseline for

longitudinal studies. It can also be invaluable in the development of parameters and

distributions for mathematical and simulation modeling studies. A very important use

for empirical data is in theory building and verification. Information derived from

actual practice can enhance six sigma research in a number of ways. Gathering

systematic information about six sigma practices provides information about the state

of the art in six sigma. Anecdotal articles may describe current practices at a single

firm, however, systematic data gathering can provide more generalizable evidence

about trends and norms in specific populations of firms. This may be used to make

inferences about firms in general. Empirical data can also be used in conjunction with

simulation and mathematical programming research.

Subsequently, other researchers started focusing on empirical research.

Pannirselvam et al., (1999) found that empirical studies consisted of only 18% of

Literature review

28

published research articles in operations management when conducted survey during

1992-1997. They had conducted the survey during the early stage of the empirical

research. That is one of the reasons why he got less number of articles involving

empirical approach in his review. In this present review, it is found that approximately

38 % of empirical approach articles were published from period considered for this

study, clearly suggesting the positive change towards the empirical approach. As evident

from analysis in research methodology section, the study found a rise in empirical

approach (either quantitative or qualitative) over the years but still it is in minority as

compared to conceptual approach. Hence there is further need for more empirical

research to get better benefits to the organizations.

(ii) Need for collaborative research between academicians and industry professionals:

One of the important observation that is reflected in this research is about authorship

patterns. Previous international business reviews (Sekaran, 1983; Sin et al., 1999)

addressed the importance of collaboration among researchers, particularly from diverse

countries and cultural backgrounds to enhance the overall quality of research. In spite

of the increasing globalization of research interests and researchers themselves,

academicians or researchers dominate over others. There is an urgent need to bring

down the geographical domination of the authors and geographic concentration of

authorships, which otherwise may lead to ineffective results when referred to by other

countries. To achieve the object of globalization of authorship pattern, the authors

suggest that the developed countries’ research institutes like Centre for Research in Six

Sigma and Process Excellence (CRISSPE) in UK, need to collaborate with

undeveloped and developing nations’ research institutes like Indian Statistical Institute

(ISI) in India to encourage research in their regions and to get culture independent

results. Another important factor coming out from this authorship pattern is back

ground of authors. The present study has found that the contribution of research articles

is mainly from academicians with very few professional being involved. To overcome

this kind of the problem, the academicians have to collaborate with the professionals to

get better conclusions and articles useful to the industry. There is need to improve the

catchment of research in these developing countries through the various research

institutions, collaboration between institutions and organizations and encouragement

from local government to the researchers.

Literature review

29

(iii) Need for implementation of six sigma in other Industry sectors:

While considering the industry focus of the research articles, it was found that most of

the articles are addressing issues from manufacturing sector. One of the reason is six

sigma principles were invented from the manufacturing sector initially. However, at

present there is a need of six sigma implementation in other sectors like service,

infrastructure, finance, healthcare and agriculture sector. Moreover there is need to carry

out the research in other conventional and non-conventional industries in order to

improve their productivity, flexibility and to fulfill customer needs.

(iv) Need for development of six sigma implementation framework:

From the literature review of six sigma articles, it is clear that only few researchers

have talked about framework of six sigma and no framework has discussed the

relation between the elements and effect of one over other element.. The study also

observed that articles have talked about limited number of six sigma elements instead

of considering a complete set of six sigma elements in the organization. To encourage

the professionals to implement a set of six sigma elements, the researchers need to

develop more numbers of six sigma frameworks, which acts as guiding torch to the

professionals. This shows the urgent need for the six sigma implementation

framework, describing important elements of six sigma, relationships between these

elements and which will guide the professionals for effective implementation of

six sigma.

2.4.1 Significant observations

Apart from the abovementioned various research gaps, certain prominent observations

were made during the literature review are discussed below,

• Increase in the number of articles:

The importance of six sigma philosophy is growing day by day due to its positive

impact on productivity of organizations and fulfillment of customer requirements. All

this adds to significant growth in published articles in various journals. It is evident

from analysis of papers published during period (i.e., 2005-2011) that there is a large

increase in the number of published articles, which is 76.53 % of the total articles

considered for the present review.

Literature review

30

• Integration of six sigma with other philosophies:

As evident from the integration with the other philosophies section, there is a need to

integrate six sigma philosophy with other manufacturing philosophies to achieve

manufacturing excellence. The study reports that research community should

investigate integrating six sigma philosophy with other manufacturing philosophies

in order to exhibit all the benefits of this process.

• Status of six sigma in India:

Six sigma has evolved into a powerful business improvement methodology in

many Indian industries and its importance is growing. Very little research has

been carried out relating to the status of six sigma implementation in the Indian

industry (Antony, J. and Desai, D.A., 2009). In order to gain a better insight into

the six sigma initiative within the Indian industry, there is need to carry out a

large-scale survey in the immediate future for greater validity of the findings from

this research.

2.5 Research plan

The flow chart of research plan followed is as shown in Figure 2.6. The research problem

is chosen as per the gaps identified through literature review. The state of existing six

sigma frameworks is investigated and subsequently the need for new framework for six

sigma is proposed. To accomplish this, existing models/frameworks of six sigma are

identified through thorough literature search. In the next step, the empirical investigation

of existing six sigma frameworks was carried out. The objective of this investigation is to

find the validity and reliability of the existing frameworks in Indian scenario. Next phase

is to develop a new framework suitable for Indian industries. Then empirical

investigation of proposed framework is carried out. This phase includes validity &

reliability of proposed six sigma framework followed by path analysis & structural

equation modeling of proposed six sigma framework to find out suitability in Indian

Industry. Finally, based on the results obtained through various analysis conducted in

this phase, the study concludes the proposed six sigma framework is suitable to

implement in Indian manufacturing industries.

Literature review

31

Figure 2.6 Research plan

2.6 Conclusion

A tremendous growth of literature related to six sigma has been observed in the last

two decades. After looking at the wide range of research articles in various journals it

Literature Review

Identification of

research gap

Need for a framework of six

sigma implementation

• Identification of existing model/ frameworks of six sigma

• Identification of elements/constructs of six sigma

Empirical investigation

Empirical investigation of validity and reliability of existing six sigma frameworks

in Indian industries

Development of six sigma

framework: Proposed framework

Empirical investigation of proposed six

sigma framework in India industry

Conclusion

Path analysis & structural equation modeling of proposed six sigma framework

to find out suitability in Indian Industry

Validity & reliability of proposed six sigma framework to find out

suitability in Indian Industry

Literature review

32

can be easily concluded that the concept of six sigma has a big impact on

academicians, industries and researchers worldwide. The detailed examination of

literature shows that there is good information available about six sigma principles,

tools and techniques, its applications, system and metrics. But in the opinion of the

authors, it is the first attempt to critically review the articles in this explicating field.

The authors have provided an in-depth and integrated review of articles. Through this

literature review many issues are addressed which have not been covered adequately in

the past. The authors hope this study will trigger an impulse to promote further

research and exploration.

The limitation of this study is that only three publishing houses were used for articles

collection. It is possible to execute research at even larger scale as six sigma literature

has become very vast. Secondly, there is subjectivity involved in the categorization of

articles as it depends on the author and his perceptive. Although the article

categorization process is carried out with due care but still probability of unintentional

faults cannot be ruled out. Thus in order to strengthen these outcomes, future attempts

may be directed to validate the outcomes of this study with larger sample size.

Overall this review of literature shows that there is substantial advancement in this

field. However, there is still need to carry out further research in this direction and to

throw light on certain dark and unexplored areas of six sigma implementation. Future

studies may cover these issues by promoting the topics and effective exploration. All

these advancements will make it more assorted and useful tool across various domains

and global recognition/application.

In this chapter extensive literature review was undertaken firstly to gain an insight into

the concept of six sigma and secondly to identify work done by the researches in this

field. The various gaps in the existing literature were found regarding the state of

various models/frameworks proposed by researches and need for development of six

sigma implementation framework, describing important elements/construct of six

sigma, relationships between these elements and which will guide the professionals for

effective implementation of the six sigma. Based on the gaps identified, the objectives

of the proposed research were framed.

Literature review

33

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differences between TQM, six sigma and lean. The TQM Magazine 18, 282-296.

2. Antony, J., Banuelas, R.,2002. Key ingredients for the effective implementation

of six sigma program. Measuring Business Excellence 6, 20-27.

3. Antony, J.,2002. Design for six sigma: a breakthrough business improvement

strategy for achieving competitive advantage. Work Study 51, 6-8.

4. Antony, J., Antony, F.J., Kumar, M., Cho, B.R.,2007. Six sigma in service

organisations: Benefits, challenges and difficulties, common myths, empirical

observations and success factors. International Journal of Quality and Reliability

Management 24, 294-311.


the Indian industry: results from an exploratory empirical study. Management

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6. Amar, K., Davis, D.,2008. A review of six sigma implementation frameworks

and related literature, in: Proceedings of the International Multi Conference of

Engineering and Computer Scientist,19-21 March, Hong kong

7. Banuelas, R., Antony, J.,2003. Going from six sigma to design for six sigma: an

exploratory study using analytic hierarchy process. The TQM Magazine 15,

334-344.

8. Bendell, T.,2006. A review and comparison of six sigma and the lean

organizations. The TQM Magazine 18, 255-62.

9. Black, K. and Revere, L.2006. Six sigma arises from the ashes of TQM with a

twist. International Journal of Health Care Quality Assurance 19, 259-66.

10. Brady, J.E., Allen, T.T.,2006. Six sigma Literature: A Review and Agenda for

Future Research. Quality and Reliability Engineering International 22, 335-367.

11. Chakrabarty, A., Tan, K.C.,2007. The current state of six sigma application in

services. Managing Service Quality 17, 194-208.

12. Chen, M., Lyu, J.,2009. A Lean Six-Sigma approach to touch panel quality

improvement. Production Planning and Control 20, 445-454.

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13. Flynn, B. B., Sakakibara, S., Schroeder, R. G., Bates, K. A., and Flynn,

E. J.,1990. Empirical research methods in operations management. Journal of

Operations Management 9, 250-284.

14. Furterer, S., Elshennawy, A.K.,2005. Implementation of TQM and lean six sigma

tools in local government: a framework and a case study. Total Quality

Management and Business Excellence 16, 1179-1191.

15. Gowen III, C.R., Tallon, W.J.,2005. Effect of technological intensity on the

relationships among six sigma design, electronic-business, and competitive

advantage: A dynamic capabilities model study. The Journal of High Technology

Management Research 16, 59-87.

16. Gowen III, C.R., Stock, G.N., Mcfadden, K.L.,2008. Simultaneous

implementation of six sigma and knowledge management in hospitals.

International Journal of Production Research 46, 6781-6795.

17. Guo, L.,2008, “PERSPECTIVE: an analysis of 22 years of research in JPIM”,

Journal of Product Innovation Management, 25, 249-260

18. Harry, Mikel J., and Schroeder, Richard,2000. Six Sigma: The Breakthrough

Management Strategy Revolutionalizing the World’s Top Corporations,

Doubleday, New York.

19. Jin, T., Janamanchi, B., Feng, Q.,2011. Reliability deployment in distributed

manufacturing chains via closed-loop six sigma methodology. International

Journal of Production Economics 130, 96–103.

20. Kevin Burgess, Prakash J. Singh, Rana Koroglu,2006. Supply chain

management: a structured literature review and implications for future research.

International Journal of Operations and Production Management 26, 703-729.

21. Kumar, M., Antony, J., Singh, R.K., Tiwari, M.K., Perry, D.,2006. Implementing

the Lean Sigma framework in an Indian SME: a case study. Production Planning

and Control 17, 407-423.

22. Kwak, Y.H., Anbari, F.T.,2006. Benefits, obstacles, and future of six sigma

approach. Technovation 26, 708-715.

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23. Mohamed Gamal Aboelmaged.,2010. Six sigma quality: a structured review and

implications for future research. International Journal of Quality and Reliability

Management 27,268-317

24. Nakata Cheryl and Huang Yili,2005. Progress and promise: the last decade of

international marketing research. Journal of Business Research, 58, 611-618.

25. Nonthaleerak, P. and Hendry, L.C.,2006. Six sigma: literature review and key

future research areas. Int. J. Six Sigma and Competitive Advantage 2, 105-161.

26. Pannirselvam, G.P., Ferguson, L.A., Ash, R.C. and Siferd, S.P.,1999. Operations

management research: an update for the 1990’s. Journal of Operations


27. Pulakanam, V., Voges, K.E.,2010. Adoption of six sigma: Review of empirical

research. International Review of Business Research Papers 6, 149-163.

28. Schroeder, R.G., Linderman, K., Liedtke, C., Choo, A.S.,2008. Six sigma:

definition and underlying theory. Journal of operations Management 26, 536-554.

29. Sekaran, U.,1983, “Methodological and theoretical issues and advancements in

cross-cultural research”, Journal of International Business Studies, 14, 61-73.

30. Shah, R., Chandrasekaran, A., Linderman, K.,2008. In pursuit of implementation

patterns: the context of Lean and six sigma. International Journal of Production

Research 46, 6679-6699.

31. Sin, L.Y.M., Cheung, G.W.H. and Lee, R.,1999, Methodology in cross-cultural

consumer research: a review and critical assessment. Journal of International

Consumer Marketing, 11,75-96.

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100-103.

33. Swamidass, P.M.,1991. Empirical science: new frontier in operations

management research. Academy of Management Review 16, 793-814.

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capitalising on an integrated Lean six sigma methodology. International Journal

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35. Tjahjono, B., Ball, P., Vitanov, V.I.,2010. Six sigma: a literature review.

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Soft Computing 7, 1027-1034.

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frameworks: comparison and review. Total Quality Management, 11, 281-294.

37

Chapter 3

Research methodology

3.1 Introduction

First phase of this chapter discuss about importance of empirical research and research

methodology followed. Questionnaire design and data collection process used for the

study is explained in the subsequent section. In next phase selection of industry, brief

information about the typical products that are manufactured in the selected industry

and importance and need of six sigma in the selected company sector is explained.

3.2 Empirical research

Empirical research methods are a class of research methods wherein empirical

observations or data are collected in order to answer particular research questions.

While this methods are primarily used in academic research, it can also be useful in

answering practical questions. Minor et al., (1994) defined “empirical studies as

those involving the gathering and analysis of data, and subsequent reporting of

findings and conclusions.” The importance of empirical research in applied business

studies has been highlighted by various authors (such as Ebert, 1990; Hayes and

Clark, 1985; Flynn et al., 1990 etc). It cannot be denied that the most effective

method of conducting a research is to follow a proven systematic empirical research

approach. By following an existing approach, more time can be spent on content of

the research rather than on the method. The empirical research methodology proposed

by Flynn et al., (1990) was followed. Approach given by Flynn for systematic

empirical research consists of following six stages:

• Establish the theoretical foundation

• Select research design

• Select data collection method

• Implementation

• Data analysis

• Findings and conclusions


38

This approach has been widely followed by the practitioners and researcher in the

empirical study. The reason for choosing this approach is due to its simplicity, straight-

forward nature and a systematic approach for conducting empirical research and it is

shown in the Figure 3.1 (Flynn et. al., 1990)

Figure 3.1: A systematic approach for empirical research (Flynn et al., 1990)

The systematic approach of empirical research proposed by Flynn et. al. (1990) was

followed step by step. In the stage of establishing the theoretical foundation the researcher

either builds a theory or verifies a prior theory. Empirical research can have one of the two

purposes either theory building i.e. to propose one’s own theory based on empirical data or

theory verification i.e. to verify an already existing or newly proposed theory on the basis

of empirical data. The focus of theory verification is on testing the hypothesis within

specified confidence levels, instead of the origin of the hypotheses. However the origin for

a theory building study is not hypothesis, rather some assumptions, frameworks, a

perceived problem or perhaps, a very tentative hypotheses. The second stage in the

systematic approach is selecting a research design and various methods are prescribed

which are given in the Figure 3.1. The survey is the most frequently used research design.

The reason for this is that cross-sectional survey design involves selecting different

organizations over a large industry space. This design has the ability to describe features of

large number of people and organizations. Ferdows et al., (1986) proposed that “when the

focus of the research is generalizability to an entire population of firms, administrating a

survey to a large sample is a more appropriate approach”.


39

Once the research design is selected a data collection method needs to be selected.

Researchers have given various methods of data collection and sometimes a combination

of data collection methods can also be used. Questionnaire is the most widely used method

of data collection, as it gives inference about a large group of people/ organizations from

data drawn on a relatively small number of individuals/ organizations. In the next step the

implementation of the selected data collection method is discussed. The first step involves

selection of the population and then from that population a random sample is generated, to

help control against bias. If the sample is drawn from a specific group, such as a given

industry the actual sample should be drawn randomly once the master set of names have

been obtained. The next step in implementation involves scale development. The most

widely used is the Likert scale which is an example of interval scale. After the scale

development the questionnaire is constructed, and then its pilot testing is done before

sending it to the full random sample taken out of the population. If possible the

nonrespondents can be identified and then they can be contacted again through some other

means of correspondence like telephone, e-mails etc. The last stage of implementation

stage is the data entry stage. Prior to data entry, careful examination of completed

questionnaire is required to prevent subsequent data analysis problems. The data entry

should be done very carefully to keep the vital integrity of the data. The last stage of

systematic empirical research is the data analysis. Several data analysis methods are

prescribed in the literature. Finally the research report is prepared for publication.

3.3 Methodology of the proposed empirical research

The methodology of the proposed empirical research to achieve the objectives is

discussed in the following sub-sections.

3.3.1 Theory verification

Through the detailed literature review the concept of six sigma was studied and the

theoretical foundation for the research on six sigma in Indian scenario was identified at

the onset of research. The various initiatives taken in this regard were identified through

the search of different six sigma models /frameworks suggested by various authors

around the globe. The validity and reliability of existing frameworks of six sigma was

investigated. The present status of six sigma implementation in Indian manufacturing


40

companies was studied in depth and need for a six sigma framework was identified.

Subsequently, a framework for the six sigma implementation was proposed.

3.3.2 Selecting a research design

When planning any form of research one of the most important factors is establishing the

method and design of the empirical research. The research design depends on the kind of

information required, the nature of changes observed and the status of industry to be

observed. Decision is needed to be made whether to go for a longitudinal survey i.e. to

focus on a small group or number of organizations and attempt to investigate them over a

period of time. The second option is to go for a cross sectional survey i.e. selecting

different organizations. This design has an ability to describe a large number of

organizations and its people (Gilgeous, 1997). Cross-sectional survey was preferred

since our need was to identify the requirements of six sigma in the Indian scenario.

Secondly the complexity of data in the longitudinal survey and the time constraint

required, also suggest to follow cross-sectional survey.

The method of survey was cross-sectional and hence to extract relevant information

survey methodology was chosen. The survey is the most commonly used method of

research design in operations management, as survey gives self reports of the

industry as well as their opinions (Malhotra & Grover, 1998). In this case the term

empirical is used to describe the real world observations using field research

(gathering data from naturally occurring situations) not simulations where the

researcher has control over the events being studied (Flynn et. al, 1990). As stated

earlier Empirical research has been used to collect the data across various

manufacturing sectors in the Indian industry. Surveys are fairly common in empirical

research (Deshmukh & Dangayach, 2003; Malhotra & Grover, 1998). Survey

research involves collection of data from a large group of population.

3.3.3 Selecting a data collection method

Questionnaire survey was used as data collection method. The method of

questionnaire administration was chosen as mail-survey in the first phase of the

exploratory study and subsequently the second questionnaire was launched on the

same samples selected in the first study, but in this case the questionnaires were sent

through e-mails. The questionnaire was prepared separately for the two surveys


41

conducted on the same population. The first questionnaire was for evaluation of the

validity and reliability of existing six sigma frameworks. The second phase of the

exploratory search is to do the empirical investigation of proposed framework for

six sigma implementation.

3.3.4 Selection of industry

A database of manufacturing industries was obtained from the CII (Confederation of

Indian Industry) directory. Next, to select the sample manufacturing companies a brief

literature review was done and it was found that from the Indian perspective, the major

manufacturing sectors are automobile, electronics, engineering, and process industries

(Deshmukh and Dangayach, 2003). In addition to above four sectors, Textile is

considered as a separate sector. Certain sectors have emerged in the forefront regarding

growth and employment because of unique opportunities they enjoy at the present time:

Textile & Garments, Automobiles & Components, Steels, Minerals, Fertilizers,

IT hardware and Electronics, Chemical & Petrochemicals, Telecom equipment etc.

(National Strategy for Manufacturing, 2006). Hence the lists of large companies from the

above sectors were chosen from the CII industrial directory.

In India manufacturing industry is consist of many different sectors, each of which is

influenced by the overall manufacturing environment, but each of which also has its own

ups and downs. A database of 208 companies was generated from the directory to which

the questionnaires were sent. Table 3.1 shows the typical products that are manufactured

in the sample sectors.

Table 3.1: Typical products that are manufactured in the sample sectors

Sector Product

Automobile • Two wheelers includes scooter and motorbikes

• Four wheelers including cars, trucks, tractors, and buses

• Automotive components includes axles, shock absorber, head lights, battery, bearings, clutches, brakes, steering and suspension systems, speedometers, mileage meters, piston and piston rings, engine assembly etc.

Machines & Equipments

• Generators, inverters rotors, stators, electric motors etc.

• Diesel engines

• Construction machinery

• Agriculture machinery


42

Sector Product

• Material handling equipment such as forklift trucks, cranes, etc.

• Sewing machines

• Refrigerators, fans

Electricals and Electronics

• Electronic consumer items, TV tubes, cables

• Measuring instruments like electronic energy meters, optical pyrometers, stabilizers, etc.

• Industrial electronics including, microcircuits, electronic panels, fuse gears, telephone exchange chambers, cables, transformers, etc.

• Semiconductors, capacitors, HMC’s, etc.

• Switchgears etc.

Process Industries

• Paper

• Paint

• Tyres

• Packaging products

• Cement

• Petroleum and products

• Medicines

• Fertilizers

Textiles • Fabrics

• Cotton Yarn

• Textile Products

• Yarn

Questionnaires were sent to top management of the companies i.e. CEO’s/ Chairman’s/

Managing Directors in five industrial sectors:

• Automobile

• Machines and equipments

• Electricals and Electronics

• Process Industries

• Textiles

The detailed list of companies to which the questionnaire was sent is given as appendix F

at the end. The relevance, importance and brief overview of each of the above five

sectors are discussed as below:


43

3.3.4.1 Automobile sector

India has made a mark in the global automobile industry; the salient aspects below make

for India featuring on every leading automobile player's roadmap.

• India is the second largest two-wheeler market in the world

• Fourth largest commercial vehicle market in the world

• 11th largest passenger car market in the world

• Fifth-largest bus and truck market in the world (by volume)

• Envisaged to be the 7th largest automobile market by 2016, and world's 3rd

largest by 2030 (behind only China and the US)1

The Indian automotive industry has witnessed an unprecedented boom in recent years,

owing to the improvement in living standards of the middle class, and a significant

increase in their incomes. The industry is expected to touch the 10 million mark, to

which the Commercial Vehicle Segment will be a major contributor. Industry experts

peg the Indian Automobile sales growth at a compounded annual growth rate (CAGR) of

9.5 per cent - 13008 million vehicles - by 2015. Hence the growing commitment of

international auto manufacturers to India as a source of high value, high quality

engineering products and services cannot be denied. India seems set to emerge not only

as a very large domestic auto market, but also as a powerful link in the global auto

chain.2"

In terms of auto components, the world's top car makers turn to India for various auto

components like crankshafts (Bharat Forge Ltd. is world leader in supplying

crankshafts to all the countries) and other components for their vehicles. Riding this

success, and capitalizing on the spiraling demand of domestic auto industries, the

Indian automobile components companies have emerged as one of India's fastest

growing manufacturing sector, and a globally competitive one. According to the Auto

Component Manufacturers Association (ACMA), the apex body of component

makers in India, global sourcing of components from the country will double from

US$ 5.9 billion to US$ 12.9 billion in 2013-14, and is slated to hit US$ 20 billion in

seven years. India is estimated to have the potential to become one of the top five

auto component economies by 2025. India's component industry now has the

1 http://in.kpmg.com/pdf/automotive-study.pdf

2 http://in.kpmg.com/pdf/automotive-study.pdf


44

capability to manufacture the entire range of auto-components, such as engine parts,

drive, transmission parts, suspension and braking parts, electrical parts, and body and

chassis parts. The Indian automobile market is estimated to become the third largest in

the world by 2016 and will account for more than 5 per cent of the global vehicle sales;

India is expected to become the fourth largest automobiles producer globally by 2020

after China, US and Japan3.

In automobile sector, there is a huge scope for six sigma in terms of improving the

quality of automotive parts, reducing the defects in the final product and so on. Large

automobile companies like Ford, GM have reported significant benefits from the

application of six sigma and this made other automobile companies to adopt this

philosophy for the similar benefits. Kalamdani & Khalaf (2006) have advocated the

application of six-sigma and has mentioned that it is a successful mode for achieving

improvement across the individual activities in the automobile industry.

3.3.4.2 Machines and equipments sector

This sector in India comprises of heavy engineering Industry, machine tool industry,

electrical industry, industrial machinery and auto-industry. These industries provide

goods and services for almost all sectors of the economy, including power, rail and road

transport. Heavy engineering industries are engaged in the production of heavy

engineering goods and mainly produces high-value products using high-end technology.

The major end customer industries for heavy engineering goods are power,

infrastructure, steel, cement, petrochemicals, oil & gas, refineries, fertilizers, mining,

railways, automobiles, textiles, etc. The machine building industry caters the

requirements of equipment for basic industries such as steel, non-ferrous metals,

fertilizers, refineries, petrochemicals, shipping, paper, cement, sugar, etc.

Heavy electrical industry covers power generation, transmission, distribution and

utilization equipments. These include turbo generators, boilers, various types of turbines,

transformers, switchgears and other allied items. Majority of the products manufactured

by heavy electrical industry in the country, which includes items like transformers,

switchgears etc. are used by all sectors of the Indian economy. Some major areas where

these are used are the multi core projects for power generation including nuclear power

3 http://www.ibef.org/download/Auto_Components_-_August_2015.pdf


45

stations, petrochemical complexes, chemical plants, integrated steel plants, non-ferrous metal

units, etc. India is the only other developing country besides China, which produces a full

range of electric power generation and transmission equipment4.

In machines and equipment sector, six sigma approach has been increasingly adopted

worldwide in order to enhance productivity and quality performance and to make the

process robust to quality variations. Sahoo et al., (2007) have applied six sigma in

machine industry and mentioned it as a viable option to the shop floor problems. They

have also reported the there was substantial improvement in the efficiency and

performance of manufacturing operations.

3.3.4.3 Electricals and electronics sector

The highlights of the Indian Electronics Industry are5:

• Industry size – US$ 25 billion

• Ranked 26th in the world in sales, 29th in production

• Growing at over 25 % CAGR

• Expected to reach US$ 158 billion by 2015

• Low penetration levels

• The industry is one of the fastest growing in India, driven by growth in key

sectors such as IT, Consumer Electronics and Telecom

The total electronic equipment production in India had reached $52 billion in 2013,

compared with $14 billion in 2006, a compound annual growth rate (CAGR) of 18 per

cent. Semiconductor consumption in India will be more than double from $2.8 billion in

2006 to $7.2 billion in 20136. The growth in electronic equipment production is being

bolstered by the rapid growing demand for electronics equipments in India. Gartner

classifies electronic equipments across six broad categories: communications electronics,

data-processing electronics equipment, consumer electronics, industrial electronics,

automotive electronics and military/civil aerospace electronics. In 2013, the consumer

electronics equipment segment led to the growth with 42 per cent share of the overall

electronic equipment production in India. The segment is primarily driven by analog TVs

and other audio and video equipment, including CD players. It also includes electronic

4 http://www.ibef.org

5 http://www.ibef.org/download/electronics

6 Business Standard


46

appliances such as microwave ovens, washing machines, air-conditioners and

calculators.

GE one of the leading electrical company initiated six sigma in 1996 and reported saving

of more than US$2 billion of revenue in 1999. Black & Decker’s power tool

manufacturing company reported savings of approximately US$75 million in 2000.

The challenge for electrical and electronics manufacturing facilities is to manufacture

item having no quality defects with least cost. In consumer electronics there is a cut

throat competition with regard to price. All manufacturers try to curtail manufacturing

cost. So there is a great stress in the process of manufacturing electrical and electronics

goods. In order to address various types of challenges faced by electrical and electronics

companies, these sectors are also trying adopt the six sigma practices.

3.3.4.4 Process industries sector

Process industries sector includes cement, paper, paint, tyres, petroleum and its products,

pharmaceuticals, fertilizers etc. Globally, India is the second largest producer of cement.

Cement production grew at the rate of 10.1 per cent during 2012-13 over the previous

fiscal's total production of 147.8 MT. Of this, 9.3 MT of cement was exported.

Continuing the growth momentum, cement production increased by 8.4 per cent to

80.85 MT. during the period April-September from 74.58 MT during the corresponding

period last year. The Indian cement industry is on a roll. Driven by a booming housing

sector, global demand and increased activity in infrastructure development such as state

and national highways, the cement industry has outpaced itself, ramping up production

capacity, attracting the top cement companies in the world, and sparking off a spate of

mergers and acquisitions to spur growth7.

India's rapid economic growth is being built on a frame of steel. Soaring demand by

sectors like infrastructure, real estate and automobiles, at home and abroad, has put

India's steel industry on the world steel map. The rapid rise in the production has resulted

in India becoming the fifth largest producer of steel in the world, up by two places.

The Indian pharmaceutical sector is witnessing tremendous growth with the contract

research and clinical trials businesses taking wing, and the new patent regime opening

7 http://www.ibef.org


47

new avenues for players in the country. The Indian pharmaceutical industry ranks 4th in

terms of volume (with an 8 per cent share in global sales) globally. In terms of value it

ranks 13th (with a share of 1 per cent in global sales) and produces 20-24 per cent of the

world's generic drugs (in terms of value).

The oil and gas industry has been instrumental in fuelling the rapid growth of the Indian

economy. It contributes about 45 per cent of the total energy consumption of the country,

which is the fifth largest energy consumer in the world. In the last few years, the paper

industry in the country grew by 6 per cent. In the future, it is forecast to grow at 10 per

cent because of huge spurt in demand for writing and printing paper. In sharp contrast to

it, the Industry in the US and Europe is growing at a mere 2 per cent, while in other

Asian countries, it is growing at 4.5 per cent. Riding on the back of a real estate boom,

paint companies are extremely bullish on India, which is among the fastest growing

markets across the globe. Among the international companies that are increasing their

investments is the Japanese paint major, Nippon, which is planning to invest about Rs

350-400 crore in India for its various expansion projects over the next few years.

(Business Standard, January 6, 2010).

Tyre production in the country registered a growth of 10 per cent in April-December

2012-13 compared with the corresponding period last financial year. On the exports

front, passenger car tyres registered a whopping growth of 54 per cent, while growth in

the truck and bus segment was 9 per cent. Hence it can be seen that the process industry

is also matching the growth of the other sectors.

Kaushik and Khanduja (2009) have explained the importance of six sigma in process

industry. They have explained about implementation of six sigma in power plant and

reported huge savings. Chonghun Han and Young-Hak Lee (2002) have mentioned the

role of six sigma to address the major challenges in process industries in the highly

competitive global market i.e. requirement to produce high quality products with less

energy and resources consumed.

3.3.4.5 Textile sector

The Indian textiles industry has significantly contributed to the economic life of the country.

Liberalisation in India and the scrapping of quotas in world trade of textiles and clothing has

bolstered growth for the sector. In the post quota period, the industry size has expanded from


48

US$ 49 billion in 2006-07 to US$ 62 billion in 2012-13. In this period, while the domestic

market increased from US$ 23 billion to US$ 30 billion, exports increased from around US$

14 billion to US$ 19 billion. India has overtaken the US to become the world's 2nd largest

cotton producing country, after China. According to the Confederation of Indian Industry–

Ernst & Young Textiles and Apparel Report 2013, the Indian sourcing market is estimated to

grow at an annual average rate of 12 per cent from an expected market size of US$ 35-37

billion in 2011 to US$ 47-49 billion by 2013. Kumar M et al., (2006) have emphasized use

of six sigma in textile industry. Also many authors have indicated the importance of

six sigma in addressing the problems in textile industries.

3.3.5 Data collection and analysis

As the next step in implementation of the questionnaire survey the scale selection was

done and as stated earlier Likert scale was used. The details of the same shall be

provided in chapters four and six respectively. The questionnaires in the first stage were

mailed to the 208 companies and in the second stage the developed questionnaire was

sent as an attachment through e-mail. The data entry was done for respective surveys. In

order to get that relevant and required information, data is analyzed. As per Jankowicz

(1991) data analysis can be defined as “a systematic and orderly approach taken towards

the collection of the data so that information can be obtained from the data” It is difficult

to draw conclusions from empirical data and to generalize them, without the help of

statistical evidence. The Statistical Package of Social Science (SPSS) version 18 and

AMOS were used to analyze the data. This software provides complete range of

statistical methods and good range of editing and labeling facilities. It produces output in

an easily decipherable manner. Various data analysis techniques like descriptive

statistics, correlations analysis, factor analysis etc. were used.

3.4 Conclusion

This chapter reported the systematic approach followed for conducting empirical

research for a cross sectional survey. The step by step systematic research methodology

followed was explained. The methodology followed to fulfill the research plan was

explained in detail. A brief overview of various sectors to which the questionnaire was

sent and importance and need of six sigma in these sectors is explained. In last section

data collection and analysis techniques are discussed.


49

References:

1. Chonghun Han and Young-Hak Lee,(2002). Intelligent integrated plant operation

system for six sigma. Annual Reviews in Control,26,27-43

2. Dangayach, G.S. and Deshmukh, S.G.,2003. Evidence of manufacturing

strategies in Indian industry: a survey. International Journal of Production

Economics, 83, (3), 279-98.

3. Electronic equipment output to touch US$ 32 billion available at:

http://www.indianembassy.nl/september.doc#_Toc176320029 (accessed on 23rd

May 2012)

4. Ferdows, K., Miller, J.G., Nakane, J., Vollmann, T.E.,1986. Evolving Global

Manufacturing Strategies: Projections into the 1990s. International Journal of

Operations & Production Management,6 (4),6-16.

5. Flynn, B.B., Sakakibara, S., Schroeder, R.G., Bates, K.A. and Flynn, E.J.,1990.

Empirical research methods in operations management. Journal of Operations

Management, 9, 250-284.

6. Gilgeous M.,1997. A Framework for manufacturing excellence. PhD Thesis,

University of Nottingham, U.K.

7. India Brand Equity Foundation (IBEF). “Manufacturing in India.” Available at:

http://www.ibef.org (accessed on 13th Feb 2012).

8. India Brand Equity Foundation (IBEF): Electronics available at:

www.ibef.org/download/electronics_29feb_08.pdf., (accessed 29th Feb 2012)

9. India Brand Equity Foundation (IBEF): Textiles Available at:

http://www.ibef.org/industry/textiles.aspx (accessed 13th May 2012)

10. India in Business Industry and Services: Textiles available at:

http://indiainbusiness.nic.in/industry-infrastructure/industrial-sectors/textile.htm

(accessed 13th May 2012)

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http://www.indiainbusiness.nic.in/industry-infrastructure/industrial-

sectors/heavy.htm (accessed 13th May 2012)

12. Indian government Automotive Mission Plan from the Department of Heavy

Industries Dec 2006 available at: www.scribd.com/doc/2445675/automotivestudy

(accessed 2nd Apr 2013)


50

13. Jankowicz, A.D.,1991. Business Research Projects for Students, Chapman &

Hall, London, UK.

14. KPMG’s India Automotive Study Domestic Growth and Global Aspirations

Available at: http://in.kpmg.com/pdf/automotive-study.pdf (accessed on 22nd

Apr 2012)

15. Kalamdani, R., & Khalaf, F.,2006. Application of design for six sigma to

manufacturing process design at Ford PTO. International Journal of Product

Development, 3, 369-387.

16. Kaushik, P., Khanduja, D.,2009. Application of six sigma DMAIC methodology

in thermal power plants: A case study. Total Quality Management and Business

Excellence 20, 197-207.

17. Kumar, M., Antony, J., Singh, R.K., Tiwari, M.K., Perry, D.,2006. Implementing



18. Malhotra M.K. and Grover V.,1998. An assessment of survey research in POM:

from constructs to theory. Journal of Operations Management, 16 (4), 407-425.

19. The National Strategy for Manufacturing, 2012, Government of India, National

Manufacturing Competitiveness Council, New Delhi.

20. Paint majors ride the real estate boom. Business Standard Mumbai August 10,

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autono=294038. (accessed January, 2012)

21. Minor, E.D., Hensley, R.L. and Wood, D.R.,1994. A review of empirical

manufacturing strategy studies. International Journal of Operations and

Production Management, 14 (1), 5-25.

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24. Sahoo, A.K., Tiwari, M.K., Mileham, A.R., 2008. six sigma based approach to

optimize radial forging operation variables. Journal of materials processing

technology 202, 125–136.

51

Chapter 4

Empirical investigation of validity and reliability of existing

six sigma frameworks in Indian industry

4.1 Introduction

For global competitiveness, Indian industries need overall operational and service

excellence. Indian industries have experienced periodic impacts of transformation, both,

before and after industrial reforms. Initially, the focus has been on large-scale public and

private sectors, mainly in core infrastructural production organizations. After

globalization and liberalization, quality surfaced as one of the major areas of concern

along with productivity. With the reduction of geographical barriers and the pressure of

competing in the global market, overall operational and service excellence have become

a necessity for the Indian industries to remain globally competitive. six sigma has

evolved into a powerful business improvement methodology in many Indian industries

and its importance is growing. According to Antony, J. and Desai, D.A. (2009),

"Although many Indian industries have successfully embraced the six sigma business

improvement strategy, the adoption of six sigma in Indian industries is not as

encouraging as it should be. It appears that six sigma is not fully explored by Indian

industries".

Presently many Indian companies such as Bharat Forge, Tata Motors, Mahindra and

Mahindra, Maruti and their ancillaries, are taking right steps in the direction for

implementation of six sigma business improvement strategy. However, a

comprehensive six sigma framework/path/roadmap for the Indian scenario is needed,

which can be used to establish a mechanism to assess the competitiveness of the Indian

manufacturing firms and to encourage the adoption of global best practices. A review

of literature in Chapter 2 has reported that there is a need for the six sigma

implementation framework, describing important elements/construct of six sigma,

relationships between these elements and which will guide the professionals for

effective implementation.

Empirical investigation of validity and reliability of existing six sigma frameworks in Indian industry

52

4.2 Identification of existing six sigma frameworks

The term framework doesn’t have clear cut definition from the research world. But

there seems to be a lack of consensus about what really a framework is. Very often,

the terms model and frameworks have been used interchangeably. It is all happening

due to lack of clarity about what is framework or model. The present study

investigated what is a framework. Few researchers tried to give proper definition of

the framework and model. Yusof and Aspinwall (2000) stated that a model can

answer the question of “what is” with the overall perception or elements put down

together, whereas a framework attempts to answer “how to” questions and presents

an overall relationships and method forward. According to Aalbregtse et al., (1991),

“a framework is a device that used to define the whole blue print of the management

business objectives and also tries to present the methodology to reach the

organization business goals”. Hakes (1991) reported that the strong framework help

to build up fundamental relationship among the theory and practice of the

organizations. The mathematical model is just a model but it should not be

considered as a framework. These models are generally useful to take a decision

based on value calculated. A framework consists of a set of fundamental tools,

techniques, principles with complete discussion on the actions to be performed

(Popper, 1994). Struebing and Klaus (1997) discussed that a framework projects the

complete action plan and ensure each individual step builds up methodology also.

According to Anand and Kodali (2009), a framework can be useful to the managers

of the organization as a guiding torch, which can assist and shows the required path

during implementation of the new advanced manufacturing philosophies in an

organization. After reviewing entire exiting literature on the frame work, Gunjan and

Kodali (2013) concluded that the framework should satisfy the following conditions:

� A framework is not only a recommended bunch of elements to be considered in

that system, but it should give information about the complete relationships

amongst the elements of system under study.

� A framework should discuss the important steps and stages of activities and how

these are vital for the required purpose.

� A framework should give information about what all activities are involved and

connection of various elements of frameworks with those activities.


53

Hence the focus of the present research is to propose a six sigma framework which will

talk about various elements important to achieve six sigma and also give information

about the complete relationships amongst the elements. It will also describe the

important steps and stages for the implementation of the framework. The framework

will consist of definitive set of pillars and its elements which in totality present the

overall picture of six sigma and which overcomes the deficiency that exists in existing

framework of six sigma. The proposed six sigma framework will be useful for the

organization willing to implement six sigma.

From the literature review of six sigma articles, it is clear that few researchers have

proposed framework of six sigma. However all the frameworks suggested by various

researchers talk about elements of six sigma implementation and do not discuss complete

relationships between the elements suggested, steps and stages of activities and its

implementation. The study found 67 six sigma frameworks from the literature review.

The comprehensive list of frameworks identified from literature review and considered

for the study is given in Table 4.1. Apart from this, a brief overview about the existing

frameworks and comments are also shown in Table 4.1

Table 4.1: The complete list of six sigma frameworks considered in the present study

Frameworks Comments on frameworks

Vijay Shanmugam (2007) The author has discussed about success of a

six sigma program relies mainly on some of the key

ingredient and identified few elements for six sigma

implementation in US manufacturing firm.

Roger Hiltona, Margaret Ballab

and Amrik S. Sohal (2008)

The authors emphasized on, there is limited empirical

evidence demonstrating the relationship between

factors associated with a six sigma quality program

and the performance of organizations and discussed

about six sigma elements for implementation.

Forrest B. Green (2006) The author suggests that Total Quality

Management is undergoing a revival under a new

name, six sigma. Author also discussed about five

elements for six sigma implementation.

Navin Shamji Dedhia (2005) The author discussed about six sigma basics and

four necessary elements for implementation.


54


Fu-Kwun Wang, Timon C. Du

and Eldon Y. Li (2004)

The authors discussed about applying six sigma to

Supplier Development in PC Manufacturing I

Taiwan and also discussed about important


Kamran Moosa and Ali Sajid

(2010)

The authors explored and analyzed the critical

success and failure factors of implementing

six sigma in organization.

Ka-Yin Chau, Songbai Liu

and Wai-Hung Ip (2009)

This paper focuses on enhancing enterprise

information integration using six sigma and

identifies important performance indicators that can

be used in continuous improvement.

Louise Davison

and Kadim Al-Shaghana (2007)

This paper investigates empirically influences on

quality culture development, with particular

reference to a six sigma management programme.

E. V. Gijo

and Tummala S. Rao (2005)

The authors discussed various hurdles faced by

the organizations from their experiences, and

give a few recommendations for six sigma

implementation.

Rodney Mcadam

and Alison Evans (2004)

In this article the authors suggest with the help of

manufacturing case study, there is a need for a

corresponding cultural transformation and more

effective communication for implementation of

six sigma.

Hakan Wiklund

and Pia Sandvik Wiklund ( 2005)

This paper discusses six sigma as a company-wide

approach for organizational improvement

incorporating organizational learning. The paper

also discusses factors associated with

manufacturing work organization and leadership

that are essential for improving organizational

learning and for stimulating the competence

development and motivation among personnel.

Bill Wyper

and Alan Harrison (2000)

The authors discussed about deployment of

six sigma methodology in Human Resource

function with help of a case study.

C. R. Gowen Iii, G. N. Stock

and K. L. Mcfadden ( 2008)

The author explored the usefulness of knowledge

management for the implementation of six sigma in

hospitals. However usefulness of other elements of

six sigma has not been emphasized.


55


R. Shah, A. Chandrasekaran

and K. Linderman (2008)

This article has discussed about six sigma elements

for implementation with the help of data collected

from manufacturing firms in USA.

Ziaul huq (2006) The author suggests six sigma Implementation

through Competency Based Perspective (CBP) and

suggests key elements for implementation of

six sigma.

Joseph A. De Feo

and Zion Bar-El (2002)

With help of case study in aviation industry, the

author suggested few six sigma elements. In this

paper the authors combined DFSS and TRIZ

methodology to meet six sigma level.

Satya S. Chakravorty (2009) The author has suggested a model focusing

important elements of six sigma with help of case

study in Network Technology Company.

Alessandro Brun (2011) The paper discusses the results of a search project

carried out at Italian company mentioning Critical

success factors of six sigma implementations in

Italian companies. However relations between the

suggested elements have not been discussed.

Xingxing Zu, Lawrence D.

Fredendall and Thomas J. Douglas

(2008)

The authors investigated role of six sigma and its

influence on quality management theory and

application. This study was carried out at a

manufacturing firm in US and also suggested few

six sigma elements.

Roger G. Schroeder, Kevin

Linderman, Charles Liedtke and

Adrian S. Choo (2008)

Descriptive article explaining definition and

underlying theory of six sigma theory and

suggested four elements for implementation.

Ying-Chin Ho, Ou-Chuan Chang

and Wen-Bo Wang (2008)

This study determines critical factors for Asian

aircraft maintenance, repair, and overhaul

companies during the initial incorporation stage of

six sigma programs and suggested key six sigma

elements. But did not discuss relations between

these elements.

Leopoldo J. Gutie´rrez et al., (2009) This study investigated six sigma from a goal-

theoretic perspective to shared-vision development.

Suggested model having four key elements of

six sigma from survey conducted at manufacturing

and service firms.


56


Maneesh Kumar, Jiju Antony,

Frenie Jiju Antony

and Christian N. Madu (2007)

This paper presents a case study from a leading

automotive company in US demonstrating how the

effective introduction and implementation of a

six sigma program in organizations can lead to a

breakthrough and suggested key six sigma

elements. However relationship between the

elements have not been discussed.

T. N. Goh (2002) A conceptual paper giving some strategic

perspectives on six sigma, highlighting the

potential and possible limitations of six sigma

applications particularly in a knowledge-based

environment.

Ricardo Banuelas, Jiju Antony,

and Martin Brace (2005)

This study presents a case study of UK

manufacturing firm illustrating the effective use of

six sigma to reduce waste in a coating process and

suggested few six sigma elements.

Chang-Tseh Hsieh, Binshan Lin

and Bill Manduca (2007)

This article briefly discusses the basic concepts of

the six sigma Process Improvement Methodology,

and its application to various computer applications.

Finally, present an actual case where some of these

applications were used to help a major corporation

to achieve significant cost savings.

Graeme Knowles, Linda Whicker,

Javier Heraldez Femat and

Francisco Del Campo Canales

(2005)

The authors have presented a conceptual model for

the application of six sigma methodologies to

supply chain improvement. Relation between

various elements of model has not been discussed.

Maneesh Kumar

and Jiju Antony (2008)

The authors tried to assess the current status of QI

in the UK manufacturing SMEs and report the

differences in the quality management practices of

six sigma SMEs against the ISO certified firms.

Suggested key six sigma elements but did not

discuss relationships between the elements.

Jiju Antony and Darshak A. Desai

(2009)

Authors presented the results from an empirical

investigation of six sigma status in the Indian

industry and underrepresented region of

investigation on six sigma implementation.

Suggested key elements for implementation.

However relations between the elements have not

been discussed.


57


Ayon Chakrabarty

and Tan Kay Chuan (2009)

The authors presented a conceptual framework to

facilitate widening the scope of six sigma

implementation in service organizations in

Singapore.

Chuni Wu and Chinho Lin (2009) The authors presented a case study of knowledge

creation facilitated by six sigma in a manufacturing

company in Taiwan.

Chu-Hua Kuei

and Christian N. Madu (2003)

The authors presented a customer-centric six sigma

quality management as an extension of the

traditional six sigma way. It views product quality

and process reliability as key to achieving

six sigma and adopts a holistic view of quality.

Behnam Nakhai, and

Joao S. Neves (2009)

A descriptive article elaborating the contributions

of six sigma methodology to the improvement of

service quality. This study aims to explore the

challenges of six sigma in reaching a much wider

field of application.

Razvan Lupan, Ioan C. Bacivarof,

Lasquo and Istia (2005)

The authors proposed that six sigma method as an

improvement solution for the ISO 9000:2000

Quality Standard. The article approach is focused

on integrating the DMAIC cycle of the six sigma

method with the PDCA process approach,

recommended by the standard ISO 9000:2000.

Doug Sanders

and Cheryl Hild (2000)

The authors proposed Senior management

involvement and Support as key elements for


Venkateswarlu Pulakanam and

Kevin E. Voges (2010)

The authors proposed a conceptual framework after

comparing few frameworks of six sigma.

Relationship between the elements of frameworks

considered and proposed framework is not

discussed.

Young Hoon Kwak and

Frank T. Anbari (2006)

A descriptive article focused on the evolution,

benefits, and challenges of six sigma practices and

identifies the key factors influencing successful

six sigma project implementations.

Archana Shukla and R. Srinivasan

(2007)

Authors have presented a case of six sigma

Implementation in electronic Industry and proposed

six elements of six sigma implantation.


58


Jaideep Motwani, Ashok Kumar


Authors have suggested business process change

framework for examining the implementation of

six sigma with the help a case study of Dow

Chemicals. Authors have proposed seven six sigma

elements for implementation.

Ricardo Banuelas


This article reviews the literature related to the

critical success factors for the effective

implementation of six sigma projects in

organizations and suggested twelve six sigma

elements important for implementation. Relationship

between the suggested elements is not discussed.

Taina Savolainen

and Arto Haikonen (2007)

This article examines the dynamics of organizational

learning and continuous improvement (CI) in the

context of six sigma implementation in business

organizations operating in multicultural

environments. Presented findings from a case study

in three Finnish multinational companies and

suggested few key success factors for progressive

organizational learning in conclusion.

Pande et al., and George (2000) The authors claims that companies such as GE and

Motorola have reported huge savings from their

six sigma initiatives and suggested seven important


Ricardo Banuelas, Charles

Tennant, Ian Tuersley

and Shao Tang (2006)

Authors tried to identify the criteria considered for

selecting six sigma projects and how six sigma

projects are selected in organizations in the UK.

Suggested six element for six sigma

implementation.

Godecke Wessel and

Peter Burcher (2004)

The authors based on a sample of SMEs in

Germany, examines how six sigma has to be

modified to be applicable and valuable in an SME

environment. Suggested few elements important for

six sigma.

Chao-Ton Su, Tai-Lin Chiang,

and Che-Ming Chang (2006)

The authors aims to develop and apply an

integrated Lean six sigma methodology in a

service-quality improvement endeavour. An

empirical case study of IT (Information

Technology) help-desk service was utilised to

examine the effectiveness of the methodology.


59


Leila Jannesari Ladani and

Diganta Das, Jerry L. Cartwright,

Robert Yenkner and Jafar Razmi

(2006 )

The authors discussed about six sigma

methodology and its implementation in electronic

industry and suggested few six sigma elements for

successful implementation.

Jiju Antony (2006) This conceptual paper presents the potential areas

where six sigma could be exploited in service

functions and also reveals most common six sigma

performance metrics used by service industries.

Savolainen and Haikonen (2008) The authors emphasized on importance of

six sigma and mentioned four steps for

implementation.

Geroge Elliott (2004) A descriptive article, mentioning journey steps

towards six sigma implementation.

Arto Haikonen, Taina Savolainen

and Pekka Jarvinen (2004)

Authors aims to explore the six sigma methodology

as a method for developing CI capability and

mentioned seven key elements for six sigma

implementation.

Ayon Chakrabarty

and Kay Chuan Tan (2007)

This article aims to review six sigma application in

services sector and suggested seven important


Rhonda L. Hensley

and Kathryn Dobie (2005)

This paper has provided a conceptual model of

organizational readiness that may help to explain

why some organizations have a much easier time

implementing six sigma than others. One limitation

of this study is that the conceptual model has only

applied in a single organization.

Rupa Mahanti


The article presents the CSFs which are essential

for successful deployment of six sigma in software

business.

Maneesh Kumar

Jiju Antony and Alex Douglas

(2009)

This article presents the results of the survey

conducted in UK manufacturing SMEs to

investigate into their quality practices and measure

its impact on the organizational performance of

SMEs and suggested few key elements.

Kim M. Henderson and

James R. Evans (2000)

This article reviewed the basic concepts of six

Sigma, its benefits, and successful approaches for

implementation and suggested five six sigma

elements for implementation.


60


Mark Goldstein (2001) The author is consultant and suggested key

six sigma elements for implementation in this

descriptive article.

Hemant Urdhwareshe (2004) The author has given key six sigma elements

important for implementation in manufacturing

sector in this descriptive article.

Jiju Antony and Ricardo Banuelas

(2002)

This papers presents key ingredients for successful

implementation of six sigma in SME’s.

Burton and Sams (2005) The authors suggested framework for six sigma

implementation and mentioned five key elements.

Hayes (2009) A conceptual model suggesting six key elements

for six sigma implementation.

Furterer (2004) The author is consultant and suggested few

six sigma elements for implementation.

Chang (2002) The author has suggested six sigma implementation

framework for SME’s with eight key elements.

Park (2003) The author is consultant and suggested six sigma

implementation framework with five key elements.

Frank T. Anbari and

Young Hoon Kwak (2004)

The author provided a brief overview of the

Six sigma management method and its use of

project management. The article also examines the

main factors driving the success of six sigma

projects.

Xingxing Zu, Lawrence D.

Fredendall and

Tina L. Robbins (2006)

Based on data collected from US manufacturing

firms, the authors have suggested key elements for

six sigma implementation. However relationship

between the elements have not been discussed.

Wenny Chandra and T N Goh

(2003)

A conceptual framework suggesting five key

six sigma elements for implementation.

Relationship between the elements not discussed.

Daniel Alejandro Firka (2008) A descriptive article, suggesting key success

elements for six sigma implementation in

Argentinean firms.

In all the frameworks listed in Table 4.1 above, various authors have suggested key

elements/critical success factors for six sigma implementation. However no one has

discussed about relationship between the suggested elements and its validation. It should


61

be clearly understood here that these researchers listed in the above-mentioned table have

not proposed any frameworks; rather they have explained what are the elements or

critical success factors for six sigma implementation.

The focus of this work is to evaluate reliability and validity of indentified frameworks,

develop a new framework suitable to Indian Industries, evaluate reliability and validity

of suggested framework with context to Indian Industries and also to explore the

applicability of proposed six sigma implementation framework in Indian industries.

4.3 Research methodology for conducting the empirical investigation

The different stages of the systematic approach for the research methodology described

in Chapter 3 are followed to conduct the validity and reliability study. A brief description

about the same is presented below:


The first step is to analyze the existing six sigma frameworks for validity and reliability

in Indian industry.


To accomplish the validity and reliability analysis of the existing six sigma frameworks

of in the Indian scenario, a cross-sectional survey was conducted as discussed in

Chapter 3.


A questionnaire survey is selected as the data collection method for the first phase of

empirical research which deals with validity and reliability analysis of the exiting

six sigma frameworks.

4.3.4 Implementation

A cross-sectional study using questionnaire survey has been decided to perform on

selected multi-sectional industries of manufacturing sector.

In order to achieve the objectives of the present research, the study focused on different

multi-sectional industries in manufacturing sectors, i.e. the automobile industry, process

industry, machinery and equipment, electrical and electronics and textiles industry.


62

A database of manufacturing companies to be used for the survey was obtained from the

CII (Confederation of Indian Industry) directory for the year 2012.

The respondents involved in the survey were from various levels like Managing

Directors/CEO’s, production managers, maintenance managers, logistics managers,

human resource managers, product managers and quality managers.

A structured questionnaire was developed on five point Linker scale, the details of which

are given in appendix B where (1) means Not Important, (2) means Less Important, (3)

means Important, (4) means More Important and (5) means Most Important. The

respondents were requested to consider each framework as independent entity and rate

the critical success factors/ elements in it as a milestone to guide the organization

wanting to implement six sigma. The respondent were asked to rate these elements on

the five point response scale. A typical example is shown below:

Framework 3: Forrest B. Green

F3.1 Strong customer focus 1 2 3 4 5

In initial stage of questionnaire design, the industry experts and academicians were

consulted. Comments and feedback of the experts were incorporated and a few minor

changes were made especially in questionnaire format. Most of the experts shared the

feedback on questionnaire format and finally declared that it was suitable for data

collection.

The questionnaire consisted of two parts A and B. The aim of the part A was to collect

the information about the respondent and organization profile. Part B was a structured

questionnaire developed considering all the frameworks for assessing the level of

importance of each element on a five point Likert scale.

A covering letter was also enclosed describing aim of the present study, instructions to

fill the questionnaire, email address of the present study authors. The respondents were

welcome to share any other information they had regarding the concept of six sigma in

the Indian industry. The author performed a pilot study to reinforce the expert’s feedback.

The study expected that the respondents have basic idea about six sigma practices. The

language used in each six sigma framework was simple for easy understanding of the

respondents.


63

Moreover, the authors shared their contact details in covering letter with the participants,

in case of any ambiguity or queries related to the questionnaire.

Total 725 questionnaire were sent to people selected from population of manufacturing

industries. Subsequently the author sent 175 postal reminders and 450 emails to non-

responding organizations and also contacted personally over telephone. Responses from

188 organizations were received. However, there were 8 questionnaires which were

incomplete and were not valid and hence we had 180 valid responses which make the

overall response rate of 24.82 percent.

Statistics of sector wise responses received are as shown in the Table 4.2. According to

Sharma and Kodali (2008), a response rate of 18 % is considered to be adequate in

Indian manufacturing conditions. In order to arrive at sample size the author performed

literature review and revealed that different sample sizes such as at least 150-300 cases

(Hutcheson and Sofroniou, 1999) or around 200 is reasonable (Comery and Lee, 1992).

Costello and Osborne (2005) reported that a large sample size helps to get more

appropriate results.

Table 4.2: Statistics of sector wise responses

Industry Sample size

No. of

responses

received by

Post

No. of

responses

received by

e-mail

Total No. of

responses

received

Response

Rate (%)

Automobile 188 24 29 53 28.19

Process 145 11 20 31 21.37

Machines

and

Equipment

140 13 25 38 27.14

Electrical

and

electronics

174 14 19 33 18.96

Textile 78 9 16 25 32.05

Total 725 71 109 180 24.82

4.3.4.1 Validity and reliability analysis

The objective was to investigate the validity and reliability of various frameworks of

six sigma in the Indian industry. The validity and reliability of the frameworks was


64

investigated from the responses received and the collected data was analyzed by using

the Statistical Package of Social Science (SPSS) version 18.

4.3.4.2 Reliability analysis

Reliability is the extent to which a variable or set of variables is consistent in what it is

intended to measure (Dangayach and Deshmukh, 2003). Reliability analysis is used to

find out whether the survey instrument is producing the repetitive results at any time it is

administered to the same respondent under same settings regardless of who administers

them (Flynn et al., 1990). According to Walsh and Betz (2001), reliability can be

measured by test-retest reliability, alternate forms reliability, split-half reliability, and

internal consistency reliability.

Many researchers have preferred to use internal consistency method due to its various

advantages like consistent method and only require a single application to get required

results (Sureshchandar et al., 2001). Cronbach’s alpha coefficient is the most commonly

used coefficient to measure internal consistency of any framework (Cronk, 2004). It can

be calculated using standard commercial package SPSS 18v, which is a user-friendly

software package (Flynn et al., 1990).

4.3.4.3 Validity analysis

According to (Carmines and Zeller 1979, Ngai et al., 2004), validity is defined as the

extent to which any measuring instrument measures what it is intended to measure.

Normally validity analysis is done using three measures: (1) content validity,

(2) criterion related validity and (3) construct validity. Reliability is a necessary

condition for validity, but reliability is not sufficient to determine validity alone (Pierce,

2007).

1. Content validity is determined by judgment made by panel of experts and it is

qualitative approach. The main objective of content validity is used to check whether

all aspects of the attributes are considered in the survey instrument

(Ngai et al., 2004). It can be determined by expert opinions and cannot be

determined statistically (Nunnally, 1978).

2. Criterion validity is used to determine the extent to which a measuring instrument

is related to the objective measured. It is nothing but a simple correlation analysis for


65

testing a scale of constructs for a single outcome. In the current context, criterion

related validity is used to investigate the empirical relationship between the

frameworks’ elements and the objective of achieving six sigma.

3. Construct validity measures whether a scale is an appropriate operational definition

of an outcome. Construct validity provides the researcher with confidence that a

survey actually measures what it is anticipated to measure. It can be measured

through empirical survey and cannot be directly assessed. The most reliable method

to perform construct validity is Principle component analysis. Principle component

analysis is conducted to check whether all elements are loading on a single factor i.e.,

unidimensionality of the scales towards a single construct (Sharma and Kodali, 2008).

In the present study, the principle component analysis has been used to check

unidimensionality of each framework.

4.4 Results and discussion of empirical study

The validity analysis was performed on each six sigma framework to find eligible

six sigma frameworks that can be used for further investigation.

The content validity of the questionnaire was performed in two stages: initial stage, the

questionnaire was administered to eight practitioners in industry and four academicians..

The feedback received from them was incorporated in the final questionnaire. In final

stage, the questionnaires were sent to academicians in other prestigious institutions and

also pilot study was conducted in one of the reputed automotive industry. The sample

size of the pilot study is 30 samples in middle and top level management, who have

complete knowledge about six sigma. The comments and feedback of the experts were

taken into consideration and a few minor enhancements were made especially in

questionnaire draft format on the basis of the feedback received. Finally, the

questionnaires were sent to the various Indian manufacturing organizations.

Criterion-related validity is used to check whether a framework’s measures are positively

related to the proposed objective or not in the respective context of study. However, in

the present study at this juncture the criterion-related validity is not tested for the chosen

frameworks. But it has been carried out while validating the proposed framework. The

similar kind of approach was followed by Sharma and Kodali (2008) in their research on

manufacturing excellence frameworks. Finally, the construct validity of each framework


66

was checked. The objective of the construct validity is to check whether it measures the

concept or the theoretical construct it was anticipated or designed to measure.

In order to perform validity analysis on any scale, the scale should satisfy two

conditions: one is unidimensionality of the scale (Gerbing and Anderson, 1988) and

secondly, the scale should fulfill the reliability conditions as well (Ahire et al., 1996).

Unidimensionality is used to check whether all elements are concentrated towards the

main target of the measurement (Gerbing and Anderson, 1988; Pierce et al., 1989).

Hence, for all the considered frameworks, the unidimensionality checks as well as the

reliability analysis was performed. The principle component analysis was used to

conduct construct validity on all 67 six sigma frameworks. The factors extracted from

each framework are listed in Table 4.3. The analysis shows that only twenty nine

frameworks displayed unidimensionality with respect to six sigma.

Table 4.3: Factors extracted from each framework

Name of the framework Number of

factors extracted

Vijay Shanmugam (2007) 2

Roger Hiltona, Margaret Ballab and Amrik S. Sohal (2008) 7

Forrest B. Green (2006 ) 1

Navin Shamji Dedhia (2005) 1

Fu-Kwun Wang, Timon C. Du and Eldon Y. Li (2004) 3

Kamran Moosa and Ali Sajid (2010) 1

Ka-Yin Chau, Songbai Liu and Wai-Hung Ip (2009) 1

Louise Davison and Kadim Al-Shaghana (2007) 2

E. V. Gijo and Tummala S. Rao (2005) 1

Rodney Mcadam and Alison Evans (2004) 1

Hakan Wiklund and Pia Sandvik Wiklund ( 2005) 2

Bill Wyper and Alan Harrison ( 2000) 2

C. R. Gowen Iii, G. N. Stock and K. L. Mcfadden ( 2008) 1

R. Shah, A. Chandrasekaran and K. Linderman (2008) 1

Ziaul Huq (2006) 1

Joseph A. De Feo and Zion Bar-El (2002) 1

Satya S. Chakravorty (2009) 1


67


factors extracted

Alessandro Brun (2011) 5

Xingxing Zu, Lawrence D. Fredendall and Thomas J. Douglas

(2008)

3

Roger G. Schroeder, Kevin Linderman, Charles Liedtke and

Adrian S. Choo (2008)

2

Ying-Chin Ho, Ou-Chuan Chang and Wen-Bo Wang (2008) 3

Leopoldo J. Gutie´rrez et al., ( 2009) 1

Maneesh Kumar, Jiju Antony, Frenie Jiju Antony and

Christian N. Madu (2007)

3

T. N. GOH (2002) 3

Ricardo Banuelas, Jiju Antony and Martin Brace (2005) 1

Chang-Tseh Hsieh, Binshan Lin and Bill Manduca (2007) 2

Graeme Knowles, Linda Whicker, Javier Heraldez Femat and

Francisco Del Campo Canales (2005)

1

Maneesh Kumar and Jiju Antony (2008) 4

Jiju Antony and Darshak A. Desai (2009) 3

Ayon Chakrabarty and Tan Kay Chuan (2009) 1

Chuni Wu and Chinho Lin (2009) 1

Chu-Hua Kuei and Christian N. Madu (2003) 1

Behnam Nakhai and Joao S. Neves (2009) 1

Razvan Lupan, Ioan C. Bacivarof,Lasquo and Istia (2005) 1

Doug Sanders and Cheryl Hild (2000) 2

Venkateswarlu Pulakanam and Kevin E. Voges (2010) 4

Young Hoon Kwak and Frank T. Anbari (2006) 4

Archana Shukl and R. Srinivasan (2007) 1

Jaideep Motwani, Ashok Kumar and Jiju Antony (2004) 2

Ricardo Banuelas and Jiju Antony (2002) 4

Taina Savolainen and Arto Haikonen (2007) 1

Pande et al., and George (2000) 2

Ricardo Banuelas, Charles Tennant, Ian Tuersley and

Shao Tang (2006)

2

Godecke Wessel and Peter Burcher (2004) 4


68


factors extracted

Chao-Ton Su, Tai-Lin Chiang and Che-Ming Chang (2006) 1

Leila Jannesari Ladani Diganta Das, Jerry L. Cartwright,

Robert Yenkner and Jafar Razmi (2006 )

1

Jiju Antony (2006) 3

Savolainen and Haikonen (2008) 1

Geroge Elliott (2004) 3

Arto Haikonen,Taina Savolainen and Pekka Jarvinen (2004) 3

Ayon Chakrabarty and Kay Chuan Tan (2007) 1

Rhonda L. Hensley and Kathryn Dobie (2005) 2

Rupa Mahanti and Jiju Antony (2009) 6

Maneesh Kumar, Jiju Antony and Alex Douglas (2009) 4

Kim M. Henderson and James R. Evans (2000) 1

Mark Goldstein (2001) 4

Hemant Urdhwareshe (2004) 3

Jiju Antony and Ricardo Banuelas (2002) 5

Burton and Sams (2005) 4

Hayes (2009) 1

Furterer (2004) 1

Chang (2002) 1

Park (2003) 1

Frank T. Anbari and Young Hoon Kwak (2004) 3

Xingxing Zu, Lawrence D. Fredendall and

Tina L. Robbins (2006)

4

Wenny Chandra and T N Goh (2003) 2

Daniel Alejandro Firka (2008) 4

Table 4.4 shows an example of a component matrix for the framework suggested by

Rodney Mcadam and Alison Evans, which is result of the principal component analysis

for the factor extraction.


69

Table 4.4: A component matrix for the framework of Rodney Mcadam and Alison

Evans

Elements Components

Role of management 0.711

Empowerment, reward and co-operation 0.721

Process performance issues 0.761

Cultural transformation 0.796

Customer satisfaction 0.771

Methods of communicating to all employees 0.785

Extraction method: Principal component analysis

The frameworks displaying unidimensionality are:

1. Navin Shamji Dedhia

2. Kamran Moosa and Ali Sajid

3. Ka-Yin Chau, Songbai Liu and Wai-Hung Ip

4. E.V. Gijo and Tummala S. Rao

5. Rodney Mcadam and Alison Evans

6. C. R. Gowen Iii, G. N. Stock and K. L. Mcfadden

7. R. Shah, A. Chandrasekaran and K. Linderman

8. Ziaul Huq

9. Joseph A. De Feo and Zion Bar-El

10. Satya S. Chakravorty

11. Leopoldo J. Gutierrez Gutierrez, F.J. Llorens-Montes and O scar F. Bustinza

Sanchez

12. Ricardo Banuelas, Jiju Antony and Martin Brace

13. Graeme Knowles, Linda Whicker, Javier Heraldez Femat and Francisco Del

Campo Canales

14. Ayon Chakrabarty and Tan Kay Chuan

15. Chuni Wu and Chinho Lin

16. Chu-Hua Kuei and Christian N. Madu

17. Behnam Nakhai and Joao S. Neves

18. Razvan Lupan, Ioan C. Bacivarof, Lasquo and Istia


70

19. Archana Shukla and R. Srinivasan

20. Taina Savolainen and Arto Haikonen

21. Chao-Ton Su, Tai-Lin Chiang and Che-Ming Chang

22. Leila Jannesari Ladani, Diganta Das, Jerry L. Cartwright, Robert Yenkner and Jafar

Razmi

23. Savolainen and Haikonen

24. Ayon Chakrabarty and Kay Chuan Tan

25. Kim M. Henderson and James R. Evans

26. Hayes

27. Furterer

28. Chang

29. Park

Internal consistency or reliability of the frameworks can be checked by inter-item

analysis. One of the most commonly used indicator of internal consistency is Cronbach's

alpha coefficient.

Preferably, the framework Cronbach alpha coefficient of a scale should be above 0.7,

which is considered to be good (Pallant, 2005; Soriano-Meier and Forrester, 2002).

Cronbach alpha coefficients of selected twenty nine frameworks were more than 0.7 and

a mean of more than 3.5. Table 4.5 shows the mean and reliability analysis results for the

selected frameworks.

Table 4.5: Mean and reliability analysis results for the selected frameworks

Framework name Overall

mean

Cronbach's

alpha

1. Navin Shamji Dedhia 3.8 0.772

2. Kamran Moosa and Ali Sajid 3.7 0.850

3. Ka-Yin Chau, Songbai Liu and Wai-Hung Ip 3.761 0.761

4. E. V. Gijo and Tummala S. Rao 3.724 0.824

5. Rodney Mcadam and Alison Evans 3.739 0.850

6. C. R. Gowen Iii, G. N. Stock and K. L. Mcfadden 3.739 0.850

7. R. Shah, A. Chandrasekaran and K. Linderman 3.778 0.901


71

Framework name Overall

mean

Cronbach's

alpha

8. Ziaul Huq 3.708 0.877

9. Joseph A. De Feo and Zion Bar-El 3.489 0.841

10. Satya S. Chakravorty 3.748 0.883

11. Leopoldo J. Gutierrez Gutierrez, F.J. Llorens-Montes

and O scar F. Bustinza Sanchez

3.772 0.698

12. Ricardo Banuelas, Jiju Antony and Martin Brace 3.831 0.812

13. Graeme Knowles, Linda Whicker, Javier Heraldez

Femat and Francisco Del Campo Canales

3.489 0.841

14. Ayon Chakrabarty and Tan Kay Chuan 3.585 0.878

15. Chuni Wu and Chinho Lin 4.092 0.830

16. Chu-Hua Kuei and Christian N. Madu 3.489 0.841

17. Behnam Nakhai and Joao S. Neves 3.678 0.824

18. Razvan Lupan, Ioan C. Bacivarof, Lasquo and Istia 3.968 0.771

19. Archana Shukla and R. Srinivasan 3.444 0.830

20. Taina Savolainen and Arto Haikonen 3.457 0.900

21. Chao-Ton Su,Tai-Lin Chiang and Che-Ming Chang 4.150 0.866

22. Leila Jannesari Ladani, Diganta Das, Jerry L.

Cartwright, Robert Yenkner and Jafar Razmi

3.692 0.789

23. Savolainen and Haikonen 3.650 0.789

24. Ayon Chakrabarty and Kay Chuan Tan 3.457 0.900

25. Kim M. Henderson and James R. Evans 4.033 0.865

26. Hayes 3.485 0.882

27. Furterer 3.604 0.885

28. Chang 3.890 0.895

29. Park 4.110 0.827

The complete frameworks results are presented in Appendix-C.

For example, the reliability analysis for the framework suggested by Rodney Mcadam

and Alison Evans is shown in following section.


72

Table 4.6: Reliability analysis for the framework of Rodney Mcadam and Alison Evans

(a) Summary item statistics

Number of

cases:180 Mean Minimum Maximum Range Maximum

/Minimum Variance N of

Items

Item Means 3.739 3.617 3.800 .183 1.051 .004 6

Inter-Item

Correlations .488 .291 .703 .412 2.416 .011 6

(b) Item-total statistics

Elements

Scale Mean

if Item

Deleted

Scale

Variance if

Item Deleted

Corrected Item-

Total

Correlation

Squared

Multiple

Correlation

Cronbach's

Alpha if

Item

Deleted

Role of

management 18.6500 12.128 .575 .438 .835

Empowerment, reward and co-

operation

18.6667 11.888 .597 .511 .832

Process

performance issues 18.8167 11.011 .643 .497 .824

Cultural

transformation 18.7000 11.842 .681 .510 .818

Customer

satisfaction 18.7000 11.206 .645 .600 .823

Methods of

communicating to

all employees

18.6333 11.463 .672 .552 .818

(c) Reliability statistics

Cronbach's Alpha Cronbach's Alpha Based on Standardized Items N of Items

.850 .851 6

From these selected frameworks, the main elements were identified through frequency

distribution analysis. The criteria for chosen elements were generally having a mode

(most frequently occurring value) of four or more and mean of more than 3.5. The

sample frequency distribution analysis statistics performed on the framework of

Rodney Mcadam and Alison Evans shown in Table 4.7. Most of the constructs/


73

elements in each framework were identified. Finally total 159 elements were identified

from these twenty nine frameworks.

Table 4.7: The sample frequency distribution analysis performed on the framework

of Rodney Mcadam and Alison Evans

Role

of

man

agem

ent

Em

pow

erm

ent,

rew

ard a

nd c

o-

oper

atio

n

Pro

cess

per

form

ance

issu

es

Cult

ura

l

tran

sform

atio

n

Cust

om

er

sati

sfac

tion

Met

hods

of

com

mu

nic

atin

g

to a

ll

emp

loy

ees

N Valid 180 180 180 180 180 180

Missing 0 0 0 0 0 0

Mean 3.7833 3.7667 3.6167 3.7333 3.7333 3.8000

Median 4.0000 4.0000 4.0000 4.0000 4.0000 4.0000

Mode 4.00 3.00 3.00 4.00 3.00 4.00

4.5 Conclusion

The objective of the chapter was to perform the validity and reliability analysis of the

existing frameworks of six sigma in Indian scenario. This study has identified that

although majority of the frameworks are displaying high level of reliability but only 29

frameworks displayed unidimensionality with respect to the construct i.e. six sigma it

measures. It was found through the frequency analysis that majority of the constructs

have a high mean and mode score. Various frameworks displayed different constructs

with a certain amount of overlap between them. On further investigating the selected

frameworks, many important constructs/ critical success factors were not found like

standardization. Very few frameworks reported importance of use of quality tools, role

of effective communication and focus on suppliers in their frameworks.

Hence, it clearly shows that none of the existing frameworks can be used in its present

form due to various limitations and there is a need for development of a new framework

which will suite and fulfill the requirements of Indian industry. Six sigma is an important

imperative for Indian manufacturing sector to compete with global as well as Indian

competition. Hence, there is need to develop a comprehensive six sigma framework

considering all the aspects of Indian manufacturing companies to sustain globally and

which will provide strategic directions for the industry. The development of a new

framework shall be discussed in the next chapter.


74

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18. Pierce, M.K.,2007. A determination of the reliability and construct validity of the

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77

Chapter 5

Development of six sigma framework: Proposed framework

5.1 Introduction

As seen in previous chapter, many researchers have proposed various frameworks and

suggested corresponding elements of six sigma. Also, it was found that none of the

existing frameworks were useful in the present form to implement in Indian

manufacturing industries. The study also revealed that the elements suggested are not

sufficient and there is need to identify comprehensive set of elements and subsequently

comprehensive structural framework to fulfill the changing requirements of the Indian

manufacturing as well as the global manufacturing scenario. The present study has

considered only those frameworks which successfully validated in Indian manufacturing

industries.

5.2 Need of a framework for Indian scenario

Global manufacturing scenario is changing fast and India is well on its way to

becoming the premier manufacturing location for companies around the world.

According to Dangayach and Deshmukh, (2001), “today Indian companies are facing

competition from their multinational counterparts. To compete in the global scenario

Indian firms need to develop the competence for global manufacturing”. As understood

so far it can be seen that six sigma is an imperative for competing in the global market

and moreover Indian industries have been found wanting in their efforts to survive the

changed scenario. In the present Indian market scenario there is a requirement for an

appropriate framework for providing direction and guidance to an organization in six

sigma implementation. A framework that shall suit the Indian milieu as well as provide

strategic directions for the Indian Industry.

Hence, the present study is attempting to critically review the six sigma literature to

find out the inconsistencies in a sample of existing six sigma frameworks and the study

also tried to fulfill this gap with the help of developing a new framework for six sigma

implementation.


78

At present some of the Indian industries are also trying to implement six sigma and are

competing in the world market without proper guidelines and directions. To achieve

the potential benefits of excellence within manufacturing, practitioners require

practical and detailed guidance. The absence of a practical and detailed model to

follow is an issue of concern to those interested in the pursuit of excellence within

manufacturing. In addition to this, to recommend any form of action to improve

manufacturing’s ability to contribute strategically to the business, it is necessary to

consider the key initiatives. These initiatives can be mobilized to effectively pursue the

manufacturing performance objectives and provide the business with a sustainable

advantage over the competition. Also, it is necessary to describe the means or process,

which could make explicit what needs to be done at the operations level in order to

sustain the competition. These issues can be resolved using the new framework of

six sigma.

In the frameworks which have been reviewed and discussed in the previous chapter,

there exists a significant difference in each framework and some framework addresses

only very few issues. Therefore the proposed research will focus on addressing all issues

and attempt to develop a comprehensive six sigma framework, which will be suitable for

the domestic as well as non- domestic industries.

The reliability and validity of the existing six sigma in the Indian Industry was

investigated in the previous chapter. This study identified that although majority of

the frameworks are displaying high level of reliability but very few frameworks

displayed unidimensionality with respect to the construct i.e. six sigma it measures.

None of the existing frameworks considered some important elements like

standardization, quality control tools and techniques etc. Hence none of the existing

framework can be used in their present form.

To promote the development of technological and managerial capabilities, it is necessary

that the industries should be provided with proper guidelines and directions especially

regarding the best practices in manufacturing like six sigma These guidelines or

directions are addressed in a framework or model, which paves the way for the Indian

industries to achieve manufacturing excellence and help them compete at the global

level.


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5.3 Comparison of various six sigma frameworks

To develop a new framework, a better understanding of existing frameworks is required.

It is necessary to understand, which areas are well-addressed in the six sigma literature

and which areas are yet to be addressed.

In order to suggest elements for new six sigma framework, it is important to find out:

� What type of elements are used by various researchers to develop the sample

six sigma frameworks?

� What are the standard elements that are used to formulate the selected six sigma

framework?

Similar kind of approach was followed by Mishra et al., (2006) and Soni and

Kodali (2013) to identify the best practices and to develop world class maintenance and

supply chain management frameworks respectively. The present study also followed

similar approach to identify best practices in the field of six sigma to develop a new

framework. The frequency analysis of selected 29 six sigma frameworks in the sample of

existing six sigma frameworks has been done and given Appendix-D.

Appendix-D revealed that around, total 159 elements are identified from a sample of 29

six sigma frameworks. Some elements were utilized by various researchers with different

phrases or words, but the meaning of those elements was the same. These kinds of

elements were clubbed to find out the exact number of unique elements in the sample of

six sigma frameworks. For instance, top management commitment / management

support/ executive commitment. All these elements represent top management

commitment.

The present study identified 159 elements; however, they are not independent of each

other. Majority of the elements can fall in a particular domain. If a suitable principle

component analysis is performed, all these elements fall under a few independent

elements. These few independent elements are very broad in nature. For example, strong

customer focus/ a genuine focus on the customer/ Customer management/ Customer

relationship etc. Hence these elements representing very specific area are clubbed

together and brought under the common tile e.g. customer relationship management. The

purpose of the present study is not to compare six sigma frameworks based on its


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strengths and weakness. The main purpose of this section is to find out availability of

standard elements in the existing literature.

The present study tries to find out a set of standard elements that are critical for six sigma

implementation; the study separated the elements that are repeated more than once.

Another objective of the comparative analysis in the study is to identify the pillar or main

elements of six sigma framework. Through frequency analysis of selected six sigma

frameworks, it was found that some elements have relatively high frequency than other

elements. Hence the study identified elements that were repeated with frequency of 0.2

or more i.e. 20% or more frameworks were considered important for six sigma

implementation. These repetitive elements were considered as pivotal points to develop a

new six sigma framework. These repetitive parameters / elements in the comparative

analysis can be called as “pillars” as they become pivotal for implementation of six

sigma.

The study found that around 6 elements were repeated with frequency of 0.2 or more. To

find the whether these six pillars covers all the necessary elements for implementation,

the study formed a twelve member team with six academicians and three each from

consultants and practitioners groups. A thorough brainstorming was done and few more

elements were added as new pillars through domain knowledge to already identified

pillars indentified the comparative analysis. The list of pillars of six sigma is as shown in

Table 5.1.

Table 5.1: Pillars of six sigma

S.No. Pillars

1 Top management commitment and leadership (TMCL)

2 Project selection and execution methodology (PSE)

3 Training and education (TRE)

4 Customer relationship management (CRM)

5 Effective Information technology and communication System (ECS)

6 Quality improvement tools and techniques (QIT)

7 Supply chain management (SCM)

8 Human resource management (HRM)

9 Standardization (STD)


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5.4 Development of a framework for six sigma

Using frequency analysis, literature review, domain knowledge etc. framework for six

sigma was developed. The step by step method of development of the framework is

discussed as given below:

5.4.1 Pillars of framework for six sigma

After doing frequency analysis some unique elements were identified, elements having

same meaning or broad area are clubbed together which represent the pillars of six sigma

and through domain knowledge and expert’s suggestion some more pillars were added to

already identified pillars through the comparative analysis. Along with this extensive

literature search, discussion with practitioner, was done to identify the various elements

for the effective implementation of various pillars of six sigma. The list of

pillars/elements of six sigma is as shown in Table 5.1. A brief discussion about these

pillars is given below:

1 Top management commitment and leadership (TMCL)

This refers to the top management role and behavior in driving the organization

towards six sigma. It was covered by 80% of the frameworks / studies and hence it was

considered to be an important element in the proposed framework. According to

Roth et al., (1992), the main focus of TMCL is about guiding and influencing

employees of the organization to attain the organization’s aspirations, developing a

vision and mission of the organization, and ensuring that the organizational

stakeholders including employees, customers and suppliers understand the values and

vision. The effective leadership includes developing strategies required to implement

changes, creating a trusting environment, creating an enthusiasm and motivation in the

employees, initiate the vision across the organization, conducting training programmes

and also encouraging continuous learning and development (Kouzes and Posner, 1995).

The present research also proposed TMCL as a foundation of the framework. Based on

the literature various elements were identified as given below:

1. Six sigma vision and mission

2. Strong Leadership

3. Participative Management

4. Long term strategy development


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5. Continuous learning and development culturing

6. Policy deployment

7. Appropriate resource allocation

8. Holistic strategy for integrating system

2 Project selection and execution methodology (PSE)

As per T.N. Goh and M. Xie (2004) project selection and execution (PSE) is one of

the important element to make the six sigma implementation really worthwhile. PSE

has been recognized by practitioners and researchers as one of the major factors for

achieving successful implementation. Organizations try to implement a six sigma

approach in anticipation of market penetration and organizational speed, while

simultaneously reducing the cost of doing business. In other words, the projects must

be selected in line with the organization’s goals and objectives. During the project

selection, the organization needs to ensure that all the projects are selected in line

with the goals and objectives and within a manageable scope. (E V Gijo and T S Rao,

2005). Many researchers have recognized PSE as an important element of six sigma

(Satya S. Chakravorty, Alessandro Brun, Roger G. Schroeder, Kevin Linderman,

Charles Liedtke and Adrian S. Choo). The selection of suitable projects in a six sigma

program is a major factor in the early success and long-term acceptance of six sigma

within any organization. The various elements identified under this pillar are given

below:

1. Brainstorming

2. Benchmarking

3. Risk management

4. Project review teams

5. Process capability

6. Project Management skills

7. Project prioritization and selection

8. Project orientation with clear & defined goals

3 Training and education (TRE)

According to Sung H. Park et al., (2009), training and education is the most fundamental

element in six sigma. It refers to learning activities in organizational levels for


83

sustainable application of six sigma activity. K.C. Lee et al., (2006) stresses that six

sigma management activities do not just end with implementation, and indicates the need

for a monitoring tool that can maintain and develop improvements through sustainable

education/training (Heuring, 2004; Jones, 2004; Ettinger and Kooy, 2003). Many

researchers has identified training and education as key success factor for six sigma

implementation (Chin-Hung Liu, 2009).

Without organizational learning there can be no continuous improvement. One of the

most important stages in the quality planning process is the implementation stage, and so

also in six sigma. (Haekan Wiklund et al., 2002). Education and training give a clear

sense for people to better understand the fundamentals, and techniques of six sigma.

Training is required to make sure that managers and employees apply and implement the

complex six sigma techniques effectively (Young Hoon Kwak et al., 2006). Based on the

literature various elements were identified as given below:

1. Comprehensive six sigma training programme

2. Investment and training framework for trainers and mentors

3. Rigorous and structured training deployment plan

4. Education of management in the philosophy, methods, applications, and their roles

5. Training scheme

4 Customer relationship management (CRM)

It refers to strong customer focus. Six sigma places extraordinary emphasis on customer

needs, both internal and external, seeking to determine what consumers desire in

products and services. Six sigma formalizes this approach by specifically identifying

critical-to-quality requirements, which are characteristics that customers consider to have

the most impact on quality. Such characteristics could be a key dimension in a part or

product, the time to process a transaction, the ability to deliver a service, or the response

to an internal process. The main objective of six sigma, like most of other management

strategies on quality initiatives, is focused around meeting the customer requirements

(Anbari, 2002) and (Kwak and Anbari, 2006). With customer focus as an anchoring

guide, an organization is equipped to begin the six sigma process (Thomas D. McCarty,

2007). Many researchers have pointed out that the success of six sigma and its

implementation is determined by its impact on customer satisfaction. Hence it is


84

considered as one of the pillar for six sigma implementation and various elements were

identified as given below:

1. Business strategy based on customer demand

2. Delivery performance improvement

3. Continuous evaluation of customer feedback

4. Customer enrichment

5. Post sale service to customer

6. Linking six sigma to customer

7. Customer involvement in design process

5 Effective information technology and communication system (ECS)

This refers to communication system, information sharing system for effective

communication between employees of the organization as well as outside. According to

Jiju Antony and Rupa Mahanti (2009), team communication is one of critical success

factors for implementation of six sigma in the Indian industries. In the present scenario,

the information flow plays vital role to fulfill complex manufacturing systems as well as

supply chain activities. Tan et al., (2002) have revealed the importance of information

technology tools to control information flow within organization as well as across supply

chain activities. To survive in the present dynamic markets conditions, the firms have

started to work as group instead of single independent entity (Christopher, 1992;

Lambert and Cooper, 2000). The information technology helps to provide the essential

prerequisite to build and control multi level networks as well as to improve

communication effectiveness in supply chain activities (Lee and Billington, 1992; White

and Pearson, 2001). Hence it is included as one of the important pillars to implement

six sigma framework in the organization and various elements were identified as given

below:

1. Effective communication systems with customers and suppliers

2. Use of EDI(Electronic Data Interchange) to communicate between departments

3. Use of barcoding and scanners in logistic systems

4. Information technology employed at customer base

5. Enterprise resource planning system

6. Centralize database for documentation

7. Methods of communicating to all employees


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6 Quality improvement tools and techniques (QIT)

This refers to use of quality tools and methods. The complexity of problem solving

requires use of quality tools to assist in the organization and analysis of information and

data surrounding the concern. The application of quality tools and methods can lead to

improved performance, to the degree that improvement teams follow the six sigma tools

and method they can make better decisions, which improves project performance (Kevin

Linderman et al., 2006). According to Maneesh Kumar and Jiju Antony (2007) use of

quality tools is one of the critical success factor for six sigma implementation. Many

researchers have emphasized the effective use of quality tools & techniques for

successful implementation of six sigma and hence it is considered as one of the pillar and

main elements are listed below:

1. Understanding tools and techniques within six sigma

2. Understanding the DMAIC methodology

3. Link quality initiatives to business

4. Use of statistical tools and the statistical design of experiments (DoE)

7 Supply chain management (SCM)

It refers to Supplier involvement, long-term relationships with suppliers, fewer

dependable suppliers, reliance on supplier process control.

In the 1990s, companies started discovering that the impact of suppliers was of enormous

significance to customers. Rather than producing only high quality products, delivering

products to customers at the right time, at the right place, and at the right price has

become a new challenge. The supply chain management (SCM) approach has thus been

increasingly identified by many organizations as an opportunity to achieve these goals

(Chin et. al, 2004). Many organizations are focusing on SCM to improve their

organizational performance and enhance competitiveness in the marketplace.

As per Leopoldo J. Gutierrez et al., (2008), the important aspect of six sigma

methodology, such as supplier management could also serve as an orientation for

continuing in-depth analysis of the real reasons for the success of six sigma. Many

researchers have considered supplier management as one of the critical success factor for



86

In today’s businesses scenario, the interdependence of buyers and suppliers has

increased significantly. Hence organizations are looking for establishing long term

relationship with suppliers. Furthermore, companies have realized, vendors’

knowledge and experience can be valuable during the design of new products and in

achieving higher quality and faster response to market needs (Kanji, 1999). With the

increase of global competition, increased emphasis on supply chain performance has

become a critical source of sustainable advantage in many industries. Various

elements indentified from literature are given below:

1. Linking six sigma to suppliers

2. Long term supplier relationship

3. Supplier feedback

4. Supplier training and development activities

5. Supplier evaluation and certification

6. Supplier proximity

7. Supplier involvement in design process

8 Human resource management (HRM)

It refers to employee involvement/ employee participation, support from every employee of

the organization in making any initiative towards achieving goal of that organization

successful. Human Resource (HR) is the back bone of any company. Success or failure of

any company is mainly depend on the employees i.e. human resource of that company.

The organizational employee commitment is one of the major factors to implement any

change management concept in the organization. The employee relationship and

management is based on change implementation, with all the employees acting as team

to make the change process as any kind of success (Fransis, 2003). Before anticipating

contribution from the employees, the organization management should invest a

considerable capital budget in all steps of the planning and execution of employee

development. It includes job design, knowledge training programmes, financial benefits

and recognition initiatives that encourage employees to contribute effectively to attain

the organizational vision and mission (Clark, 1994; Chow, 2004). Hence many

researchers have considered human resource as important element in six sigma

implementation in organization. Hence the study proposed HRM as a one of the pillar in

six sigma framework. Various elements identified under HR are listed below:


87

1. Linking six sigma to employees

2. Availability of well-trained full-time team leaders (Champions, Master Black Belts)

3. Multi skilled employees

4. Employee involvement in every stage of organization

5. Suggestion scheme

6. Stable or long term employment

7. Fair rewards and recognition

9 Standardization (STD)

The main purpose of standardization is the use of common products, processes and

components to fulfill the heterogeneous requirements. According to

Xingxing Zu. et al., (2008) simplified design and standardization is encouraged for

manufacturability. Standardization aims to institutionalize the improvement results from

six sigma through documentation and standardization of the new procedures.

As per Maneesh Kumar and Jiju Antony (2006), The real challenge of six sigma

methodology is not in making improvements to the process but in providing a sustained

improvement to the optimization. This requires standardization and constant monitoring

and control of the optimized process.

While discussing the role of standardization in context of other quality initiative,

Tarondeau (1998) discussed that the process of standardization helps to improve the

productivity, reduce the number of managing reference points, decrease the stock level,

and drastically reduce the complexity of a manufacturing system. According to

Thoteman and Brandeau (2000), any optimal standardization of internal products will not

create any change in characteristics of the end product from the customer’s point of

view. After discussion, many practitioners & researchers have suggested to include

standardization as one of pillars of six sigma. Along with this extensive literature search

was done to identify the various other elements under standardization. Hence the present

study also proposed standardization as one of the key pillars in six sigma framework.

Based on the literature various elements were identified as given below:

1. Standardized work procedures

2. Standardized products

3. Standardized tools and equipment


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4. Standardize materials for specific products families

5. Group technology

6. Visual control boards

7. Standardize the quality check methods

5.4.2 Pillars and elements of six sigma

The various pillars identify and their respective elements are shown in Table 5.2.

Table 5.2: Identified pillar of six sigma and respective elements

S.No. Pillars Elements

1 Top management

commitment and leadership

TMCL1

Six sigma vision and mission

TMCL2

Strong leadership

TMCL3

Participative management

TMCL4

Long term strategy development

TMCL5

Continuous learning and development

culture

TMCL6

Policy deployment

TMCL7

Appropriate resource allocation

TMCL8

Holistic strategy for integrating system

2 Project selection and

execution methodology

PSE1

Brainstorming

PSE2

Benchmarking

PSE3

Risk management

PSE4

Project review teams

PSE5

Process capability

PSE6

Project management skills

PSE7

Project prioritization and selection

PSE8

Project orientation with clear and

defined goals

3 Training and education

TRE1

Comprehensive six sigma training prog.

TRE2

Investment and training framework for

trainers and mentors

TRE3

Rigorous and structured training

deployment plan

TRE4

Education of management in the

philosophy, methods, applications and

their roles

TRE5

Training scheme


89


4 Customer relationship

management

CRM1

Business strategy based on customer

demand

CRM2

Delivery performance improvement

CRM3

Continuous evaluation of customer

feedback

CRM4

Customer enrichment

CRM5

Post sale service to customer

CRM6

Linking six sigma to customers

CRM7

Customer involvement in design

process

5 Effective information

technology and

communication system

ECS1

Effective communication systems with

customers and suppliers

ECS2

Use of EDI (electronic data

interchange) to communicate between

departments

ECS3

Use of barcoding and scanners in

logistic systems

ECS4

Enterprise resource planning system

ECS5

Information technology employed at

customer base

ECS6

Centralize database for documentation

ECS7

Methods of communicating to all

employees

6 Quality improvement tools

and techniques

QIT1

Understanding tools and techniques

within six sigma

QIT2

Understanding the DMAIC

methodology

QIT3

Link quality initiatives to business

QIT4

Use of statistical tools and the

statistical design of experiments (DoE)

7 Supply chain management

SCM1

Linking six sigma to suppliers

SCM2

Long term supplier relationship

SCM3

Supplier feedback


90


SCM4

Supplier training and development

activities

SCM5

Supplier evaluation and certification

SCM6

Supplier proximity

SCM7

Supplier involvement in design process

8 Human resource

management

HRM1

Linking six sigma to employees

HRM2

Availability of well-trained full-time

team leaders (champions, master black

belts)

HRM3

Multi skilled employees

HRM4

Employee involvement in every stage

of organization

HRM5

Suggestion scheme

HRM6

Stable or long term employment

HRM7

Fair rewards and recognition

9 Standardization

STD1

Standardized work procedures

STD2

Standardized products

STD3

Standardized tools and equipment

STD4

Standardize materials for specific

products families

STD5

Group technology

STD6

Visual control boards

STD7

Standardize the quality check methods

5.5 Proposed framework for six sigma

The identification of mail pillars and its elements important for six sigma framework

have been discussed in previous section. All the suggested pillars with elements were

wetted by eight members team consisting of academicians and practitioners in order to

make sure that suggested pillars and elements are appropriate to form a six sigma

framework. Figure 5.1 presents a framework for six sigma.


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Figure 5.1: A framework for six sigma

The salient features of the proposed framework are discussed below:

� The proposed framework of six sigma consists of 60 elements and 9 pillars or

broad areas that were identified through empirical survey and a thorough

literature survey respectively.

� The proposed framework was constructed after consultations with academicians,

practitioners and consultants, which overcomes the shortcomings of the existing

frameworks in the field of six sigma.

� The framework stands on strong foundation of top management commitment and

leadership towards. The pillars that support the roof of six sigma are the nine

initiatives a company takes for achievement of six sigma viz.: Top management

commitment and leadership, Project selection and execution methodology,

Training and education, Customer relationship management, Effective

information technology and communication system, Quality improvement tools

and techniques, Supply chain management, Human resource management and

Standardization. A detailed discussion about each was done in the previous

section.

� The proposed framework were consisted more number of pillars and elements as

compared with the sample frameworks considered in the study. It clearly

indicated its comprehensive nature compared with other existing frameworks in

TOP MANAGEMENT COMMITMENT AND LEADERSHIP

Six Sigma

Effectiv

e Info

rmatio

n T

ech

nolo

gy

and

Co

mm

unicatio

n S

ystem

Train

ing an

d E

ducatio

n

Qu

ality

Imp

rov

emen

t Tools an

d T

echn

iques

Sta

ndard

ization

Su

pp

ly C

hain

Man

agem

ent

Custo

mer R

elatio

nsh

ip M

anag

em

ent

Hu

man

Reso

urce M

anagem

ent

Pro

ject selection

& E

xecu

tion

meth

odo

logy


92

the field of six sigma. However the study is accepting that there is a possibility of

missing some of the elements in the proposed framework. According to

Weick (1979), frameworks generally consist of inadequacy because it is not

possible to generate a framework with the characteristics being general, simple

and accurate at the same time.

� Any framework generally undergoes the process of evaluating reliability and

validity of the constructs. The proposed framework also generates a requirement

to evaluate reliability and validity of elements. Hence, the framework verification

and validation is indispensable.

5.6 Conclusion

Many researchers/ authors and practitioners have proposed important elements for

six sigma across the world in the form of framework. However, the present study did not

find any review article existing in the literature reviewing various frameworks proposed

by authors/ researchers and practitioners. Different frameworks as proposed by authors/

researchers and practitioners were reviewed to find out the standard elements.

As a result total 159 elements obtained through the various frameworks and were

grouped under major initiatives like Top management commitment and leadership,

Project selection and execution methodology, Training and education, Customer

relationship management, Effective information technology and communication system,

Supply chain management, Human resource management. Along with the same some

more initiative like Quality improvement tools and techniques, Standardization were

proposed to take into account the changing manufacturing scenario.

Many researchers proposed six sigma framework to utilize in a specific environment of

the organization, which made it difficult to find the standard elements in the field of

six sigma. Hence the present study has proposed a six sigma framework to give a

coherent set of elements with the help of empirical study as well as comparative analysis.

The study has proposed six sigma framework with the help of academicians,

professionals and consultant’s team. Hence, it is believed that the proposed six sigma

framework will overcome all the limitation of existing six sigma frameworks and will be

useful for the organization wanting to implement six sigma. The study requires to

validate the proposed six sigma framework in Indian manufacturing industries.


93

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Chapter 6

An empirical investigation of proposed six sigma framework in

Indian industry

6.1 Introduction

A framework for six sigma was developed in the fifth chapter. The study has

proposed nine main pillars, along with the various elements identified with the help

of empirical study under each pillar. An exploratory study was conducted to check

the reliability, validity and applicability of the proposed six sigma framework. To

fulfill requirements, the study performs a nationwide survey in the second phase of

the empirical study. The study also attempted to establish the directional relationships

among nine pillars of six sigma, i.e. dependencies and inter-dependencies by using

Interpretive structural modelling (ISM), which was subjected to statistical testing for

model fit by using SEM. Details regarding the same are presented in the subsequent

sections.

6.2 Methodology for empirical investigation

The different stages of the systematic approach for the empirical research is described in

Chapter 3. Same methodology was followed to conduct the second phase of empirical

study. A brief description about the same is presented below:


The first step in the systematic approach is theory verification. Accordingly, the second

exploratory study was aimed at conducting an empirical investigation of proposed

six sigma framework in Indian manufacturing industries.


To do the empirical investigation of proposed six sigma framework in Indian industry, a

cross sectional survey was conducted as discussed in Chapter 3.

An empirical investigation of proposed six sigma framework in Indian industry

97


A questionnaire survey was used as data collection method, as per the research

methodology discussed in detail in Chapter 3. The questionnaire was prepared and it was

also sent to the same 725 industry professionals to whom the first questionnaire was sent.

6.2.4 Implementation

Although this exploratory study was conducted on the same population of 725 industry

professionals identified in the previous exploratory survey, the questionnaires were sent

as a soft copy attachment through e-mails and also through post to various industries.

The survey instrument was developed with pillars and identified elements under these

pillars. The questionnaire was developed for assessing the implementation, level of

involvement related to various elements under each pillar. In addition to this, general

questions were also incorporated to identify the industry profile in terms of employee

strength, growth, customer strength, etc.

The questionnaire consisted of two sections part A and B. The aim of the section A is to

build a profile of the respondent and the manufacturing company based on the

experience of the respondent and the mission, vision of the company etc. section B deals

with structured questionnaire developed on a five point Likert scale for assessing the

level of importance of each element under nine pillars of six sigma identified (the details

of which are given in Appendix-E). A covering letter was also drafted which gives

general information about the research work, purpose of the study and how to use the

instrument and confidentiality of the information. Respondents were welcome to share

any other information they had, regarding the concept of six sigma in the Indian industry.

Respondents were asked to consider each pillar as a means for implementing six sigma

with each element in it as a milestone to guide the organization wanting to assess the

status of that particular pillar in their organization. The respondents were requested to

rate the element based on “how important is each element under various pillars of the

proposed framework are to the organization?” In the questionnaire was prepared in very

simple language and can easily be understood. In case of any discrepancy in

understanding, the respondents were requested to revert to the researchers through

e-mail, postal mail or phone. In totality, 725 questionnaires were sent by e-mail and post.

Subsequently, more than 200 e-mail reminders were sent. Apart from this, some people

were contacted personally over telephone. The questionnaire is developed using five


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point Likert scale where (1) means not important, (2) means less important, (3) means

important, (4) means more important, and (5) means most important. Respondents were

requested to rate the degree or extent of practice of each element with reference to the

five point response scale. The details of the questionnaire are given in Appendix-E.

This time the response rate was slightly improved and out of the 725 questionnaires, 206

responses were received. Eight questionnaire were incomplete and hence total 198 valid

responses were received which include 74 from the automobile sector, 31 from the

process industry, 34 from the machines and equipment industry, 36 from electronics and

components, and 23 from the textile units. The overall response rate was 27.31 % which

can be considered good in Indian conditions. Details of sector wise responses received

are shown in the Table 6.1. On an average experience the respondents were eleven years.

Majority of the respondents were from the top management having designation such as

general manager, associate vice president etc.

Table 6.1: Statistics of sector wise responses

Industry Sample

size

No. of responses

received

by post

No. of responses

received

by e-mail

Total No. of

responses

received

Response

Rate (%)

Automobile 188 29 45 74 39.36

Process 145 10 22 32 22.06

Machines

and

Equipment

140 8 26 34 24.28

Electrical

and

Electronics

174 15 21 36 20.68

Textile 78 7 15 22 28.20

Total 725 69 129 198 27.31

6.2.5 Overview of data analysis techniques used

Brief about various data analysis techniques used are given below:

Descriptive statistics: Descriptive statistics are designed to give information about the

distribution of variables. It gives idea about measures of central tendency (Mean,

Median, Mode), measures of variability around the mean (standard deviation and


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variance), information concerning the spread of distribution (maximum, minimum and

range) and information about the stability or sampling error of certain measures. This is

used for computing sector wise and overall statistics for various issues. The overall

statistics for various measures is as shown in various tables in Appendix-C.

Correlation analysis: Correlation analysis is performed to assess, association between

two constructs/variables. It is designated as “r” and varies between +1 to – 1. It

measures the strength of relationship between interrelated variables. It gives the

strength of relationship through identification of variance which lies between 0 to 1.

Correlation analysis was performed to estimate relationship among various elements

within the pillars. The Pearson correlation coefficient (r) is calculated, which describes

the extent to which an increase or decrease in one variable is accompanied by a

corresponding increase and decrease in the other (Sharma, 1996). The results are

shown in Appendix-C.

Reliability analysis: Reliability analysis addresses the issue that whether the survey

instrument shall produce the same result every time it is administered to the same person

under same settings regardless of who administers them. Reliability analysis is

performed for each element considered in the questionnaire to check the scale reliability

of each pillar. Inter-item analysis is used to check the scales for internal consistency or

reliability. Several measures of reliability can be evaluated in order to establish the

reliability of a measuring instrument. These include test retest method; equivalent forms,

split-halves methods and internal consistence method. Of all the above methods, the

internal consistence method requires only one administration and consequently is

supposed to be the most general and effective method (Sureshchandar et. al., 2001). In

this method reliability is operationalized as internal consistency, which is the degree of

inter-correlation amongst the items that constitute a scale (Nunnally, 1988). Internal

consistency is estimated using a reliability coefficient called Cronbach’s alpha. Hence

Cronbach’s alpha is calculated for each pillar as recommended for empirical research in

operations management. (Flynn et. al., 1990; Malhotra and Grover, 1998). The minimum

generally acceptable value of Cronbach’s Alpha is 0.70. The results are shown in

Appendix-C.


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Factor Analysis: Factor analysis is used to identify a small number of factors that

might be used to represent relationship among sets of interrelated variables. Its primary

usefulness is to take a large number of observable instances to measure an

unobservable construct or constructs. The purpose of factor extraction is to extract

factors i.e. the underlying constructs that describe a set of variables. It is used to

uncover the latent structure (dimensions) of a set of variables. It reduces attribute space

from a larger number of variables to a smaller number of factors. The results are shown

in Appendix-C. The details of the data analysis discussed from the next section

onwards.

6.3 Reliability analysis

Prior to evaluating the internal consistency of the measures (Cronbach's alpha, α), an

inter item correlation matrix was prepared for each measure to examine the extent to

which some common trait was present in the items. Low inter item correlations designate

that the associated items are probably should avoid from the group elements (Nunnaly,

1988). Even an item correlation of 0.2 is considered enough to be incorporated in the list

for further principle component analysis. None of the elements has shown correlation

value less than 0.2. The mean item correlation of these pillars came as more than 0.4.

Hence, they were considered satisfactory.

Table 6.2 shows the Reliability analysis for six sigma pillars. For all the pillars the alpha

value is quite high and hence all the elements within various pillars can be considered for

further analysis. Although, dropping some items from scales would improve some alpha

values, no items were deleted to improve the alpha values, as they were already high and

meet the criterion of exceeding 0.7 for all the scales. Also, this was done in order to

ensure the content validity of each measurement scale. The reliability analysis for all

constructs showed α value of more than 0.82. As already said α value of 0.70 or above is

considered to be the criterion for demonstrating internal consistency of established scales

(Nunnaly, 1988). The range of α value from 0.837 to 0.917 indicates that some pillars are

more reliable than the others. It is noted that usually more number of items in a scale

tended to show higher reliability and it is yet to be seen if validity of the constructs

demonstrates such robustness too. Since the measurements used in this study are

developed, based on extensive literature review and practitioner/expert inputs, the values

found are considered to be highly adequate.


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Table 6.2: Reliability analysis for six sigma pillars

S.No. Pillar No. of

Items*

Item

means

for scale

Means of

inter item

correlation

Cronbach

alpha (α)

Standardized

Item alpha (α)

1 Top management

commitment and

leadership

8 (1-8) 4.075 0.555 0.908 0.856

2 Project selection and

execution methodology 8 (9-16) 3.75 0.495 0.889 0.876

3 Training and education 5 (17-21) 3.85 0.502 0.89 0.889

4 Customer relationship

Management 7 (22-28) 4.071 0.486 0.866 0.871

5 Effective Information

Technology and


7 (29-35) 4.1509 0.4701 0.837 0.838

6 Quality improvement

tools and techniques 4 (36-39) 3.882 0.474 0.875 0.854

7 Supply chain

Management 7 (40-46) 4.1829 0.6300 0.917 0.916

8 Human resource

management 7 (47-53) 3.689 0.528 0.909 0.870

9 Standardization 7 (54-60) 3.527 0.491 0.870 0.921

� Numbers in parenthesis indicate the item numbers in serial order as it appears in the SPSS data file.

Note: None of the items are deleted at this stage, as Alpha values are high for all

constructs.

6.4 Validity analysis

Prior to performing the principal component analysis, the data matrix was examined to

ensure that it had sufficient correlations to justify the application of factor analysis. One

of the measures to quantify the degree of inter-correlations among the variables and the

appropriateness of factor analysis is the Kaiser-Meyer-Olkin (KMO) measure of

sampling adequacy. A small value of KMO means each variable cannot be predicted or

explained by the other variables without significant error; hence factor analysis may not

be appropriate.

As a guideline, KMO values in the 0.90s are considered as marvelous; 0.80s are

meritorious; 0.70s are middling; 0.60s are ordinary; 0.50s are miserable; and below 0.50s

are undesirable (Hair et al.,1996). Individual variables that have KMO values lower than

0.50 should not be considered. Table 6.3 shows the overall KMO measure of sampling

adequacy for six sigma pillars. From Table 6.3 it is clear that for all the pillars KMO value


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is more than 0.7. A large number of constructs like Top management commitment and

leadership, Project selection and execution methodology, Training and education, Effective

Information technology and communication system, Quality improvement tools and

techniques, Supply chain management and Human resource management were considered

meritorious, while the pillars Customer relationship management and Standardization are

middling, which has values above the suggested minimum standard of 0.7 required for

performing factor analysis (Hair et al.,1996; Norusis, 1994). Hence, based on the above

tests, it concluded that all nine pillars were suitable for applying principle component

analysis. In addition to this, the methodology suggested by Meyer and Collier (2001) were

followed to find out the Factor analysis statistics. The percent of variance explained by the

first principal component of each measurement scale was considered as vital. One criterion

is that the first component of each scale explains more than 40% of the variance in the

items. The second criteria is that the factor loadings for items should be greater than 0.30.

Hence this study considered items whose factor loadings are greater than 0.40. The two

remaining criteria considered were: a large eigen-value for the first component and small,

fairly equal eigen-values for subsequent components for subsequent components. The

values are verified with the parallel analysis.

Table 6.3: Kaiser-Meyer-Olkin (KMO) measure of sampling adequacy for six sigma

pillars

Pillars No. of Items* Items deleted

(by number) KMO

Top management

commitment and leadership 8 (1-8) None 0.826

Project selection and

execution methodology 8 (9-16) None 0.811

Training and education 5 (17-21) None 0.811

Customer relationship

management 7 (22-28) None 0.727

Effective information

technology and


7 (29-35) None 0.858

Quality improvement tools

and techniques 4 (36-39) None 0.821

Supply chain management 7 (40-46) None 0.891

Human resource

management 7 (47-53) None 0.852

Standardization 7 (54-60) None 0.769


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Validity analysis measures that the item or scale measure what it has been designed to

measure and nothing else. Normally validity analysis is done using three measures:

Content validity: It is judgment by experts, of the extent to which a summated scale

truly measures the concept that it intended to measure, based on the content of the

items. It can be determined using qualitative technique. It is not possible to measure

by using any quantitative techniques. It can be determined by the help of experts

(Flynn et. al., 1990). To assess the content validity of the questionnaire, the initial

draft of the questionnaire was administered to the same group of fourteen members to

whom the previous questionnaire was administered. At the same time the

questionnaire was also sent to two senior level executives in reputed automotive

manufacturing organizations.

The questionnaire was also administered to eight PS students of mechanical engineering

group of Birla Institute of Technology and Sciences, Pilani, undergoing their practice

school (industry Internship) in various organizations and hence the opinions from these

individual students were also considered. Finally, the questionnaire has modified as per

feedback received from the experts and the final version of the questionnaire was sent to

the top management i.e. to CEO’s and managers of the same group of 725 companies

identified earlier.

Criterion-related validity: Criterion-related validity is concerned with the extent to

which a measuring instrument is related to an independent measure of the relevant

criterion (Badri et al., 1995). Traditionally, it is evaluated by examining the correlations

of the different constructs with one or the more measures of business or manufacturing

performance (Saraph et. al., 1989). This investigates the empirical relationship between

the scores on a test instrument (predictor) i.e. framework elements and an objective

outcome (the criterion) i.e the various pillars. The most important of measure for

checking the criterion related validity is simple correlation, for testing a scale or elements

for a single outcome. The bivariate correlation matrices between various six sigma pillars

are shown in Table 6.4 and it can be seen that for both the relevant criterion the

correlation is high for all the pillars.


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Table 6.4: Bivariate correlation matrices

Mean Std. D TMCL PSE TRE CRM ECS QIT SCM HRM STD

TMCL 4.075 0.882 1 .596** .495** .449** .545** .430** .523** .504** .546**

PSE 3.75 0.935 .596** 1 .436** .459** .430** .514** .462** .432** .406**

TRE 3.85 0.889 .495** .436** 1 .612** .338** .476** .448** .504** .493**

CRM 4.071 0.871 .449** .459** .612** 1 .521** .606** .491** .537** .510**

ECS 4.1509 0.876 .545** .430** .338** .521** 1 .367** .348** .497** .428**

QIT 3.882 0.854 .430** .514** .476** .606** .367** 1 .600** .577** .377**

SCM 4.1829 0.821 .523** .462** .448** .491** .348** .600** 1 .694** .692**

HRM 3.689 0.870 .504** .432** .504** .537** .497** .577** .694** 1 .681**

STD 3.527 0.921 .546** .406** .493** .510** .428** .377** .692** .681** 1

** Correlation is significant at the 0.01 level (2-tailed). * Correlation is significant at the 0.05 level (2-tailed).

Legend

TMCL: Top management commitment and leadership; PSE: Project selection and

execution methodology; TRE: Training and education; CRM: Customer relationship

management; ECS: Effective information technology and communication system; QIT:

Quality improvement tools and techniques; SCM: Supply chain management, HRM:

Human resource management, STD: Standardization.

Construct validity: It measures whether a scale is an appropriate operational definition

of an outcome i.e. six sigma. Since the construct cannot be directly assessed, indirect

inference about the construct validity can be made through empirical investigations.

Principle component analysis conducted on a single scale will show whether all the

dimensions (elements) within a summated scale will load a single or same construct or

whether the summated scale measure more than one construct i.e. it checks the

unidimensionality of the scales towards a single construct. The principle component

analysis was conducted within each main pillar with the means of all elements taken as

the loading on each pillar.

The results of validity analysis have clearly showed that the complete pillars were loaded

on single pillar. The complete sets of elements under each pillar were also loaded on

single element or construct. Hence, the proposed six sigma framework has fulfilled the

requirements of validity and reliability analysis and also is suitable to fulfill the

requirements of Indian manufacturing industries.


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6.5 Path analysis for six sigma framework

The relationships among pillars were not established while checking the validity of the

constructs. The importance of establishing relationship among pillars is very significant from

implementation point of view. Successful deployment of first level of pillars is needed for

successful implementation of second level of pillars and so on. Hence the study made an

attempt to create a mental model derived from these nine pillars to establish the directional

relationships among the pillars of six sigma. It also includes dependencies and inter-

dependencies by using interpretive structural modelling (ISM). Later, it is subjected to

statistical testing for model fit by using structural equation modelling (SEM).

6.6 Research methodology applied for path analysis

The objective of the present section of study is to develop and validate the proposed

framework of six sigma in Indian manufacturing industry using ISM and SEM.

6.6.1 Interpretive structural modelling (ISM) method

Good understanding of the pillars and its elements as well as their inter-relationship is

vital to develop any framework. This following section deals with the recognition of

underlying relationships between cause and effect that can lead to new conclusions and

empirical verification. ISM methodology has the ability to draw the order and direction

on the complexity of relationships among factors/drivers of a system (Sage, 1977). It is

used to reduce complex system interactions to a logically oriented graph (Hsiao and Liu,

2005). ISM methodology essentially analyses the drivers, the inter-relationship between

pillars, hierarchy of their importance and classification of intervention levels. In the

present section ISM is developed for six sigma model.

In various research fields ISM has been applied to find out the relationship among the

elements like energy management (Saxena et al., 1992), information technology

(Kanungo, 2009), manufacturing strategy (Singh et al., 2007), organization behaviour

(Jyoti et al., 2010), performance management (Manoharan et al., 2010), project

management (Iyer and Sagheer, 2010), risk management (Jha and Devaya, 2008), supply

chain management (Ravi and Shankar, 2005), strategic management


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(Bolanos et al., 2005), total quality management (Sahney et al., 2006), vendor selection

(Mandal and Deshmukh, 1994) and waste management (Sharma et al., 1995).

In the present research work, a structural relationship between the pillars were

established using ISM. The study has considered two case:

One case of small and medium scale automotive industry (SMSAI) and another one is of

large scale automotive industry (LSAI) for developing the ISM models. These two

organization are practicing six sigma for more than five years. Also both the organizations

had shown keen interest in finding the association between pillars of six sigma.

Case 1: Small and medium scale automotive industry (SMSAI)

SMSAI organization considered for the study is a leading global supplier of automotive

components and systems like transfer case and gear box. The organization provides

customers with incomparable manufacturing reach and ability. The organization claims

that their approach in implementation of six sigma principles is exceptional.

Case 2: Large scale automotive industry (LSAI)

LSAI considered for study is manufacturing different automobile components like crank

shaft and forged components and is actively participating in implementation of six sigma

projects across organizational activities. The LSAI organization has continuous rigorous

training programme in place within the company.

6.6.2 Development of interpretive structural modelling (ISM) for proposed cases

In following section ISM methodology is explained as it is applied to both the proposed

cases. The various steps involved in ISM technique are as follows:

Step 1. All the nine elements identified from the previous chapter were arranged in a

matrix, with the elements arranged so that the experts can give their opinion while the

items in the matrix are being compared. The nine pillars are Top management

commitment and leadership (TMCL), Project selection and execution methodology

(PSE), Training and education (TRE), Customer relationship management (CRM),

Effective information technology and communication system (ECS), Quality

improvement tools and techniques (QIT), Supply chain management (SCM), Human


107

resource management (HRM) and Standardization (STD). The letters shown in the

parenthesis refers to the pillar legends.

Step 2. Establishing a contextual relationship between pillars with respect to which pairs

of elements will be analysed.

Step 3. Developing a self-interaction matrix (SSIM) of pillars to display pair-wise

relationship between pillars under consideration. The data required to fill in the matrix was

collected by interacting with the six experts from industry and academics. The six experts

from industry were working in the capacity of managers, general managers and vice

presidents. The six academic experts belong to leading institutions from India. All the

experts were requested to identify the relationships among nine pillars of six sigma under

the light of their elements and general understanding. Each expert was given a worksheet

which had structural self-interaction matrix (SSIM) to fill. To develop contextual

relationship among pillars of six sigma model and their elements, the experts were asked to

respond on a worksheet by indicating ‘V’, ‘A’, ‘X’ and ‘O’ in each cell of the matrix,

where:

V: pillar or construct i will affect pillar or sub-construct j;

A: pillar or construct j will affect pillar or sub-construct i;

X: pillar or construct i and j affect each other equally;

O: pillar or construct i and j will have no relationship.

Each expert was briefed about the pillars and elements of six sigma model in the

worksheet provided to record their responses. The research objectives and the queries of

experts were clarified first and then each expert was requested to respond on the

worksheet. All the responses were collected and a check was performed. If the

relationship between ith and jth element is unanimous then corresponding letter was

allocated in the respective cell. However if the responses in a particular cell were of

varied opinions among the experts, all the experts were again consulted for that particular

relationship and requested to rethink on the relationship to probably enhances the

concurrency of the responses. In this manner after several interactions the final SSIM of

six sigma model pillars was formed. The SSIM for SMSIM and LSAI are shown in

Table 6.5 and Table 6.6.


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Table 6.5: Structure self-interaction matrix (SSIM) of SMSAI

Drivers SCM STD HRM QIT TRE CRM ECS PSE TMCL

TMCL V V V V V V V V *

PSE A O A A A O X *

ECS A A A O O X *

CRM A A A A X *

TRE V X O V *

QIT A A A *

HRM X A *

STD O *

SCM *

Table 6.6: SSIM of LSAI

Drivers SCM STD HRM QIT TRE CRM ECS PSE TMCL

TMCL A A A A V X A O *

PSE A O O V V V V *

ECS A O A V V V *

CRM A A A X V *

TRE A A O O *

QIT A A A *

HRM A A *

STD A *

SCM *

Step 4. The SSIM has to be changed into a binary matrix, called the reachability matrix

by replacement X, A, V and O by 1 and 0. The rules for substituting 1‟s and 0‟s are

given as follows:

a) If the entry in cell (i,j) of SSIM is V then entry in the (i,j) cell of reachability matrix

must be replaced with 1 and in cell (j,i) must be replaced with 0.


109

b) If the entry in cell (i,j) of SSIM is A then entry in the (i,j) cell of reachability matrix

must be replaced with 0 and in cell (j,i) must be replaced with 0.

c) If the entry in cell (i,j) of SSIM is X then entry in the (i,j) cell of reachability matrix

must be replaced with 1 and in cell (j,i) must also be replaced with 1.

d) If the entry in cell (i,j) of SSIM is O then entry in the (i,j) cell of reachability matrix

must be replaced with 0 and in cell (j,i) must also be replaced with 0.

e) After making the reachability matrix its transitivity is checked. If element i lead to

element j and element j leads to element k, then element i should lead to element k.

By transitivity embedding, the modified reachability matrix is obtained. Table 6.7 and

Table 6.7 shows final reachability matrix for SMSIM and LSAI organization

considered for study.

Step 5. Table 6.7 and Table 6.8 display the driving power and dependence of each

six sigma pillar. The driving power of a particular six sigma pillar is the total numbers of

pillars (including it) which may help to achieve or establish. These driving power and

dependencies will be used further in MICMAC analysis, which involves classification of

elements into four groups of autonomous, dependent, linkage, and independent (driver)

six sigma model elements.

Table 6.7: Final reachability matrix of SMSAI organization

Element TMCL PSE ECS CRM TRE QIT HRM STD SCM Driver

TMCL 1 1 1 1 1 1 1 1 1 9

PSE 0 1 1 0 0 0 0 0 0 2

ECS 0 1 1 1 0 0 0 0 0 3

CRM 0 0 1 1 1 0 0 0 0 3

TRE 0 1 0 1 1 1 0 1 1 6

QIT 0 1 0 1 0 1 0 0 0 3

HRM 0 1 1 1 0 1 1 0 1 6

STD 0 0 1 1 1 1 1 1 0 6

SCM 0 1 1 1 0 1 1 0 1 6

Dependence 1 7 7 8 4 6 4 3 4


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Table 6.8: Final reachability matrix of LSAI organization

Element ECS STD SCM CRM PSE HRM QIT TRE TMCL Driver

ECS 1 0 0 1 1 1 0 0 0 4

STD 1 1 1 1 1 1 0 0 0 6

SCM 1 0 1 1 1 1 0 0 0 5

CRM 1 0 0 1 1 1 0 0 0 4

PSE 0 0 0 0 1 0 0 0 0 1

HRM 1 0 0 1 1 1 0 0 0 4

QIT 1 0 1 1 1 1 1 0 0 6

TRE 1 0 1 1 1 1 1 1 0 7

TMCL 1 1 1 1 1 1 1 1 1 9

Dependence 8 2 5 8 9 8 3 2 1

Step 6. From the reachability matrix, the reachability set and antecedent set for each

criterion is found. The reachability set consists of the pillar itself and other pillar to

which it may reach, whereas the antecedent set consists of the pillar itself and the other

pillar which may reach to it. Then the intersection of these sets is derived for all pillars.

The pillar for which the reachability and intersection sets are the same is the top-level

pillar. Physically, the top pillars of the hierarchy will not reach to any other pillar above

their own level. Once the top-level pillar is identified, it is separated out from the other

pillar. Then, by the same process, the next level of pillars is found. The levels of partition

of the pillars for SMSIM and LSAI are shown in Table 6.9 and Table 6.10.

Table 6.9: Levels of partition of the pillars for SMSAI organization

Pillars Reachability set Antecedent set Intersection set Level

1 1 1 1 5

2 2, 3, 5, 6, 7, 8 1, 2, 3, 5, 6, 7, 8 2, 3, 5, 6, 7, 8 2

3 3 1,2,3,7 3 3

4 4, 9 1, 2, 3, 4, 5, 6, 7, 8, 9 4, 9 1

5 5,7 1,2,5,7 5,7 3

6 2, 6, 8 1, 2, 3, 5, 6, 7, 8 2, 6, 8 2

7 7 1,2,7 7 4

8 2, 3, 5, 6, 7, 8 1, 2, 3, 5, 6, 7, 8 2, 3, 5, 6, 7, 8 2

9 4, 9 1, 2, 3, 4, 5, 6, 7, 8, 9 4, 9 1

1: TMCL; 2: TRE; 3: HRM; 4:PSE; 5: STD; 6: SCM; 7: QIT; 8: ECS;9: CRM


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Table 6.10: Levels of partition of the pillars for LSAI organization

Pillar Reachability set Antecedent set Intersection set Level

1 1, 1, 1, 6

2 2, 2, 7, 1, 2, 4

3 8, 9, 3, 8, 5, 6, 9, 3, 2, 7, 1, 8, 9, 3, 2

4 4, 8, 5, 6, 9, 4, 3, 2, 7, 1, 4, 1

5 5, 5, 1, 5, 4

6 6, 5, 6, 2, 7, 1, 6, 3

7 7, 7, 1, 7, 5

8 8, 9, 3, 8, 5, 6, 9, 3, 2, 7, 1, 8, 9, 3, 2

9 8, 9, 3, 8, 5, 6, 9, 3, 2, 7, 1, 8, 9, 3, 2

According to Tables 6.7, 6.8, 6.9 and 6.10, if there is an existence of relationship

between the pillars j and i, an arrow directed from i to j is drawn. The resulting figure is

called diagraph. Next the elements descriptions are written in the digraph to call it the

ISM. The developed ISM has no cycles or feedbacks. Elements are related in a pure

hierarchical pattern.

Step 7. Once all the transitivities are removed, the diagraph is finally converted into ISM

model.

The ISM model of SMSIM and LASI organization is as shown in Figure 6.1 and

Figure 6.2.

The structural linkages between six sigma pillars are shown in Figure 6.1 and Figure 6.2

represents which helps to explain the role of different pillars in the context of six sigma

process. Finally the ISM’s are checked for conceptual inconsistency and necessary

modifications are carried out in case of any inconsistency.


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Figure 6.1: ISM of SMSAI

Legend:

TMCL: Top management commitment and leadership; PSE: Project selection and execution

methodology; TRE: Training and education; CRM: Customer relationship management;

ECS: Effective information technology and communication system; QIT: Quality

improvement tools and Techniques; SCM: Supply chain Management, HRM: Human

resource management, STD: Standardization.


113

Figure 6.2: ISM of LSAI

Legend:

TMCL: Top Management commitment and leadership; PSE: Project selection and execution

methodology; TRE: Training and education; CRM: Customer relationship management;

ECS: Effective information technology and communication system;

QIT: Quality improvement tools and techniques; SCM: Supply chain management,

HRM: Human resource management, STD: Standardization.


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6.6.3 Analysis of ISM models

ISM model developed shows different pillar appearing at a particular level in the model.

While there are similarities across both the ISM model diagrams, there is conspicuous

difference in terms of a particular element appearing at a particular level in the respective

six sigma model.

ISM model of SMSAI (Figure 6.1) and ISM model of LSAI (Figure 6.2) diagrams are

both similar in a way that both have the element, top management commitment and

leadership (TMCL) influencing all the other variables.

It was found that elements like top management commitment and leadership, training,

standardization pillars are at the same hierarchical in both the models. This shows that

both the organizations are following some kind of sequential process to implement

six sigma in terms of organizational activities.

Top management commitment and leadership is having direct influence on training and

education in both models. The roles of other seven elements (Project selection and

Execution, Customer relationship Management, Effective information technology and

communication system, Quality improvement tools and techniques, Supply chain

management, Human relationship management, Standardization) show significant

difference in both the models.

In the case of SMSAI model, top management commitment and leadership is the

Driver variable. It directly influences the element training. Element training has a

direct influence on element human resource management and standardization. Again,

these 2 elements, i.e. human resource management and standardization co-determines

the level of the elements supply chain management, Effective information technology

and communication system and Quality improvement tools and techniques which is

the penultimate element in the hierarchy of the elements. Finally, these elements

SCM,ECS and QIT has a direct influence on the dependent variables, namely Project

selection and execution and Customer relationship Management. These 2 variables

have a direct influence on each other at the same level.

In LSAI case, element top management commitment and leadership is the driver

variable. It influences the element training and education and quality improvement tools


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and techniques. Element training directly affects standardization, which is at the same

level of element quality improvement tools and techniques. Element standardization and

element quality improvement tools and techniques directly influences element supply

chain management. Element supply chain management in turn directly affects the

elements effective information technology and communication system, Customer

relationship management and Human relationship management. All these three elements

also affect each other at same level. Finally the element project selection and execution is

directly affected by these three elements i.e. ECS, CRM and HRM.

While there are similarities in both the interpretive structural models of SMSAI and

LSAI, there are structural differences as well. Firstly, there are only 5 levels in SMSAI

ISM while LSAI’s ISM exhibits 6 levels. However, in both the diagrams ultimate and

penultimate level elements are same i.e. top management commitment and leadership

and training but quality improvement tools and techniques is at higher level in SMSAI as

compared to LSAI. Supply chain management is driven by quality improvement tools

and techniques and issues of standardization, and it drives effective information

technology and communication system, customer relationship and human relationship

management. While in SMSAI, supply chain management was at higher level and was

driven by human relationship management and standardization and it drove only project

selection and execution and customer relationship management.

After developing ISM’s for SMSAI and LSAI it was observed that the mental model that

emerges out are different from each other which signify variation in the way pillars and

constructs of six sigma excellence interact with each other in the case organizations.

Hence it requires further analysis and discussion on this issue.

6.6.4 SEM development for statistical testing

Structural equation modelling (SEM) using AMOS 18.0v was performed to check the

statistical fit of the proposed ISM models. The inputs for this analysis are respondents

data (200 responses) collected from the previous section of study. The averages of

responses for the elements under each pillar were used and the directional relationships

among pillars established using ISM method so as to check the goodness of fit.

The model fit parameter values of SEM for SMSAI and LSAI considered for study is

given in Table 6.11. It is clearly visible from Table 6.11 that SMSAI’s ISM complies to


116

range of model fit parameters while LSAI’s ISM fit is very much under permissible

range of model fit parameter values. It can thus be proposed here that LSAI’s ISM,

presents a statistically valid six sigma model in Indian manufacturing sector.

Table 6.11: Model fit parameter values of SEM for SMSAI ISM and LSAI ISM

Model parameters SMSAI ISM LSAI ISM Permissible range

χ2 29996.5 586.254 -

Df 632 572 -

χ2/df 42.53 1.31 ≤3

GFI 0.846 0.902 ≥0.90

AGFI 0.837 0.833 ≥0.80

RMSEA 0.018 0.019 ≤0.10

CFI 0.657 0.921 ≥0.90

RMR 0.141 0.132 ≤0.14

6.6.5 MICMAC analysis

The driver power and the dependence power of the developed ISM can be analyzed by using

MICMAC analysis. In this, the pillars are classified into four groups based on the driving

power and dependence power. The MICMAC analysis principle is based on the

multiplication properties of matrices. If element ‘i' directly influences element ‘k’ and if

element ‘k’ directly influences element ‘j’, any change affecting element ‘i’ have

repercussions on element ‘j’. This is because there is an indirect connection between

elements ‘i’ and ‘k’.

Table 6.7 and 6.8 show the final reachability matrix with an additional row and a

column. The names of pillars are listed in the first column while the first row contains

pillar numbers only. The last column is labeled as “driver” and the last row is labeled as

“dependence”. The number under the driver column indicates the number of nodes (or

pillars) that pillar can reach (directly and indirectly). The dependence metric tells us how

many nodes can reach a particular node (or pillars). For example, in table 6.8 which

shows final reachability matrix for in LSAI organization considered for study element

training, the driver value is 7 and the dependence value is 5. This means that this element

reaches seven other elements (in this context “influences” seven other elements) and is

reached (or “influenced”) by only five elements.


Based on its driver and dependence scores

Figure 6.3 and Figure 6.4 show driver dependence matrix

Figure 6.3:

These plotted pillars can be categorized into certain types based on the quadrant or

position they occupy on the driver dependence plot as shown in Figure 6.3 and

Figure 6.4. The four regions in the Figure 6.3 and Figure 6.4 are divided into 4 sector

namely: I-Autonomous; II

Independent or driver pillars do not depend on other pillars. They tend to be located in

the top left quadrant of the driver dependence chart. These pillars tend to be crucial

because they form a set of key factors either contributing to inertia or to movement.

These pillars are also considered as entry variables in the system.

Relay pillars appear on the top right of the driver dependence chart. Relay elements are,

by nature, factors of instability since any action on them has consequences on the other

pillars, in case certain conditions on other influential variables are met.


ased on its driver and dependence scores, X-Y charts are plotted for each element

show driver dependence matrix for SMSAI and LSAI

Figure 6.3: Driver dependence matrix for SMSAI



6.4. The four regions in the Figure 6.3 and Figure 6.4 are divided into 4 sector

Autonomous; II-Dependent; III-Relay; IV-Independent (Driver).



se they form a set of key factors either contributing to inertia or to movement.

These pillars are also considered as entry variables in the system.

appear on the top right of the driver dependence chart. Relay elements are,

s of instability since any action on them has consequences on the other

pillars, in case certain conditions on other influential variables are met.


117

Y charts are plotted for each element.

LSAI.



6.4. The four regions in the Figure 6.3 and Figure 6.4 are divided into 4 sectors

Independent (Driver).



se they form a set of key factors either contributing to inertia or to movement.

appear on the top right of the driver dependence chart. Relay elements are,

s of instability since any action on them has consequences on the other


10

9

8 1

7

6

5

4

3

2

1

1

Figure 6.4

Depended pillars can be considered

bottom right quadrant of the driver dependence chart

depended pillars are used to judge the effectiveness of managerial inputs. In other words,

a business or a process is evaluated based on the quality of the outcomes and how the

business processes were (or

outcomes. Autonomous variables

connections in the system. These elements are situated in the bottom left quadrant.

Independent/driver elements

The variables which are ‘driver’ or ‘independent’ variables do not depend on other

elements. They tend to be located in the top left quadrant of the driver dependence

diagram. These elements tend to be crucial because they form a set of givens. In other

words, they form a set of key factors either contributing to inertia or to movement. These

elements are also considered as entry variables in the system. MICMAC analysis

revealed that elements top management comm

training, supply chain managem


IV

7

5 8

6

2,9,3

I

2 3 4 5 6 7 8

Figure 6.4: Driver dependence matrix for LSAI

considered as the result variables. These pillars are

of the driver dependence chart. From a practical standpoint,



are expected to be) used to leverage the inputs to

Autonomous variables are pillars or factors that have relatively

These elements are situated in the bottom left quadrant.

Independent/driver elements

‘driver’ or ‘independent’ variables do not depend on other



key factors either contributing to inertia or to movement. These


revealed that elements top management commitment and leadership, standardization,

supply chain management and human resource management emerged as the


118

III

II

4

9 10

located at the

practical standpoint,



to produce the

relatively few

These elements are situated in the bottom left quadrant.

‘driver’ or ‘independent’ variables do not depend on other



key factors either contributing to inertia or to movement. These


leadership, standardization,

management emerged as the


119

drivers for SMSAI and elements top management commitment and leadership,

standardization, quality improvement tools and techniques and training emerged as the

drivers for LSAI. In general, such drivers have high influence on the system that is being

studied and cannot be changed or manipulated easily. Top management commitment and

leadership practices focuses more on leadership/senior management’s role in building the

organizational structure, administrative processes, and enabling the human resources

towards six sigma culture. Hence, it is imperative that top management commitment and

leadership is a crucial driver for both the six sigma models.

Training and education is another driver which is common by found in the organizations

as they focus to improve knowledge and skill of the organizational employees. It is

observed in the ISM structure that training is driven by top management commitment

and leadership but training emerged as a driver for both the organizations.

In any organization, training and educations give a clear sense for people to better

understand the fundamentals and techniques of six sigma. Training and education refers

to learning activities in organizational levels for sustainable application of six sigma

activity.

Standardization is another common driver in both the oraganizations. Standardization

aims to institutionalize the improvement results from six sigma through documentation

and standardization of the new procedures. The process of standardization helps to

improve the productivity, reduce the number of managing reference points, decrease the

stock level, and drastically reduce the complexity of a manufacturing system. Hence

standardization needs to be propagated throughout the organization. This element

precedes rest of the elements of six sigma.

However, elements supply chain management and human resource management are

driver variables in SMSAI but not in LSAI, while the element quality improvement tools

and technique is driver variable in LSAI but not in SMSAI. The presence of more driver

variables (5 in SMSAI and 4 in LSAI) makes the company prone to more dependence on

these variables which in turn initiates another problem of synchronizing larger number of

driver variables.


120

Relay element

These elements appear on the top right corner of the driver dependence chart. There are

no relay variables in SMSAI while element human resource management is a relay

variable in LSAI. Such elements are, by nature, factors of instability since any action on

them has consequences on the other elements, in case certain conditions on other influent

variables are met.

Dependent elements

These can be considered the ends or the result variables. These elements are located in the

bottom right quadrant of the driver dependence chart. Elements quality improvement tools

and techniques, customer relationship management, effective information technology and

communication system and project selection and execution are the dependent variables in

SMSAI. Elements effective information technology and communication system, supply

chain management, project selection and execution and customer relationship management

are the dependent variables for LSAI.

From a practical standpoint, these elements are used to judge the effectiveness of

managerial inputs. In other words, a business or a process is evaluated based on the

quality of the outcomes and how the business processes were (or are expected to be) used

to leverage the inputs to produce the outcomes. All these elements are observed as

variables due to the fact that these elements help in execution part of six sigma which is

highly depends on other independent variables. For example, the element human

resource management focuses on the motivation of employees which support the

six sigma initiative in the organization.

Autonomous elements

It can be observed from the Figure 6.3 and Figure 6.4 that both SMSAI and LSAI

doesn’t have any autonomous variables in its system.

Variables common to both organizations

It is also worthwhile to find out the commonalities between two suggested cases. The top

management commitment and leadership and training are drivers while project selection

and execution, effective information technology & communication system and customer

relationship management are dependent variables.


121

Despite the differences and commonalties between six sigma models, LSAI model is

found to be statistically fit and hence has been considered to be representative of

six sigma framework in Indian manufacturing industry.

6.7 Discussion

Validity and reliability analysis on a proposed six sigma framework in Indian

manufacturing industries has been performed in initial part of this chapter. The sample

data collected from two hundred Indian manufacturing industries. The study performed

correlation analysis to find out the relationship among pillars and elements within the

pillars also. The study revealed high inter item correlation mean value among elements

and pillars also. It clearly indicated that all the pillars and elements were played major

role in the implementation of six sigma principles in the organizations. The study also

revealed overall mean of each pillar was more than 3.5, which indicated all the elements

under each pillar plays very important role in successful implementation of six sigma

principles in the organizations and all the pillars have high Cronbach's alpha value,

which was more than 0.8. From the above values it is clearly demonstrated the high

internal consistency shown among the elements and pillars also. Hence, the study clearly

shows that proposed six sigma framework fulfils the requirement of reliability analysis.

Validity analysis on the proposed six sigma framework was also performed with the

same sample data in the first phase of this chapter. The study has performed content,

criterion-related as well as construct validity analysis. For the content validity analysis

twelve team members were consulted. They were suggested minor corrections to

improve questionnaire and to improve the format of the questionnaire. The criterion-

related validity analysis revealed bivariate correlation among pillars were high, which

was 0.3 and above. It clearly indicates all the elements in the proposed six sigma

framework plays important role. The study also performed construct validity analysis.

The objective of the construct validity is to check whether it measures the concept or the

theoretical construct it was anticipated or designed to measure. The validity analysis can

be performed on any scale, but the scale should satisfy two conditions: One is

unidimensionality of the scale. Secondly, the scale should fulfill the reliability conditions

as well (Ahire et al.,1996).


122

Unidimensionality is used to check whether all elements are concentrated towards the

main target of the measurement (Gerbing and Anderson, 1988; Pierce et al.,1989). The

study revealed all elements were shown unidimensionality towards pillars of the

framework. Similarly, all the pillars were shown unidimensionality towards six sigma.

The study has also performed reliability analysis the result shown high cronbach’s alpha

value. The proposed six sigma framework has fulfilled the validity and reliability

analysis requirements. Hence, the study concluded the proposed six sigma framework

can useful to implement in Indian manufacturing industry.

The chapter also include research methodology to perform ISM methodology for

proposed framework of six sigma in Indian manufacturing industry by considering two

automotive organization cases. The ISM was performed on two exemplary cases of

six sigma organizations in Indian manufacturing industry: one is small and medium scale

automotive industry (SMSAI) and other is large scale automotive industry (LSAI). These

cases (LSAI and SMSAI) were selected on the basis of capital scale of the organization.

From the discussion presented in the research work, it is focused as to how the

framework for six sigma practices in Indian manufacturing industry works. So far as

managerial implications of this framework are concerned, the study provides guidelines

for achieving standardization in all the functions involved and also helps a manager to

understand cause and effect relationship among various important pillars in developing a

six sigma organization.

Such relationships can be used to diagnose any form of malfunctioning that may exist in

six sigma practices. From researcher’s point of view, the framework provides a definitive

set of pillars which in totality present the overall picture of six sigma and which

overcomes the deficiency that exists in standard theory of integrating various field of six

sigma practices together.

The proposed framework highlights the importance of various relationships and

interrelationships between pillars of six sigma practices in Indian manufacturing

industry. However, there are some shortcomings of the present study. Firstly, the case

study focused only on the automotive sector. However, in India, several other sectors of

manufacturing like process, machinery, apparel sectors are also fast growing and

six sigma practices are very prevalent in them.


123

Therefore in order to test the applicability of the proposed six sigma framework in these

sectors too, several more studies should be conducted. Secondly, the pillars of six sigma

practices are solely based on existing literature (although respondents in the survey are

practitioners), hence in order to increase the robustness and comprehensiveness of

proposed six sigma framework, more pillars in consultation with practitioners and

consultants can be added. In the end, authors would like to suggest to the researchers to

deliberate on the proposed framework and make efforts to enhance the applicability of

this framework in other manufacturing sectors so that all the sectors of manufacturing

industry not only in India but in other countries too, can be also benefited from adopting

the proposed six sigma practices.

6.8 Conclusion

In this chapter various statistical tools like the descriptive statistics; reliability

analysis, principle component analysis, structure evaluation modelling, and

correlation analysis are used and the data was analyzed using SPSS (version 18.0 V).

Based on the 200 responses received from Indian manufacturing industries, the

proposed six sigma framework was tested. The study found Pearson’s one tailed

correlation coefficient value. It is revealed that a strong correlation exists among

pillars and elements under pillars also in the proposed framework. The study also

performed reliability analysis to find out the reliability of the pillars and its

respective elements, which revealed all pillars and its elements have high cronbach’s

alpha value. The study also performed unidimensionality of the pillars as well as

elements under the pillars, which revealed that all the pillars were unidimensional

towards six sigma and all the elements were unidimensional towards respective

pillars of the framework.

The ISM model based on expert opinions were formed which enabled comparison of

the structural model from the different pillars of six sigma practices. The ISM was

developed for two automobile component manufacturing organizations as test cases.

The two manufacturing organizations selected from the automobile sector, which

were SMSAI and LSAI. The relationships among pillars of six sigma framework

were obtained from ISM, and later were subjected to statistical testing for model fit

by using SEM. The input to SEM was the respondent’s (200 responses) data used in

previous study in the present chapter. The major findings revealed that ISM of LSAI


124

organization statistically fits for six sigma framework, and finally MICMAC analysis

was conducted to find the driving and dependency power of each element of the

statistically fit six sigma framework. Finally, based on the results obtained through

various analysis conducted in this chapter, the study concludes the proposed

six sigma framework is suitable to implement in Indian manufacturing industries.


125

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Chapter 7

Conclusions

Global competition, rapidly changing technologies impose a great deal of competition

from global market to manufacturing industries in India. In order to be competitive

globally, Indian manufacturing industries have to work most efficiently and improve

their productivity. Moreover shorter product life cycles have contributed in making the

current manufacturing environment extremely competitive. Under such circumstances,

traditional quality improvement approaches which were used by the industries are no

longer provide edge over the competitors.

Hence many industries are implementing various change management programmes such

as Total productive maintenance (TPM), Total quality management (TQM),

Six sigma (SS), Lean enterprise (LE) systems, etc. Among such programmes, six sigma

has attracted the attention of many industry professional significantly, which is reflected

in the number of case studies and participating organization in the surveys that are

reported in the literature related to six sigma.

However, many organizations are not successful in their attempts to implement six sigma

effectively. Although many publications and books are available that discusses about

six sigma, it is ironical to hear about such failures. It is due to there is an improper

understanding of six sigma among the professionals. Many researchers has discussed

that implementation of six sigma requires a thorough understanding about the ‘six sigma

elements’, ‘steps to implement six sigma’, and ‘relationship between six sigma

elements’. Although there is a good literature available about six sigma but it seems to

be highly incoherent with respect to use of elements and inconsistent in strategy

formulation. Hence, there is a need to study the six sigma practices in Indian

manufacturing industry and also find out a definitive set of pillars (or practices) of

six sigma that can lead to six sigma excellence framework.

The present research is focused on examining some of fundamental concerns in field of

six sigma. Hence, the present study has focused on addressing all these concerns while

Conclusions

129

making efforts to present an empirical investigation of six sigma practices in Indian

industry.

In Chapter 2, in depth review of six sigma literature is presented. It provides a

comprehensive assessment of research methodology and content of six sigma research

articles published from 1995 to 2011 in 52 journals having focus towards six sigma.

A systematic classification and a critical analysis was performed to identify research

gaps in content of six sigma as well as to recommend directions for future research.

Using research approach given by Nakata and Huang, this chapter reviewed total 179

research articles related to six sigma research with respect to research methodology and

its related aspects

The research reveals that most of the articles are conceptual in nature and empirical

articles are increasing aggressive than the past.

The study has found a rise in empirical approach over the years but still it is in minority

as compared to conceptual approach and hence there is further need for more empirical

research to get better benefits to the organizations. The review also indicated that

researchers should start focusing on various sphere of theory verification as well rather

than only theory building.

The literature review carried out in Chapter 2 has found that the contribution of research

articles is mainly from academicians with very few professional being involved. To

overcome this issue, the academicians have to collaborate with the professionals to get

better conclusions and articles useful to the industry. There is need to improve the

catchment of research in these developing countries through the various research

institutions, collaboration between institutions and organizations and encouragement

from local government to the researchers.

The various gaps in the existing literature were found regarding the status of six sigma

implementation in Indian manufacturing sector and applicability of existing frameworks

in the Indian industry.

The third Chapter discusses about the research approach which has been widely followed

by the practitioners and researcher for carrying out an extensive survey in the

Conclusions

130

manufacturing scenario. The justification for using empirical research for the study and

the detailed description of the research methodology followed is given. The type of

empirical survey that is to be done has been explained and the justification for selecting

for questionnaire survey is also explained. At the end of this chapter, the method of

collecting the industry database is explained and finally a brief overview about the five

sample sectors namely automobile, machines and equipments, electrical and electronics,

process industries and textiles which were chosen for conducting the survey research are

provided.

Chapter 4 describes about the various steps undertaken by researchers and consultants

related to the concept of six sigma have been studied and certain frameworks as

suggested by various academicians / researchers / consultants were identified.

Reliability and validity analysis of these existing frameworks of six sigma has been

done through extensive survey of Indian manufacturing industry. The results of this

survey have been discussed in this chapter, and the results show that although majority

of the frameworks are displaying high level of reliability, very few frameworks

displayed unidimensionality with respect to the construct i.e. six sigma it measures.

Apart from this, many important constructs were not found in the existing

frameworks like, quality control tools and techniques, standardization etc. Very few

frameworks reported importance of training and education in their frameworks.

Hence, it has been concluded that none of the existing frameworks can be used in their

present form and therefore there is a need for development of a new framework to

address all these gaps.

Hence there is a need for development of a new framework which will suite and fulfill

the requirements of Indian industry which suits the Indian milieu and provide strategic

directions for the Indian industry

In the fifth Chapter, a critical review of six sigma frameworks is discussed and an

attempt is made to highlight the inconsistencies present in existing frameworks. Various

frameworks proposed by authors, researchers and practitioners were compared to find

out the commonalities. Subsequently the total 159 elements obtained through the various

frameworks and were clubbed under major initiatives referred as pillars like Top

management commitment and leadership, Project selection and Execution methodology,

Training and Education, Customer Relationship Management, Effective Information

Conclusions

131

technology and communication System, Quality Improvement Tools and Techniques,

Supply Chain Management, Human resource management (HRM). Along with the same

some more initiative like standardization were proposed to take into account the

changing manufacturing scenario. Finally a six sigma framework was proposed to give a

coherent set of elements with the help of empirical study as well as comparative analysis.

The proposed framework will help researchers to overcome the limitation of existing six

sigma frameworks and help reducing the inconsistencies that may occur in future six

sigma frameworks.

In the sixth Chapter, firstly, extensive survey of Indian industries has been done for

empirical investigation for the usefulness and comprehensiveness of the proposed six

sigma framework for the Indian Industry. This chapter discusses about the observations

and analysis of the second questionnaire which were sent to the same industries as

discussed in fourth Chapter. The second questionnaire was developed to check the

reliability and validity of the developed framework. The developed framework of six

sigma was validated. Secondly, a path analysis for proposed framework of six sigma in

Indian manufacturing industry using interpretive structural modelling (ISM) and

structural equation modelling (SEM) was performed. The ISM is done using two six

sigma principles practicing Indian manufacturing industry. The study has identified two

organizations, one of the organizations is practicing six sigma principles aggressively

and another organization has also implemented six sigma, but lacking in six sigma

implementation as compared with first organization due to its limitations. Based two

organizations practices, ISM model were developed. The relationships among pillars of

six sigma framework were obtained from ISM, and later were subjected to statistical

testing of model fit by using SEM. The input to SEM was the respondent’s (200

responses) data used in previous study. The major findings revealed that ISM based on

organization, is statistically fit for six sigma framework.

7.1 Summary of contributions of the research

The contribution of this research may be summarized in the following manner:

� Extensive review of six sigma literature was carried out to identify various research

gaps and existing six sigma frameworks.

Conclusions

132

� Validity and reliability of the existing six sigma frameworks were carried out using

an exploratory survey. In addition, it was found none of the frameworks were

suitable in existing form for Indian manufacturing scenario.

� A structured framework of six sigma was proposed. The proposed framework can be

helpful to organizations to identify the various initiatives towards implementation of

six sigma for manufacturing excellence.

� The managerial implications of six sigma framework can be vastly felt. In India

many companies are new to six sigma implementations. The present study thus

provides managers an insight as to what are the pillars of six sigma and what are the

elements under these pillars. These nine pillars also span across all the crucial areas

of business right from project selection and execution to customer relationship

management. This can guide managers about the use these pillars within a

framework to achieve successful six sigma implementation. The main benefit of the

study is that the nine pillars proposed with the help of conceptual analysis as well as

group of experts belonging to academics, professionals and consultants. The

elements of the framework are derived with the help of empirical study from Indian

manufacturing sector.

� The proposed framework was validated using one more exploratory survey and path

analysis. Various statistical analyses were used, which confirmed that the developed

framework is legitimate in the Indian scenario. Finally, the applicability of the

proposed framework of six sigma is verified in two manufacturing organizations with

the help of ISM model.

� The research contribution of the study are far reaching as huge literature on six sigma

lacks standardization. The identified pillars of six sigma can be used as standard and

important set of elements for future research since these pillars and elements are

derived from literature and empirical study from Indian manufacturing industry.

� The proposed framework of six sigma provides a definitive set of elements which

present overall picture of six sigma and overcomes the deficiency that exists in the

literature with respect to frameworks.

� It was found that there exists a huge gap between theory building and theory

verification. Theory building is progressing at faster rate than theory verification.

Hence researchers must concentrate on theory verification as well to bring the

discipline to maturity phase.

Conclusions

133

� It is observed that sample size used by various researchers especially in survey

research is very much restricted. Hence researcher should try to go for larger sample

sizes and try to achieve higher response rates in survey research.

� In the also felt researchers working on empirical studies should report several

characteristics of respondents like industry, work experience of respondents,

designation etc. Such characteristics is helpful to judge the quality and reliability of

the reported facts and theories. However getting complete demographic data is not an

easy task but researchers can take help of survey professionals in this context.

7.2 Recommendations for future work

The work presented in thesis addresses several issues related to six sigma in empirical

research literature, Indian manufacturing industry and theory. However there are few

issues that remained unaddressed due to limitation on the scope of work. Hence avenues

for further research are suggested, which are given as follows:

� In the present study, only five sectors across the Indian manufacturing domain were

considered and the response rate was reasonable good as compared to present

empirical research works. However, this study can further be extended to various

other sectors and the reliability / validity of the proposed framework in other sectors

can also be analysed.

� The five sectors considered for study can further be refined to various sub

classification within each sector like for process industries cement, pharmacy,

chemical, etc. and their level of six sigma identified.

� Each pillar of six sigma framework can be developed further by identifying their

implementation elements individually.

� Further development of this questionnaire can be done so that it can be used for a

global survey also. By doing this it will be possible to compare the Indian companies

and their global counterparts.

� In the present study relationships amongst various pillars of proposed six sigma

pillars were identified using bivariate correlation (Pearson’s Correlation) which

indicated positive correlations among the nine pillars. This relationship can be further

analyzed using other methods.

A-1

Appendix-A: List of papers reviewed in Chapter 2

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Appendix-A

A-15

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Appendix-A

A-16

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B-1

Appendix-B

Survey questionnaire for empirical study of “Six Sigma Implementation

Frameworks” in Indian manufacturing industry

Introduction: Academic researchers/ Consultants/ Organizations have proposed various

frameworks for Six Sigma Implementation, which are available in literature. The

frameworks for Six Sigma Implementation are identified from existing literature. The

frameworks and its elements are presented in this questionnaire. The Questionnaire

consists of two parts: Part A consists of organization profile and competitiveness,

whereas Part B consists of Six Sigma implementation frameworks and its elements. The

aim of the study is given below:

Aim: An empirical analysis of Six Sigma Implementation frameworks in Indian

manufacturing industry

==============================================================

PART A: Organization Profile

1. Name of Organization:

2. Name of respondent and designation (optional):

3. Total years of experience:

4. Plant location:

5. What are the major products of the organization?

6. Total turnover of the organization:

Appendix-B

B-2

7. What is the vision statement of your organization?

8. What is the mission statement of your organization?

9. Please indicate the number of employees in your organization.

(a) 0-50 (b) 51-499 (c) 500-2000 (d) 2001-4999 (e) Over 5000

10. Do you consider your organization as a?

(a) Small enterprise (b) Medium enterprise (c) Large enterprise

11. Does your organization following Six Sigma activities / tools?

(a) Yes (b) No

12. If yes, how long did your organization following the Six Sigma activities / tools?

(a) Less than 1 year (b) 1 Year (c) 2 Years (d) More than 2 Years

13. Where the Six sigma activities / tools are implemented in your organization?

(a) Whole organization/enterprise (product development, manufacturing and

distribution)

(b) Product development

(c) Manufacturing

(d) Physical distribution system (Supply chain management)

(e) Other (Please specify)

14. Indicate the growth of the organization in terms of revenue in the last 3 years:

(a) Over 20% (b) Between 10-20% (c) Less than10% (d) Negative growth

15. Indicate the growth of organization in terms of profit in the last 3 years:

(a) Over 20% (b) Between 10-20% (c) Less than 10% (d) Loss

Appendix-B

B-3

16. Please indicate your organization’s performance over the last 3 years compared to

your competitors:

(a) Excellent (b) Good (c) Average (d) Below Average (e) Poor

17. Please indicate the rank of priority for the objectives of your organization (1 for

highest and 6 for lowest). Please add any additional objective and its rank of priority

if not included below:

Organization objectives Rank Organization objectives Rank

Profit Global focus

Growth Maintain competitive

advantage

Survival Social responsibility

Other (please specify)

Other (please specify)

18. Please indicate the rank for the competitive priorities of your organization (1 for

highest and 10 for lowest). Please add any additional competitive priority and its rank

if not included below:

Competitive priority Rank Competitive priority Rank

Cost Delivery/Availability

Flexibility Morale

Environmental consciousness Customer relations

Quality and reliability Productivity

Innovation Sustainability

Global focus Other (please specify)

Appendix-B

B-4

PART B

Guidelines for filling the questionnaire:

Please consider each framework in isolation / individually to achieve six sigma

implementation.

Please read the framework and its elements carefully and indicate/assign the actual level of

importance of the elements of the framework mentioned as per your expertise in your

organization.

The level of importance is given from 1 to 5 wherein:

1: Unimportant 2: Ordinary Important 3: Important 4: Very Important 5: Absolutely

Important

Framework 1: VIJAY SHANMUGAM

S.No Constructs / Elements / Tools 1 2 3 4 5

1.1 Top management commitment

1.2 Training

1.3 Project selection

1.4 Team selection

1.5 Communication

Framework 2: Roger Hiltona, Margaret Ballab and Amrik S. Sohal

S.No Constructs/ Elements/ Tools 1 2 3 4 5

2.1 Executive commitment

2.2 Adopting the philosophy

2.3 Benchmarking

2.4 Training

2.5 Closer customer relationships

2.6 Closer supplier relationships

2.7 Open organisation

2.8 Employee empowerment

2.9 Flexible operations

2.10 Process improvement

2.11 Measurement performance of operational activities

2.12 Organisational structures

2.13 Zero defects mentality

2.14 work force improvement teams

2.15 Planning and values

2.16 Audits

2.17 Problem solving tools

2.18 Design and engineering ( Quality function deployment)

2.19 Flexiable production lines

Appendix-B

B-5

Framework 3: FORREST B. GREEN

S.No Constructs/Elements/Tools 1 2 3 4 5

3.1 Strong customer focus

3.2 Elevated employee involvement

3.3 Continuous improvement

3.4 Enlightened leadership

3.5 Fact-based decision making

Framework 4: NAVIN SHAMJI DEDHIA


4.1 Necessary resources

4.2 Support and leadership of top management

4.3 Customer requirements identified explicitly

4.4 Comprehensive training programme

Framework 5: FU-KWUN WANG, TIMON C. DU and ELDON Y. LI

S.No. Constructs/Elements/Tools 1 2 3 4 5

5.1

A committed leader is needed to ensure a successful Six-

Sigma implementation

5.2

Six-Sigma efforts must be integrated with existing business

strategies and key performance measures

5.3

The framework of business process must support successful

Six-Sigma efforts

5.4

Six-Sigma requires disciplined customers and market

intelligence

5.5 Six-Sigma projects must produce real savings or revenue

5.6

Well-trained full-time team leaders, who are known as

Champions, Master Black Belts, Black Belts, and Green Belts,

must lead six-Sigma projects

5.7

Six-Sigma projects must be supported by the continuous

reinforcement and reward of leaders

Framework 6: Kamran Moosa and Ali Sajid


6.1 Vision of top management

6.2 Appropriate strategies based on experiences

6.3 Practical and hands on training to managers

6.4

Effective coordination through proper project management

in the first 1–2 years

6.5 Leadership of quality which demands effective accountability

6.6 Motivation and teamwork from managers

Appendix-B

B-6

Framework 7: Ka-Yin Chau , Songbai Liu and Wai-Hung Ip


7.1 Management support and participation

7.2 Resource allocation

7.3 Data-driven decision making

7.4 Measurement and feedback

Framework 8: LOUISE DAVISON and KADIM AL-SHAGHANA


8.1 Demonstration of management commitment to quality

8.2 Creating awareness of quality

8.3 Training

8.4 Employee participation

8.5 Performance evaluations based on quality-related criteria

Framework 9: E. V. GIJO and TUMMALA S. RAO

S.No Constructs/ Elements/Tools 1 2 3 4 5

9.1 Top management support

9.2 Finding best Six Sigma Master Black Belt or consultant

9.3 Proper project selection

9.4

Resources (such as training facilities and computing software

facilities)

9.5

Use of quality tools(such as Quality Function Deployment

(QFD),tree diagrams, Pareto diagrams)

Framework 10: RODNEY MCADAM and ALISON EVANS


10.1 Role of management

10.2 Empowerment, reward and co-operation

10.3 Process performance issues

10.4 Cultural transformation

10.5 Customer satisfaction

10.6 Methods of communicating to all employees

Framework 11:Hakan Wiklund and Pia Sandvik Wiklund


11.1 Top management Involvment

11.2 Proper selection of Six Sigma projects

11.3 Highly disciplined approach

11.4

Use of statistical tools and the statistical design of

experiments (DoE)

11.5 Tranining

Appendix-B

B-7

Framework 12: Bill Wyper and Alan Harrison


12.1

Importance of people issues in management of change (e.g.

fear of change, fear of being measured, not dissatisfied with

present, etc.)

12.2 Need to involve suppliers and customers

12.3 Benefits of clear definition of the process

12.4 Effectiveness and simplicity of Six Sigma tools

12.5

Importance of effective and effcient CHART data collecDon

system

12.6

Importance of criteria for measures of performance's

selection

12.7 Leardership

Framework 13: C. R. GOWEN III, G. N. STOCK and K. L. MCFADDEN


13.1 Six Sigma initiatives

13.2 Knowledge acquisition

13.3 Knowledge dissemination

13.4 Knowledge responsiveness

13.5

Quality programme results (such as customer

satisfaction, net cost savings and reduction of errors)

13.6 Sustainable competitive advantage

Framework 14: R. SHAH, A. CHANDRASEKARAN and K. LINDERMAN


14.1 Top management leadership

14.2 Customer requirements

14.3 Focus on financial and non-financial results

14.4 Structured method of process improvement

14.5 Strategic process selection

14.6 Full-time specialist ( such as black belt)

Framework 15: ZIAUL HUQ

S.No Constructs/ Elements/ Tools 1 2 3 4 5

15.1 Strategic leadership

15.2 Participative management (team approach)

15.3 An explicit focus on internal and external customers

15.4

Changing the organization structure to better identify and

improve processes

15.5

Establishment of an ERP system that is focused on process

analysis and quality

15.6 Workforce culture

Appendix-B

B-8

Framework 16: Joseph A. De Feo,Zion Bar-El


16.1 Top managament commitment


16.3 Resource allocation

16.4 Training


16.6 Reward system

Framework 17: Satya S.Chakravorty


17.1 Perform strategic analysis

17.2 Form cross-functional improvement team

17.3 Choose improvement tools

17.4

Execute high-level process mapping and prioritize

improvement

17.5 Develop detailed implementation plan

17.6 Implement,document and revise

Framework 18: Alessandro Brun


18.1 Management involvement and commitment

18.2 Cultural change

18.3 Communication

18.4 Organizational infrastructure and culture

18.5 Education and training

18.6 Linking SixSigma to business strategy

18.7 Linking Six Sigma to customer

18.8 Linking Six Sigma to human resources

18.9 Linking Six Sigma to suppliers

18.10 Understanding tools and techniques within Six Sigma

18.11 Project management skills

18.12 Project prioritisation and selection

Framework 19: Xingxing Zu, Lawrence D. Fredendall, Thomas J. Douglas



19.2 Customer relationship

19.3 Supplier relationship

19.4 Workforce management

19.5 Quality information

19.6 Product/service design

19.7 Process management

19.8 Six Sigma role structure

Appendix-B

B-9

19.9 Six Sigma structured improvement procedure

19.10 Six Sigma focus on metrics

Framework 20: Roger G. Schroeder , Kevin Linderman, Charles Liedtke, Adrian S. Choo


20.1 Leadership engagement

20.2 Improvement specialists

20.3 Strategic project selection

20.4 Structured method

20.5 Performance metrics

Framework 21: Ying-Chin Ho, Ou-Chuan Chang , Wen-Bo Wang


21.1 Top management’s commitment and participation

21.2 Business strategy based on customer demands

21.3

Establishment of the Six Sigma framework OR an effective

organizational infrastructure should be in place

21.4 Project execution and follow-up of the results

21.5 Investment of essential resources

21.6

Investment and training framework for trainers and mentors

(such as Black Belts)

21.7 Incentive/reward system

21.8 Use of data analysis with data that are easily obtainable

21.9 Attention given to both long-term and short-term targets

21.10 Coordination with a knowledge management system

21.11 Project meshes with company’s business strategy

21.12 Cooperation and communication

21.13 Utilization of Six Sigma tools

Framework 22:Leopoldo J. Gutie´rrez Gutie´rrez, F.J. Llore´ns-Montes and O scar F. Bustinza

Sa´nchez


22.1 Teamwork

22.2 Statistical Process Control

22.3 Shared vision

22.4 Organization Performance

Framework 23: Maneesh Kumar, Jiju Antony, Frenie Jiju Antony and Christian N. Madu



23.2 Understanding Six Sigma methodology

23.3 Linking Six Sigma to business strategy

23.4 Linking Six Sigma to the customer

23.5 Project prioritization and selection

23.6 Organizational infrastructure

Appendix-B

B-10




23.10 Training

23.11 Linking Six Sigma to employees

23.12 Integrating Six Sigma with financial accountability

23.13 Project tracking and review

23.14 Company-wide Commitment

23.15 Full-time versus part-time resources

23.16 Information and analysis systems

23.17 Use of quality tools

23.18 Human resource management system

23.19 Competitive benchmarking

Framework 24: T. N. GOH


24.1 Top down initiation of a serious quality journey (not a book-

keeping exercise)

24.2 Hierarchy of expertise and execution (champions, Black Belts, etc.)

24.3 Structured deployment of tools (DMAIC)

24.4 Customer focus (in contrast to inward-looking

standardization)

24.5 Clear performance metric (sigma levels; defects per million

opportunities (dpmo))

24.6 Fact-based decisions (not procedure or judgment based)

24.7 Application of statistics (analytical, not will power)

24.8 Service as well as engineering applications (thus extending

the horizon of statistical thinking)

24.9 Recognized time effects in process analysis (with explicit

provisions for short-term and long-term variations)

24.10 Result oriented (project by project; three to six months

project duration makes progress tangible)

24.11 Business oriented (achievements often required to be

expressed in financial terms)

24.12 Good timing (coming at a time when personal computing

hardware and statistical software packages had become

widely available, making pervasive implementation possible).

Framework 25: Ricardo Banuelas, Jiju Antony, and Martin Brace



25.2 Project selection and its link to business goals

25.3 Training and teamwork

25.4 Project progress tracking and monitoring

Appendix-B

B-11

Framework 26: CHANG-TSEH HSIEH,BINSHAN LIN,BILL MANDUCA


26.1 A genuine focus on the customer

26.2 Data-and fact-driven management

26.3 Process focus, management, and improvement

26.4 Proactive management

26.5 Boundary-less collaboration

26.6 A drive for perfection, and yet a tolerance for failure

Framework 27:GRAEME KNOWLES, LINDA WHICKER, JAVIER HERALDEZ FEMAT and FRANCISCO DEL

CAMPO CANALES


27.1 Senior management commitment

27.2 Good cultural fit

27.3 Good training in tools

27.4 Strictly following the DMAIC methodology

27.5 Customer focus

27.6 Linked to organisational strategy

Framework 28: Maneesh Kumar,Jiju Antony



28.2 Communication

28.3 Link quality improvement to employee



28.6 Link quality initiatives to customer


28.8 Link quality initiatives to business

28.9 Link quality initiatives to supplier

28.10 Project management skill

28.11 Organization infrastructure

28.12 Vision and plan

28.13 IT and innovation

Framework 29: Jiju Antony,Darshak A. Desai


29.1 Management commitment and participation



29.4 Training

29.5 Linking six sigma to customers

29.6 Linking six sigma to business strategy

29.7 Linking six sigma to employees

Appendix-B

B-12

29.8 Linking six sigma to suppliers

29.9 Understanding of six sigma methodology



29.12 Leadership for Six Sigma

Framework 30: Ayon Chakrabarty and Tan Kay Chuan




30.3 Organizational readiness

30.4 Customer focus


30.6 Company-wide commitment

Framework 31: Chuni Wu,Chinho Lin


31.1 customer focus

31.2 Upper Management involvement and commitment

31.3 External Communication

31.4 Internal communication Plan

31.5 Infrastructure management

31.6 process improvement

Framework 32: Chu-Hua Kuei and Christian N. Madu


32.1 Stakeholder and technical requirements

32.2 Leadership triad

32.3 Statastical thinking

32.4 Strategic thinking

32.5 System capabilities

32.6 Cultural acceptance

32.7 Employee fulfillment

Framework 33: Behnam Nakhai,Joao S. Neves



33.2 Training

33.3 Company’s culture and values

33.4 Six sigma initiative must be focused on the customer

Appendix-B

B-13

Framework 34: Razvan Lupan and Ioan C. Bacivarof,Lasquo, Istia


34.1 Top management Commitment

34.2 Process approach

34.3 Customer focus

34.4 Continuous improvement

Framework 35: Doug Sanders and Cheryl Hild


35.1

A focus on the development of critical thinking and the

integration of current knowledge and experience with tools

35.2

Education of management in the philosophy,

methods,applications, and their roles

35.3

Support for any goals established with the means,

opportunities,and mechanisms to attain the goals

35.4

Integration of all concurrent initiatives and communication

throughout the organization

35.5 Translation of internal objectives to external customer values

35.6

Alignment of project objectives with site/area objectives and

then with organizational objectives

35.7

Valuing and rewarding the attainment and the transfer of

process/product knowledge in addition to dollars saved on

projects.

Framework 36: Venkateswarlu Pulakanam and Kevin E. Voges



36.2 Linking Six Sigma to Customers (Customer focus)


36.4 Executive leadership and senior management commitment

36.5 Organizational infrastructure / readiness

36.6 Management of cultural change

36.7 Project selection and prioritisation

36.8 Integration of Six Sigma with financial accountability

36.9 Understanding the Six Sigma methodology

36.10 Training and education

36.11 Project tracking and reviews

36.12 Incentive program

36.13 Company-wide commitment


36.15 Linking Six Sigma to employees

Appendix-B

B-14

Framework 37: Young Hoon Kwak, Frank T. Anbari


37.1 Management commitment and involvement

37.2

Understanding of six sigma methodology,tools, and

techniques



37.5 Project selection, reviews and tracking




37.9 Liking six sigma to suppliers

37.10 Training

37.11 Linking six sigma to human resources

Framework 38: Archana Shukla,R. Srinivasan



38.2 Black belts availability

38.3 Training

38.4 Change in Attitude

38.5 Proper Communication to employees

38.6 Teamwork

Framework 39: Jaideep Motwani, Ashok Kumar and Jiju Antony


39.1 Strategic initiatives

39.2 Learning capacity

39.3 Cultural readiness

39.4

Information technology leverageability and knowledge-

sharing capability

39.5 Network relationships

39.6 Change management practice

39.7 Process management practice

Framework 40: Ricardo Banuelas and Jiju Antony



40.2 Cultural Change

40.3 Communication

40.4 Organisation Infrastructure

40.5 Training

Appendix-B

B-15


40.7 Linking six sigma to customer

40.8 Linking six sigma to human resources

40.9 Linking six sigma to suppliers

40.10 Understanding tools and techniques within six sigma

40.11 Project managements skills

40.12 Project prioritisation and selection

Framework 41: Taina Savolainen and Arto Haikonen



41.2 Creating the six sigma council

41.3 Organizing and resource allocation


41.5 Definition of the organization’s key processes and their measurement

41.6 Training of experts and operators

41.7 Clarity of the roles of different actors involved

Framework 42: Pande et al. and George


42.1 Customer focus

42.2 Project feasibility of the projects in a limited timeframe

42.3 Evaluation of responsility of profitability

42.4 Consequent agreement on objectives and controlling of results

42.5 Focus on the essential business processes

42.6 Application of an approved toolset

42.7

Consequent enabling of employees and provision of

resources

Framework 43: Ricardo Banuelas, Charles Tennant, Ian Tuersley and Shao Tang


43.1 Customer focus

43.2 Financial impact


43.4 Measurable and feasible

43.5 Learning and growth

43.6 Connected to business strategy and core competence

Framework 44: Godecke Wessel and Peter Burcher


44.1 Vision and strategy

44.2 Control level ( e.g. Balanced score card)

Appendix-B

B-16

44.3 Operational level (six sigma methods and Tools)


44.5 Cultural imlementation tools

44.6 Profitability improvement

44.7 Project tracking period

44.8 Training

44.9 Cultural implementation element

44.10 Role of project leader

44.11 Willingness to change the organisational culture

Framework 45: Chao-Ton Su,Tai-Lin Chiang,Che-Ming Chang


45.1 Emphasis on statistical science and measurement

45.2 Rigorous and structured training deployment plan

45.3

Project-focused approach with a single set of problem-solving

techniques such as DMAIC

45.4

Reinforcement of Juran’s tents of top management leadership,

continuous education and an annual savings plan.

Framework 46: Leila Jannesari Ladani and Diganta Das,Jerry L. Cartwright,Robert Yenkner, Jafar

Razmi


46.1 Availability of necessary resources

46.2 Training

46.3 Number of black belts in the company

46.4 Chang in culture

46.5 Six sigma tools and techniques

Framework 47: Jiju Antony


47.1 Strong leadership and management commitment

47.2 Organisational culture change

47.3 Aligning six sigma projects to corporate business objectives

47.4 Selection of team members and teamwork

47.5 Six sigma training

47.6 Understanding the DMAIC methodology

47.7 Use of statastical tools

47.8 Techniques and key metrics

47.9 Selection of projects and project management skills


47.11 Accountability (tying results in financial terms to the bottom-line)

Appendix-B

B-17

Framework 48: Savolainen and Haikonen


48.1 Top management education and training

48.2

Definition of the organization’s key processes and their

measurement

48.3 The experts and operators training

48.4

The clarity of the roles of different actors involved in the

improvement process

Framework 49: Geroge Elliott


49.1 To establish Leadership commitment

49.2

Focus on most important of aspects of performance and

customer satisfaction

49.3 Ensure high level of technical knowledge

49.4 Establiish an "in control" operating mandate for all processes

49.5

Verify and commit to enforcing the discipline of standard

operating "should run" procedures

49.6 Provide a six six sigma process capability

49.7 Creat a culture of visible performance measurement

49.8 Design for manufacturability

49.9

Reward and sustain a culture of uncompermising excellence

and daily process discipline

49.10 Keep other initiatives out

Framework 50: Arto Haikonen,Taina Savolainen,Pekka Jarvinen


50.1 Clear Six Sigma implementation strategy

50.2 Superiors’ commitment

50.3

A leading advocate (“cheerleader”) a full-time worker who is

enthusiastic and capable of promoting Six Sigma in the

organizational culture

50.4 Leadership

50.5 Utilization of results

50.6 Use of methdology

50.7 Measurement and data Collection

Framework 51: Ayon Chakrabarty and Kay Chuan Tan





51.4 Financial benefits

51.5 Understanding of process

Appendix-B

B-18

51.6 Performance metrics

51.7 Customer focus

Framework 52: Rhonda L. Hensley and Kathryn Dobie


52.1 Managerial commitment and involvement

52.2 Organization’s willingness to make cultural changes

52.3 Patience from management and employees

52.4 Development of change agents within the organization

52.5

Incorporation of six sigma efforts into the company’s

strategic plans and the plans of its customers and suppliers

52.6 Well developed understanding of the tools in six sigma

52.7 Ability and skills necessary to handle projects

Framework 53: Rupa Mahanti,Jiju Antony



53.2 Linking Six Sigma to business strategies

53.3 Project planning and management

53.4 Understanding the Six Sigma methodology


53.6 Training and education

53.7 Employees’ commitment

53.8 Integrating Six Sigma with the financial infrastructure


53.10 Customers involvement


53.12 Linking Six Sigma to process improvement

53.13 Knowledge Sharing

53.14 Team communication

53.15 Risk management

53.16 Linking Six Sigma to input quality

53.17 Productivity Improvement

53.18 Document management

53.19 Suppliers involvement

Framework 54: Maneesh Kumar and Jiju Antony, Alex Douglas



54.2 Communication

54.3 Link quality initiatives to employee



54.6 Link quality initiatives to customer

Appendix-B

B-19


54.8 Link quality initiatives to business

54.9 Link quality initiatives to supplier

54.10 Project management skill


54.12 Vision and plan

54.13 IT and innovation

Framework 55: Kim M. Henderson,James R. Evans


55.1 Upper management support/involvement


55.3 Training

55.4 Tools

55.5

Link to human resources-based actions (promotions,

bonuses, etc.)

Framework 56: Mark Goldstein


56.1 Deployment plan

56.2 Active participation of the senior executives

56.3 Project reviews

56.4 Technical support (Master Black Belts)

56.5 Full-time resources

56.6 Training

56.7 Communications


56.9 Project tracking

56.10 Incentive program

56.11 Safe environment

56.12 Supplier plan


Framework 57: Hemant Urdhwareshe


57.1 Management commitment

57.2 Existence of basic system such as QS-9000

57.3 Implementation partner

57.4 Number of black and green belts

57.5 Project selection and scoping

57.6 Software used for analysis

57.7

Linkage of successful project leadership and team support to

recognition and reward system

57.8 Accountability for sponsors/champions

Appendix-B

B-20

57.9 Co-location of belts

57.10 Publishing success stories

Framework 58: Coronado and Antony Jiju Antony and Ricardo Banuelas (2002)




58.3 Communication


58.5 Training


58.7 Linking Six Sigma to customer


58.9 Linking Six Sigma to suppliers,

58.10 Understanding tools and techniques within Six Sigma



Framework 59: Burton and Sams (2005)


59.1 Establish recognition of the need

59.2 Provide leadership commitment and support

59.3 Develop Six Sigma strategy and a deployment plan

59.4 Incorporate enterprise wide scope

59.5 Mandate linkage to the business plan

59.6 Make proper investment in resources

59.7 Develop communication and awareness effort

59.8 Focus on customer and results

59.9 Structure around the organization’s needs

59.10 Implement regulated program management

59.11 Build a teaming and employee involvement culture

59.12 Manage controversy and confrontation

59.13 Demand frequent measurement and feedback

59.14 Implement a structured project closeout process

59.15 Provide recognition and rewards

59.16 Leverage successes

Framework 60: Hayes


60.1 Executive engagement

60.2 Management involvement

60.3 Communications

60.4 Resources

60.5 Projects

60.6 Disciplines and consequences

Appendix-B

B-21

Framework 61:Furterer


61.1 Costomer focus

61.2 Culture and change management

61.3 Human Resource management

61.4 Infrastructure and Methodology

61.5 Use of Quality tools

61.6 Measurements (metrics)

Framework 62: Chang



62.2 Human resource management


62.4 Use of quality tools

62.5 Information and analysis

62.6 Supplier management

62.7 Customer management

62.8 Leadership

Framework 63: Park



63.2 Training scheme

63.3 Project team activities

63.4 Measurement system

63.5 Stakeholder involvement

Framework 64: Frank T. Anbari and Young Hoon Kwak



64.2 Understanding of Six Sigma methodology, tool, and

techniques

64.3 Linking Six sigma to business strategy

64.4 Linking Six sigma to customers

64.5 Project selection, reviews and tracking




64.9 Liking Six Sigma to suppliers

64.10 Training


Appendix-B

B-22

Framework 65:Xingxing Zu,Lawrence D. Fredendall,Tina L. Robbins



65.2 Customer relationship

65.3 Supplier relationship

65.4 Workforce management

65.5 Quality information

65.6 Product/service design


65.8 Six Sigma role structure

65.9 Structured procedure

65.10 Focus on metrics

65.11 Group culture

65.12 Developmental culture

65.13 Rational culture

65.14 Hierarchical culture

Framework 66:Wenny Chandra and T N Goh


66.1 Upper management involvement and commitment

66.2 Strategy coupled with the right people

66.3 Highly trained and cross-functional personnel in teamwork

66.4 Project orientation, with clear and defined goals

66.5 Striving for better quality , not just meeting minimum

standards

Framework 67:Daniel Alejandro Firka




67.3 Communication


67.5 Training


67.7 Linking Six Sigma to customers



67.10 Understanding tools and techniques within six sigma



C-1

Appendix-C: Selected results from Chapter 4 and Chapter 6

Component Matrix

a

Component

1 2

F1.1 -.462 .753

F1.2 .477 -.250

F1.3 .680 .610

F1.4 .747 .412

F1.5 .841 -.303

Extraction Method: Principal

Component Analysis.

a. 2 components extracted.

Rotated Component Matrix

a

Component

1 2

F1.1 .179 -.865

F1.2 .176 .509

F1.3 .913 .021

F1.4 .826 .212

F1.5 .405 .797


Component Analysis.

Rotation Method: Varimax with

Kaiser Normalization.

a. Rotation converged in 3

iterations.

Appendix-C

C-2

Component Matrixa

Component

1 2 3 4 5 6 7

F2.1 .333 -.348 -.441 .035 -.353 -.124 .489

F2.2 .358 -.362 .028 -.392 .078 .494 .073

F2.3 .264 .260 -.434 -.287 .368 .522 .061

F2.4 -.543 .524 .330 -.066 -.026 .225 -.118

F2.5 .819 -.060 -.169 -.056 -.167 -.038 -.104

F2.6 .661 .175 -.527 .028 -.058 -.216 -.230

F2.7 .341 -.441 .200 .506 .147 .205 -.298

F2.8 .312 -.453 .174 .491 .401 .107 .297

F2.9 .044 .310 -.018 .493 -.593 .012 -.313

F2.10 -.058 .067 -.490 .311 .385 -.376 -.012

F2.11 .454 -.026 .474 -.308 .363 -.129 -.472

F2.12 .519 .295 -.036 -.546 -.195 -.201 -.028

F2.13 .169 .546 -.070 .020 .542 -.381 -.096

F2.14 .738 .042 .285 .085 .260 .048 .239

F2.15 .327 .705 -.095 .401 .052 .060 .126

F2.16 .307 .400 -.334 .119 -.157 .597 -.201

F2.17 -.281 .739 .071 .024 .191 .134 .411

F2.18 .477 .254 .475 -.218 -.297 -.241 .294

F2.19 .519 .278 .578 .322 -.181 .076 .104

Extraction Method: Principal Component Analysis. a. 7 components extracted.

Appendix-C

C-3

Rotated Component Matrixa

Component

1 2 3 4 5 6 7

F2.1 .605 .087 .011 -.041 -.117 -.106 -.638

F2.2 .233 .086 .124 .364 -.516 -.424 .116

F2.3 .066 -.067 -.083 .823 .102 -.339 .014

F2.4 -.775 -.010 -.276 .081 -.017 .207 .143

F2.5 .731 .351 .021 .254 -.035 .083 .124

F2.6 .739 .078 -.138 .325 .357 .199 .076

F2.7 .226 .010 .762 .011 -.146 .186 .267

F2.8 .124 .190 .837 -.057 .057 -.255 -.108

F2.9 .031 .086 -.023 .036 -.009 .880 -.084

F2.10 .177 -.327 .127 -.036 .678 -.031 -.132

F2.11 .166 .286 .051 -.041 .003 -.195 .864

F2.12 .407 .414 -.569 .153 .006 -.093 .206

F2.13 -.040 .155 -.128 .106 .788 -.107 .306

F2.14 .260 .674 .342 .193 .113 -.225 .148

F2.15 -.082 .430 .030 .434 .525 .349 -.131

F2.16 .076 .033 -.022 .808 -.051 .373 -.023

F2.17 -.653 .266 -.243 .281 .391 -.056 -.253

F2.18 .119 .823 -.264 -.168 -.086 -.007 .042

F2.19 -.044 .805 .255 .041 -.041 .318 .123

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 9 iterations.

Component Matrixa

Component

1

F4.1 .802

F4.2 .800

F4.3 .842

F4.4 .640

Extraction Method:

Principal Component

Analysis.

a. 1 components

extracted.

Appendix-C

C-4

Component Matrixa

Component

1 2 3

F5.1 -.265 .721 .450

F5.2 .530 .325 .630

F5.3 .452 .090 -.068

F5.4 .472 -.598 .469

F5.5 .785 -.008 -.339

F5.6 .914 .016 .002

F5.7 .380 .662 -.370

Extraction Method: Principal Component

Analysis.



Component

1 2 3

F5.1 -.274 -.351 .771

F5.2 .384 .271 .750

F5.3 .461 .014 .060

F5.4 .246 .859 .031

F5.5 .838 .017 -.169

F5.6 .875 .237 .121

F5.7 .550 -.619 .187


Analysis.

Rotation Method: Varimax with Kaiser

Normalization.

a. Rotation converged in 5 iterations.

Appendix-C

C-5

Component Matrixa

Component

1

F6.1 .711

F6.2 .721

F6.3 .761

F6.4 .796

F6.5 .771

F6.6 .785

Extraction Method:

Principal Component

Analysis.

a. 1 components

extracted.

Component Matrixa

Component

1

F7.1 .754

F7.2 .744

F7.3 .727

F7.4 .841

Extraction Method:

Principal Component

Analysis.

a. 1 components

extracted.

Appendix-C

C-6

Component Matrixa

Component

1 2

F8.1 .904 -.134

F8.2 .854 .329

F8.3 -.007 .891

F8.4 -.343 .791

F8.5 .694 .169


Component Analysis.



Component

1 2

F8.1 .861 -.306

F8.2 .901 .158

F8.3 .166 .875

F8.4 -.184 .843

F8.5 .714 .032


Component Analysis.




iterations.

Appendix-C

C-7

Component Matrixa

Component

1

F9.1 .793

F9.2 .685

F9.3 .788

F9.4 .804

F9.5 .763

Extraction Method:

Principal Component

Analysis.

a. 1 components

extracted.

Component Matrixa

Component

1

F10.1 .711

F10.2 .721

F10.3 .761

F10.4 .796

F10.5 .771

F10.6 .785

Extraction Method:

Principal Component

Analysis.

a. 1 components

extracted.

Appendix-C

C-8

Component Matrixa

Component

1 2

F11.1 .409 -.861

F11.2 .800 -.234

F11.3 .626 .603

F11.4 .797 .158

F11.5 .085 .425


Component Analysis.



Component

1 2

F11.1 .378 .876

F11.2 .791 .263

F11.3 .648 -.580

F11.4 .802 -.128

F11.5 .100 -.422


Component Analysis.




iterations.

Appendix-C

C-9

Component Matrixa

Component

1 2

F12.1 .640 -.432

F12.2 .559 -.072

F12.3 .880 -.038

F12.4 .828 .000

F12.5 .284 .711

F12.6 .912 -.063

F12.7 .276 .744


Component Analysis.



Component

1 2

F12.1 .729 -.255

F12.2 .559 .073

F12.3 .861 .187

F12.4 .801 .211

F12.5 .094 .760

F12.6 .897 .171

F12.7 .078 .790


Component Analysis.




iterations.

Appendix-C

C-10

Component Matrixa

Component

1

F13.1 .711

F13.2 .721

F13.3 .761

F13.4 .796

F13.5 .771

F13.6 .785

Extraction Method:

Principal Component

Analysis.

a. 1 components

extracted.

Component Matrixa

Component

1

F14.1 .778

F14.2 .855

F14.3 .874

F14.4 .861

F14.5 .817

F14.6 .733

Extraction Method:

Principal Component

Analysis.

a. 1 components

extracted.

Appendix-C

C-11

Component Matrixa

Component

1

F15.1 .743

F15.2 .877

F15.3 .853

F15.4 .825

F15.5 .791

F15.6 .651

Extraction Method:

Principal Component

Analysis.

a. 1 components

extracted.

Component Matrixa

Component

1

F16.1 .796

F16.2 .793

F16.3 .721

F16.4 .878

F16.5 .701

F16.6 .567

Extraction Method:

Principal Component

Analysis.

a. 1 components

extracted.

Appendix-C

C-12

Component Matrixa

Component

1

F17.1 .822

F17.2 .762

F17.3 .868

F17.4 .708

F17.5 .844

F17.6 .771

Extraction Method:

Principal Component

Analysis.

a. 1 components

extracted.

Component Matrixa

Component

1 2 3 4 5

F18.1 .212 .875 -.144 -.024 .082

F18.2 .353 .805 .213 -.052 -.158

F18.3 .511 .111 -.619 -.162 .289

F18.4 .310 -.022 .737 .240 .105

F18.5 .337 -.115 .098 -.036 .884

F18.6 .746 -.372 .161 -.215 -.107

F18.7 .733 -.329 -.080 -.395 -.276

F18.8 .758 .016 -.019 -.473 -.008

F18.9 .861 .253 .175 .046 -.030

F18.10 .463 -.117 -.504 .581 -.047

F18.11 .785 -.049 -.101 .409 -.214

F18.12 .721 -.139 .173 .310 .088

Extraction Method: Principal Component Analysis.


Appendix-C

C-13


Component

1 2 3 4 5

F18.1 -.092 .055 .890 -.167 .089

F18.2 .121 .007 .886 .185 -.107

F18.3 .341 .342 .230 -.557 .412

F18.4 .114 .062 .081 .813 .157

F18.5 .103 .040 -.029 .127 .943

F18.6 .809 .224 -.116 .224 .105

F18.7 .916 .185 -.074 -.062 -.051

F18.8 .826 .057 .264 -.054 .200

F18.9 .559 .406 .495 .300 .162

F18.10 .029 .885 -.035 -.188 .045

F18.11 .406 .787 .155 .177 -.037

F18.12 .384 .556 .061 .389 .247

Extraction Method: Principal Component Analysis.

Rotation Method: Varimax with Kaiser Normalization.


Component Matrixa

Component

1 2 3

F19.1 -.293 -.194 .904

F19.2 .838 -.147 .316

F19.3 .861 -.208 .264

F19.4 .895 .098 -.213

F19.5 .817 -.277 .029

F19.6 .864 -.250 .144

F19.7 .829 -.057 -.340

F19.8 .232 .849 .050

F19.9 .144 .885 .229

F19.10 .473 .680 .114


Analysis.


Appendix-C

C-14


Component

1 2 3

F19.1 -.014 -.075 -.967

F19.2 .894 .125 -.094

F19.3 .921 .062 -.046

F19.4 .759 .266 .459

F19.5 .846 -.061 .158

F19.6 .909 -.001 .064

F19.7 .713 .078 .541

F19.8 -.012 .872 .127

F19.9 -.065 .921 -.063

F19.10 .274 .783 .108


Analysis.

Rotation Method: Varimax with Kaiser

Normalization.


Component Matrixa

Component

1 2

F20.1 .062 .840

F20.2 .889 -.019

F20.3 .324 .753

F20.4 .882 -.048

F20.5 .853 -.277


Component Analysis.


Appendix-C

C-15


Component

1 2

F20.1 -.090 .837

F20.2 .878 .141

F20.3 .183 .799

F20.4 .876 .112

F20.5 .889 -.119


Component Analysis.




iterations.

TMCL

Item Statistics

Mean Std. Deviation N

TMCL 1 3.5667 .68829 200

TMCL 2 36000 .74444 200

TMCL 3 4.0222 .83201 200

TMCL 4 4.1778 .79913 200

TMCL 5 4.0889 .75701 200

TMCL 6 3.9778 .77644 200

TMCL 7 4.0889 .66256 200

TMCL 8 4.0000 .73233 200

Appendix-C

C-16

Component Matrixa

Component

1

TMCL 1 .708

TMCL 2 .577

TMCL 3 .850

TMCL 4 .857

TMCL 5 .830

TMCL 6 .815

TMCL 7 .888

TMCL8 .806

Extraction Method:

Principal Component

Analysis.


Correlations

TMCL 1 TMCL 2 TMCL 3 TMCL 4 TMCL 5 TMCL 6 TMCL 7 TMCL 8

TMCL 1 1 .541**

.528**

.458**

.477**

.479**

.546**

.576**

TMCL 2 .541**

1 .483**

.346**

.539**

.255**

.390**

.328**

TMCL 3 .528**

.483**

1 .834**

.706**

.554**

.767**

.477**

TMCL 4 .458**

.346**

.834**

1 .749**

.655**

.730**

.573**

TMCL 5 .477**

.539**

.706**

.749**

1 .574**

.608**

.605**

TMCL 6 .479**

.255**

.554** .655** .574** 1 .786** .786**

TMCL 7 .546**

.390**

.767** .730** .608** .786** 1 .737**

TMCL 8 .576**

.328**

.477**

.573**

.605**

.786**

.737**

1

**. Correlation is significant at the 0.01 level (2-tailed).

Appendix-C

C-17

PSE

Descriptive Statistics

Mean

Std.

Deviation

Analysis

N

PSE 1 3.8667 .90560 200

PSE 2 4.1333 .82827 200

PSE 3 4.1333 .88690 200

PSE 4 4.0500 .88611 200

PSE 5 4.0167 1.01097 200

PSE 6 4.2167 .84082 200

PSE 7 4.0667 .91297 200

PSE 8 4.1167 .84082 200

Component Matrixa

Component

1

PSE 1 .457

PSE 2 .853

PSE 3 .730

PSE 4 .877

PSE 5 .854

PSE 6 .801

PSE 7 .830

PSE 8 .836


Analysis.


Correlations

PSE 1 PSE 2 PSE 3 PSE 4 PSE 5 PSE 6 PSE 7 PSE 8

PSE 1 1 .448**

.314**

.343**

.350**

.258**

.274**

.219**

PSE 2 .448**

1 .592**

.790**

.638**

.608**

.631**

.627**

PSE 3 .314**

.592**

1 .695**

.558**

.366**

.527**

.541**

PSE 4 .343**

.790**

.695**

1 .673**

.705**

.638**

.599**

PSE 5 .350**

.638**

.558**

.673**

1 .666**

.671**

.747**

PSE 6 .258**

.608**

.366**

.705**

.666**

1 .658**

.675**

PSE 7 .274**

.631**

.527**

.638**

.671**

.658**

1 .732**

PSE 8 .219**

.627**

.541**

.599**

.747**

.675**

.732**

1

** Correlation is significant at the 0.01 level (2-tailed).

Appendix-C

C-18

ECS

Item Statistics


ECS 1 3.4444 .83380 200

ECS 2 3.2444 .82301 200

ECS 3 3.5778 .95692 200

ECS 4 3.8000 .86134 200

ECS 5 3.7333 .82962 200

ECS 6 3.7111 .86191 200

ECS 7 3.1778 .92848 200

Component Matrixa

Component

1

ECS 1 .791

ECS 2 .639

ECS 3 .819

ECS 4 .807

ECS 5 .879

ECS 6 .750

ECS 7 .666


Component Analysis.


Correlations

ECS 1 ECS 2 ECS 3 ECS 4 ECS 5 ECS 6 ECS 7

ECS 1 1 .622**

.629**

.467**

.560**

.397**

.532**

ECS 2 .622**

1 .359**

.290**

.489**

.478**

.206**

ECS 3 .629**

.359**

1 .656**

.730**

.447**

.412**

ECS 4 .467**

.290**

.656**

1 .738**

.674**

.324**

ECS 5 .560**

.489**

.730**

.738**

1 .642**

.381**

ECS 6 .397**

.478**

.447**

.674**

.642**

1 .288**

ECS 7 .532**

.206**

.412**

.324**

.381**

.288**

1

**. Correlation is significant at the 0.01 level (2-tailed).

Appendix-C

C-19

CRM

Item Statistics


CRM 1 3.4444 .83380 200

CRM 2 3.2444 .82301 200

CRM 3 3.5778 .95692 200

CRM 4 3.8000 .86134 200

CRM 5 3.7333 .82962 200

CRM 6 3.7111 .86191 200

CRM 7 3.1778 .92848 200

Component Matrixa

Component

1

CRM 1 .791

CRM 2 .639

CRM 3 .819

CRM 4 .807

CRM 5 .879

CRM 6 .750

CRM 7 .666


Component Analysis.


Correlations

CRM 1 CRM 2 CRM 3 CRM 4 CRM 5 CRM 6 CRM 7

CRM 1 1 .622**

.629**

.467**

.560**

.397**

.532**

CRM 2 .622**

1 .359**

.290**

.489**

.478**

.206**

CRM 3 .629**

.359**

1 .656**

.730**

.447**

.412**

CRM 4 .467**

.290**

.656**

1 .738**

.674**

.324**

CRM 5 .560**

.489**

.730**

.738**

1 .642**

.381**

CRM 6 .397**

.478**

.447**

.674**

.642**

1 .288**

CRM 7 .532**

.206**

.412**

.324**

.381**

.288**

1


Appendix-C

C-20

SCM

Item Statistics

Mean Std.

Deviation

N

SCM 1 3.9500 .67082 200

SCM 2 4.0500 .59114 200

SCM 3 4.2000 .60167 200

SCM 4 4.2500 .83147 200

SCM 5 4.1000 .62624 200

SCM 6 4.0000 .63422 200

SCM 7 3.9500 .74200 200

Component Matrixa

Component

1

SCM 1 .915

SCM 2 .883

SCM 3 .698

SCM 4 .723

SCM 5 .480

SCM 6 .671

SCM 7 .851


Component Analysis.


SCM 1 SCM 2 SCM 3 SCM 4 SCM 5 SCM 6 SCM 7

SCM 1 1 .452**

.434**

.256**

.359**

.420**

.365**

SCM 2 .452**

1 .405**

.448**

.379**

.387**

.416**

SCM 3 .434**

.405**

1 .618**

.436**

.463**

.467**

SCM 4 .256**

.448**

.618**

1 .547**

.601**

.560**

SCM 5 .359**

.379**

.436**

.547**

1 .750**

.740**

SCM 6 .420**

.387**

.463**

.601**

.750**

1 .690**

SCM 7 .365**

.416**

.467**

.560**

.740**

.690**

1

Appendix-C

C-21

TRE


Mean Std. Deviation Analysis N

TRE 1 3.6667 .90929 180

TRE 2 3.8000 .89318 180

TRE 3 3.7333 .94898 180

TRE 4 3.9167 .99088 180

TRE 5 3.9833 .80830 180

Component Matrixa

Component

1

TRE 1 .753

TRE 2 .764

TRE 3 .721

TRE 4 .756

TRE 5 .695


Analysis.


TRE 1 TRE 2 TRE 3 TRE 4 TRE 5

TRE 1 1 .681**

.518**

.434**

.357**

TRE 2 .681**

1 .411**

.530**

.413**

TRE3 .518**

.411**

1 .582**

.366**

TRE 4 .434**

.530**

.582**

1 .417**

TRE 5 .357**

.413**

.366**

.417**

1

** Correlation is significant at the 0.01 level (2-tailed)

Appendix-C

C-22

STD



STD 1 3.8000 .89318 200

STD 2 3.8667 .76516 200

STD 3 3.7000 .82489 200

STD 4 3.6833 .88737 200

STD 5 3.7000 .88375 200

STD 6 4.1667 .88121 200

STD 7 4.0167 .92438 200

Component Matrixa

Component

1

STD 1 .778

STD 2 .871

STD 3 .759

STD 4 .819

STD 5 .853

STD 6 .723

STD 7 .699


Component Analysis.


STD 1 STD 2 STD 3 STD 4 STD 5 STD 6 STD 7

STD 1 1 .696**

.487**

.575**

.624**

.468**

.430**

STD 2 .696**

1 .680**

.678**

.634**

.530**

.548**

STD 3 .487**

.680**

1 .648**

.589**

.415**

.380**

STD 4 .575**

.678**

.648**

1 .776**

.432**

.395**

STD 5 .624**

.634**

.589**

.776**

1 .517**

.540**

STD 6 .468**

.530**

.415**

.432**

.517**

1 .696**

STD 7 .430**

.548**

.380**

.395**

.540**

.696**

1

Appendix-C

C-23

HRM


Mean

Std.

Deviation

Analysis

N

HRM 1 3.7833 .79997 200

HRM 2 3.8333 .91846 200

HRM 3 3.8667 .97683 200

HRM 4 3.9833 .84876 200

HRM 5 3.9667 .79734 200

HRM 6 3.8333 .88121 200

HRM 7 3.7833 .84082 200

Component Matrixa

Component

1

HRM 1 .681

HRM 2 .705

HRM 3 .729

HRM 4 .833

HRM 5 .818

HRM 6 .827

HRM 7 .727

Extraction Method:

Principal Component

Analysis.


HRM 1 HRM 2 HRM 3 HRM 4 HRM 5 HRM 6 HRM 7

HRM 1 1 .544**

.413**

.513**

.540**

.400**

.378**

HRM 2 .544**

1 .386**

.491**

.381**

.628**

.409**

HRM 3 .413**

.386**

1 .644**

.532**

.578**

.434**

HRM 4 .513**

.491**

.644**

1 .668**

.646**

.535**

HRM 5 .540**

.381**

.532**

.668**

1 .708**

.614**

HRM 6 .400**

.628**

.578**

.646**

.708**

1 .675**

HRM 7 .378**

.409**

.434**

.535**

.614**

.675**

1

Appendix-C

C-24

QIT



QIT 1 3.8333 .84232 200

QIT 2 3.8333 .84232 200

QIT 3 3.8667 .92392 200

QIT 4 3.8833 .91709 200

Component Matrixa

Component

1

QIT 1 .803

QIT 2 .782

QIT 3 .732

QIT 4 .713


Component Analysis.


QIT 1 QIT 2 QIT 3 QIT 4

QIT 1 1 .717**

.617**

.517**

QIT 2 .717**

1 .596**

.495**

QIT 3 .617**

.596**

1 .436**

QIT 4 .517**

.495**

.436**

1


D-1

Appendix-D: List of elements identified from six sigma frameworks

Constructs / Elements / Tools F4

F6

F7

F9

F10

F13

F14

F15

F16

F17

F22

F25

F27

F30

F31

F32

F33

F34

F38

F41

F45

F46

F48

F51

F55

F60

F61

F62

F63

Fre

qu

ency

%

Top management

commitment/Support/involvement/leadership/Stron

g leadership and management

commitment/Executive commitment /Executive

engagement/Active participation of the senior

executives/Proactive management/Vision of top

management/Demonstration of management

commitment to quality/Role of management/Senior

management commitment/Superiors’

commitment/Managerial commitment and

involvement

2 1 1 1 1

1

1

1 1 1 2

1 1

1 4

1 1

1

,

2

1 20 68.95

Training and education /Good training in

tools/Practical and hands on training to

managers/The experts and operators

training/Comprehensive training

programme/Investment and training framework for

trainers and mentors/Rigorous and structured

training deployment plan/Education of

management in the philosophy, methods,

applications, and their roles/Training of experts and

operators/Six sigma training/Top management

education and training/Training scheme

4 3

4

3 3 5

2

3

4

,

6

2 2

1

,

3

2 3

3 2 18 62.06

D-2


F6

F7

F9

F10

F13

F14

F15

F16

F17

F22

F25

F27

F30

F31

F32

F33

F34

F38

F41

F45

F46

F48

F51

F55

F60

F61

F62

F63

Fre

qu

ency

%

strong Customer focus/A genuine focus on the

customer/Customer management/Customer

relationship/requirements/satisfaction/Customer

involvement/Focus on customer and results/Focus

on most important of aspects of performance and

customer satisfaction/Translation of internal

objectives to external customer values/An explicit

focus on internal and external customers/Business

strategy based on customer demands/Six sigma

initiative must be focused on the customer

3

5

2 3 5

5 4 1

4 3 1

7

1 7

14 48.27

Cultural change/Company’s culture and

values/Culture & change

management/Developmental culture/Group

culture/Hierarchical culture/Organisational culture

change/Rational culture/Willingness to change the

organisational culture/Workforce culture /Cultural

acceptance/Cultural readiness/Cultural

transformation /Good cultural fit/Build a teaming

and employee involvement culture/Creat a culture

of visible performance measurement/Management

of cultural change/Cultural implementation

tools/Cultural implementation element

4

6

2 2

6 3

4

3

2

9 31.03

Project execution and follow-up of the

results/Project feasibility of the projects in a limited

timeframe/Project managements skills /Project

meshes with company’s business strategy/Project

orientation, with clear and defined goals/Project

planning and management/Project prioritization

and selection /Project selection, reviews and

tracking/proper selection of Six Sigma

projects/Project progress tracking and

3

2

2

,

4

3

5

3 7 24.13

D-3


F6

F7

F9

F10

F13

F14

F15

F16

F17

F22

F25

F27

F30

F31

F32

F33

F34

F38

F41

F45

F46

F48

F51

F55

F60

F61

F62

F63

Fre

qu

ency

%

monitoring/Selection of projects and project

management skills/Project-focused approach with a

single set of problem-solving techniques such as

DMAIC/Project reviews/Project selection and

scoping/Project team activities

Availability of necessary resources/Consequent

enabling of employees and provision of

resources/Investment of essential resources/Make

proper investment in resources/Necessary

resources/Resource allocation/Resources (such as

training facilities and computing software

facilities)/Organizing and resource allocation

1

2 4

3

3

1

4

7 24.13

Communication/Proper Communication to

employees/Team communication/Cooperation and

communication/Develop communication and

awareness effort/External

Communication/Integration of all concurrent

initiatives and communication throughout the

organization/Internal communication Plan/Methods

of communicating to all employees

6

3

,

4

5

3

5 17.24

Team selection/Teamwork/Highly trained and

cross-functional personnel in teamwork/Selection

of team members and teamwork/Participative

management (team approach)/Form cross-

functional improvement team/work force

improvement teams/Motivation and teamwork from

managers

6

2

2 1

6

5 17.24

D-4


F6

F7

F9

F10

F13

F14

F15

F16

F17

F22

F25

F27

F30

F31

F32

F33

F34

F38

F41

F45

F46

F48

F51

F55

F60

F61

F62

F63

Fre

qu

ency

%

Organizational infrastructure /

readiness/Organizational infrastructure and

culture/Establishment of the Six Sigma framework

OR an effective organizational infrastructure

should be in place/Infrastructure

management/Infrastructure and Methodology

3 5

2

4

4 13.79

Leadership/Leadership engagement/Leadership for

Six Sigma/Leadership of quality which demands

effective accountability/Leadership triad/Provide

leadership commitment and support/Enlightened

leadership/Strategic leadership/A committed leader

is needed to ensure a successful Six-Sigma

implementation/Role of project leader/To establish

Leadership commitment

5

1

2

8

4 13.79

Full-time resources/Full-time specialist ( such as

black belt)/Full-time versus part-time resources

/Number of black and green belts/Hierarchy of

expertise and execution (champions, Black Belts,

etc.)/Black belts availability/Co-location of

belts/Finding best Six Sigma Master Black Belt or

consultant/Technical support (Master Black

Belts)/Well-trained full-time team leaders, who are

known as Champions, Master Black Belts, Black

Belts, and Green Belts, must lead six-Sigma

projects/Number of black belts in the company/A

leading advocate (“cheerleader”) a full-time worker

who is enthusiastic and capable of promoting Six

Sigma in the organizational culture

2

6

2

3

4 13.79

D-5


F6

F7

F9

F10

F13

F14

F15

F16

F17

F22

F25

F27

F30

F31

F32

F33

F34

F38

F41

F45

F46

F48

F51

F55

F60

F61

F62

F63

Fre

qu

ency

%

Use of quality tools/Use of statistical tools/Use of

statistical tools and the statistical design of

experiments (DoE)/Utilization of Six Sigma tools

/Six sigma tools and techniques/Use of

methodology/Understanding tools and techniques

within Six Sigma

5

5

5 4

4 13.79

Process focus, management, and

improvement/Process approach/Process

performance issues/Process management practice

3

2

1

3 10.34

Knowledge acquisition/Knowledge

dissemination/Knowledge

responsiveness/Knowledge Sharing/Coordination

with a knowledge management system/Ensure high

level of technical knowledge

2

,

3

,

4

3 10.34

Understanding of Six Sigma methodology, tool,

and techniques/Understanding of

process/Understanding the DMAIC

methodology/Well developed understanding of the

tools in six sigma

5 4

2 6.89

Incentive/reward system/Incentive

program/Provide recognition and rewards/Reward

and sustain a culture of uncompermising excellence

and daily process discipline/Reward system/Link to

human resources-based actions (promotions,

bonuses, etc.)

6

5

2 6.89

Six Sigma focus on metrics / Techniques and key

metrics/Focus on metrics/Measurements

(metrics)/Performance metrics/Clear performance

metric

6

6

2 6.89

D-6


F6

F7

F9

F10

F13

F14

F15

F16

F17

F22

F25

F27

F30

F31

F32

F33

F34

F38

F41

F45

F46

F48

F51

F55

F60

F61

F62

F63

Fre

qu

ency

%

Employee empowerment /Employee

fulfillment/Employee participation/Employee

commitment/Empowerment, reward and co-

operation/Elevated employee involvement

2

7

2 6.89

Measurable and feasible/Measurement and data

Collection/Measurement and

feedback/Measurement performance of operational

activities/Measurement system/Demand frequent

measurement and feedback

4

4 2 6.89

Structured method/Structured procedure /Structured

method of process improvement/Linking Six Sigma

to process improvement/process improvement

4

6

2 6.89

Focus on financial and non-financial

results/Financial benefits/Financial

impact/Accountability (tying results in financial

terms to the bottom-line)/Business oriented

(achievements often required to be expressed in

financial terms)

3

4

2 6.89

Human Resource management

3 2

2 6.89

Definition of the organization’s key processes and

their measurement 5

2

2 6.89

Stakeholder involvement/Stakeholder and

technical requirements 1

5 2 6.89

Statistical thinking/Emphasis on statistical science

and measurement 3

1

2 6.89

Supplier relationship/involvement/Supplier

management/Supplier plan 6

1 3.44

D-7


F6

F7

F9

F10

F13

F14

F15

F16

F17

F22

F25

F27

F30

F31

F32

F33

F34

F38

F41

F45

F46

F48

F51

F55

F60

F61

F62

F63

Fre

qu

ency

%

Quality programme results (such as customer

satisfaction, net cost savings and reduction of

errors)/Result oriented (project by project; three to

six months project duration makes progress

tangible)/Consequent agreement on objectives and

controlling of results/Utilization of results

5

1 3.44

Company-wide Commitment

6

1 3.44

Information and analysis systems/Information

technology leverageability and knowledge-sharing

capability

5

1 3.44

Continuous improvement

4

1 3.44

Data-and fact-driven management/Data-driven

decision making 3

1 3.44

Strategic initiatives/Strategic thinking

4

1 3.44

Strategic process selection/Strategic project

selection 5

1 3.44

Appropriate strategies based on experiences

2

1 3.44

Change in Attitude

4

1 3.44

Changing the organization structure to better

identify and improve processes 4

1 3.44

Choose improvement tools

3

1 3.44

Clarity of the roles of different actors involved

7

1 3.44

Creating the six sigma council

2

1 3.44

Develop detailed implementation plan

5

1 3.44

Disciplines and consequences

6

1 3.44

Effective coordination through proper project

management in the first 1–2 years 4

1 3.44

D-8


F6

F7

F9

F10

F13

F14

F15

F16

F17

F22

F25

F27

F30

F31

F32

F33

F34

F38

F41

F45

F46

F48

F51

F55

F60

F61

F62

F63

Fre

qu

ency

%

Establishment of an ERP system that is focused on

process analysis and quality 5

1 3.44

Execute high-level process mapping and prioritize

improvement 4

1 3.44

Implement, document and revise

6

1 3.44

Linked to organisational strategy

6

1 3.44

Organization Performance

4

1 3.44

Perform strategic analysis

1

1 3.44

Shared vision

3

1 3.44

Six Sigma initiatives

1

1 3.44

Statistical Process Control

2

1 3.44

Strictly following the DMAIC methodology

4

1 3.44

Sustainable competitive advantage

6

1 3.44

System capabilities

5

1 3.44

The clarity of the roles of different actors involved

in the improvement process 4

1 3.44

E-1

Appendix-E: Survey questionnaires

==============================================================

Survey Questionnaire-II

==============================================================

PART A: Company Particulars

Name of the Company

Address

Website

Number of employees a) 100 or less b) 101 - 500 c) 501-1000

d) 1000 - 3000 e) 3001-5000 f) more than 5000

Name of the respondent

Designation

Email ID

Experience in years

1. Does your organization have a vision in six sigma?

2. Please write the vision and mission statements of your organization.

3. Please indicate the growth of your organization in the last 5 years:

a) Increase more than 30% b) Increase between 10 – 20% c) Increase between 0 - 10%

d) Decrease between 0 - 10% e) Decrease between 10 - 20% f) Decrease between 20 -30%

4. What is the average time taken for developing a new product in your organization?

a) 0 to 1.5 years b) 1.5 to 3 years c) 3 to 4.5 years

d) 4.5 to 6 years e) 6 to 7.5 years f) more than 7.5 years

5. Increase in the number of customers in the last 5 years: (in percentage)

___________________________________________________________________

Appendix-E

E-2

6. No. of training programmes conducted in the last 5 years:

a) 25 or less b) 25-50 c) 50-100 d) 100 – 200 e) 200-300 f) more than 300

7. Number of new products launched in the last 5 years:

____________________________________________________________________

8. List of certifications your organization have (e.g. ISO 9000, QS9000, ISO 14000

etc):

____________________________________________________________________

____________________________________________________________________

9. Name the various awards the organization have won since last 5 years (Deming

prize, TPM Prize, Rajiv Gandhi National Quality Award etc.):

____________________________________________________________________

____________________________________________________________________

10. Are you conducting supplier training programs? YES/ NO

11. Do you conduct supplier evaluation and rating programs? YES/ NO

12. Does your organization have technical/ marketing/ any other collaboration with other

company: YES/ NO

if yes (name of the company and type of collaboration):

____________________________________________________________________

____________________________________________________________________

13. Please indicate using a tick (√√√√), your company’s annual sales:

a) 0.25 – 1.25 million US$ b) 1.25 – 2.5million US$ c) 2.5 – 12.5 million US$

d) 12.5 – 25 million US$ e) greater than 25 million US$

14. Please indicate using a tick (√√√√), your company’s annual sales turnover during the last

5 years:

a) decreased more than 10% b) decreased up to 10% c) no change

d) increased up to 10% e) increased more than 10%

Appendix-E

E-3

15. Please indicate using a tick (√√√√), your company’s market share during last 5 years:



16. Please indicate using a tick (√√√√), your company’s profits during the last 5 years:



Appendix-E

E-4

PART B: Six sigma Pillars and Elements

Instruction: You are requested to rate the degree or extent of practice of each item with

reference to the respective factors in the scale of 1 to 5.

An Example:

CRM 4 Customer Enrichment 1 2 3 4 5

Top Management Commitment and Leadership

1: Not Important 2: Less Important 3: Important 4: More Important 5: Most Important

TMCL1 Six sigma vision & mission 1 2 3 4 5

TMCL2 Strong leadership 1 2 3 4 5

TMCL3 Participative management 1 2 3 4 5

TMCL4 Long term strategy development 1 2 3 4 5

TMCL5 Continuous learning & development culture

1 2 3 4 5

TMCL6 Policy deployment 1 2 3 4 5

TMCL7 Appropriate resource allocation 1 2 3 4 5

TMCL8 Holistic strategy for integrating system

1 2 3 4 5

Project selection and execution methodology


PSE1 Brainstorming 1 2 3 4 5

PSE2 Benchmarking 1 2 3 4 5

PSE3 Risk management 1 2 3 4 5

PSE4 Project review teams 1 2 3 4 5

PSE5 Process capability 1 2 3 4 5

PSE6 Project Mgt skills 1 2 3 4 5

PSE7 Project prioritization and selection 1 2 3 4 5

PSE8 Project orientation with clear & defined goals

1 2 3 4 5

Appendix-E

E-5

Training and Education


TRE1 Comprehensive six sigma training programme

1 2 3 4 5

TRE2 Investment and training framework for trainers and mentors

1 2 3 4 5

TRE3 Rigorous and structured training deployment plan

1 2 3 4 5

TRE4 Education of management in the philosophy, methods, applications, and their roles

1 2 3 4 5

TRE5 Training scheme 1 2 3 4 5

Customer Relationship Management


CRM 1 Business strategy based on customer demand

1 2 3 4 5

CRM 2 Delivery performance improvement

1 2 3 4 5

CRM 3 Continuous evaluation of customer feedback

1 2 3 4 5

CRM 4 Customer enrichment 1 2 3 4 5

CRM 5 Post sale service to customer 1 2 3 4 5

CRM 6 Linking six sigma to customers 1 2 3 4 5

CRM 7 Customer involvement in design process

1 2 3 4 5

Effective Information Technology and Communication System


EC 1 Effective communication systems with customers & suppliers

1 2 3 4 5

EC 2 Use of EDI (Electronic Data Interchange) to communicate between departments

1 2 3 4 5

EC 3 Use of barcoding & scanners in logistic systems

1 2 3 4 5

EC 4 Enterprise resource planning system

1 2 3 4 5

EC 5 Information technology employed at customer base

1 2 3 4 5

EC 6 Centralize database for documentation

1 2 3 4 5

EC 7 Methods of communicating to all employees

1 2 3 4 5

Appendix-E

E-6

Quality Improvement Tools & Techniques


QIT 1 Understanding tools and techniques within six sigma

1 2 3 4 5

QIT 2 Understanding the DMAIC methodology

1 2 3 4 5

QIT 3 Link quality initiatives to business 1 2 3 4 5

QIT 4 Use of statistical tools and the statistical design of experiments (DoE)

1 2 3 4 5

Supply Chain Management

1: Not Important 2: Less Important 3: Important 4: More Important 5: Most Important SCM 1 Linking six sigma to suppliers 1 2 3 4 5

SCM 2 Long term supplier relationship 1 2 3 4 5

SCM 3 Supplier feedback 1 2 3 4 5

SCM 4 Supplier training and development activities

1 2 3 4 5

SCM 5 Supplier evaluation and certification 1 2 3 4 5

SCM 6 Supplier proximity 1 2 3 4 5

SCM 7 Supplier involvement in design process

1 2 3 4 5

Human Resource Management


HRM 1 Linking six sigma to employees 1 2 3 4 5

HRM 2 Availability of well-trained full-time team leaders (Champions, Master Black Belts)

1 2 3 4 5

HRM 3 Multi skilled employees 1 2 3 4 5

HRM 4 Employee involvement in every stage of organization

1 2 3 4 5

HRM 5 Suggestion scheme 1 2 3 4 5

HRM 6 Stable or long term employment 1 2 3 4 5

HRM 7 Fair rewards and recognition 1 2 3 4 5

Standardization


STD 1 Standardized work procedures 1 2 3 4 5

STD 2 Standardized products 1 2 3 4 5

STD 3 Standardized tools and equipment 1 2 3 4 5

STD 4 Standardize materials for specific products families

1 2 3 4 5

STD 5 Group technology 1 2 3 4 5

STD 6 Visual control boards 1 2 3 4 5

STD 7 Standardize the quality check methods

1 2 3 4 5

F-1

Appendix-F: List of respondent companies

List of companies for the automobile sector

S.No. Company Product Address

1 Asahi India Glass Ltd. Automotive Safety Glass Global Business Park,

Tower - B, 5th floor,

Mehrauli - Gurgaon Road,

Gurgaon, Haryana

2 Ashok Leyland Ltd. Commercial Vehicles Medium &

Heavy; Marine diesel engines;

Industrial genset

Tej Building, 8 - B,

Bahadur Shah Zafar Marg,

New Delhi

3 Automotive Axles Ltd. Rear Drive axles for heavy &

light commercial vehicles,

drakes, gear, sets & components

thereof; Rear Drive Axles, Axle

Housing, Gear Sets

Hootagalli

Industrial Area,

Off Hunsur Road,

Mysore, Karnataka

4 Axles India Ltd. Axle housings Singaperumal Koil Road,

Kancheepuram,

Sriperumbadur, Tamil Nadu

5 Bajaj Auto Ltd. Scooters, scooterettes,

motorcycles, 3 wheeler passenger

taxi vehicles & 3 wheeler goods

carriers of pay load upto 775 kgs

Bombay Pune Raod,

Akurdi, Pune, Maharashtra

6 Bajaj Motors Ltd. Auto Components 39 - 40, KM Stone,

Delhi - Jaipur Highway,

Village Narsinghpur,

Gurgaon, Haryana

7 Best & Crompton

Engineering Ltd.

Centrifugal pumps, valves;

Electrical contracting

(transmission and distribution of

power); Consultancy services;

Automotive components; Mini -

hydro turbines; Busducts,

industrial plugs & sockets,

control panels, EHV powerline

accessories, train lighting

alternators; Busducts, Plug &

Socket, Actuators; Train Lighting

Generator; Pumps; Casting

39, Industrial Estate (North),

Ambattur,

Chennai, Tamil Nadu

8 Bharat Earth Movers

Ltd.

Bull Dozers, Dump Trucks,

Excavator; Mining Shovel,

Walking Dragline; Defence

eqpt/aggregates; Rail Coaches;

Armoured Recovery Vehicles,

Heavy Recovery Vehicles, Army

Truck; Metro Rail Coaches

No. 23/1, 4th Main,

Sampangirama Nagar, Bangalore,

Karnataka

9 Brakes India Ltd. Complete brake systems and

parts thereof and brake fluid;

Grey Iron and ductile Iron sand

castings; Engineering plastics;

Special purpose machines

Padi, Chennai,

Tamil Nadu

10 Bharat Forge Ltd. Automotive crankshafts ,

Axles,forging componenets

Mundhwa, Pune

Appendix-F

F-2


11 Bridge & Roof Co

(India) Ltd.

Truck mounted container; All

types of civil, mechanical, piping,

tankage, structural work, baily

bridge; Marine freight container,

bunk house; Project export;

Equipment fabrication; Wagons;

LSTK, EPC; Turnkey Project

Kankaria Center,

5th Floor, 2/1,

Russel Street,

Kolkata, West Bengal

12. Daimlerchrysler India

Pvt Ltd.

Passenger cars, MB vans Chikhali Village,

Sector 15 - A,

Pimpri, Pune, Maharashtra

13 Divgi Warner Ltd. Automotive components,

Transfer Cases

75, General Block,

MIDC, Bhosari, Pune-411026

14 Dgp Hinoday

Industries Ltd.

Ferrite core; Automotive castings Bhosari Industrial Estate,

Pune, Maharashtra

15 Eicher Ltd. Tractors; Motorcycles; M

Engineering; Engines; Gears;

Commercial Vehicles

12 Eicher House,

Commercial Complex,

Greater Kailash - II,

Masjid Moth, New Delhi

16 Eicher Motors Ltd. 10.50 (5 Ton Comm Veh ),

10.70 (7 Ton Comm Veh),


11.10 (11 ton Comm Veh),


30.25

Plot 102, Industrial Area No 1,

Pithampur,

Dhar,

Madhya Pradesh

17 Escorts Ltd. Tractors; Shock Absorbers;

Railway Parts

Corporate Centre, 15/5,

Mathura Road,

Faridabad, Haryana

18 Fiat India Pvt Ltd. Motor vehicles L B Shastri Marg,

Kurla (West),

Mumbai, Maharashtra

19 Force Motors Ltd. Light commercial vehicles; LCV

& diesel engines; Tractors

(Formerly Bajaj Tempo Ltd.),

Bombay - Pune Road,

Akurdi, Pune, Maharashtra

20 Ford India Pvt Ltd. Automobile, Parts & Accessories;

Ford Ikon, Ford Fusion, Ford

Fiesta, Ford Endeavour; Cars

(Passenger)

S P Koil Post,

Chengalpattu, Tamil Nadu

21 Gabriel India Ltd. Shock Absorbers, Struts, Bimetal

Strips; Bimetal Bearing

29 Milestone,

Pune - Nashik Highway

Tal Khed, Village Kurulli,

Chakan, Pune , Maharashtra

22 Gajra Gears Pvt Ltd. Automotive gears for heavy &

light vehicles

Station Road,

Dewas, Madhya Pradesh

23 Gkn Driveline (India)

Ltd.

Drive axle assemblies with

constant velocity joints

Plot No 270,

Sector 24, Faridabad, Haryana

24 Gkn Sinter Metals Ltd. Parts & accessories for motor

vehicles & their engines

146, Mumbai Pune Road,

Pimpri, Pune.

25 Gkw Ltd. Rolled/heat treated black bars and

bright bars of: Special carbon

steels, through hardening low

alloy steels, case hardening low

alloy steels, spring steels, free

cutting and semi - cutting steels

of sulpherised/leaded variety, tool

& high speed steels; Mild steel

pressed components; Mild steel,

commercial, semiprecision bolts

97, Andul Road,

Howrah 711 103,

West Bengal

Appendix-F

F-3


& nuts, mild steel galvanised

structural bolts & nuts, HT rivets,

HT semiprecision bolts & nuts;

High strength friction grip bolts

& nuts in black, hot dip

galvanised finish, HT bolts &

nuts to customers drawing and

specification; Top arms for high

drafting system, jig, fixture,

workshop gauges and tools,

tungsten carbide tools,

woodscrews, machines screws

and self tapping screws, cotter

pins and screw eyes, safety pins;

Tubular rivets, tinmen`s rivets,

rail clips and modified loose

jaws, elastic rail spikes; Special

purpose machine tools; Car, jeep

and truck wheels, tractor, bogie

wheels, earthmover wheels;

Magnetic strip wound cores, fan

motor and generator stampings,

transformer laminations, radio

choke and meter laminations;

Leather processing machinery

26 Goetze (India) Ltd. Cylinder liners; Piston rings;

Vegetable oil; Leather garments;

Light Alloy Products

A 26/3,

Mohan Co-Operative Indl Estate,

Mathura Road, New Delhi

27 Hero Honda Motors

Ltd.

Motorcycles/two wheelers 34, Community Centre,

Basant Lok,

Vasant Vihar, New Delhi

28 Hero Motors Ltd. Two Wheelers and Automotive

Segements

601 International Trade Tower,

Nehru Place, New Delhi

29 Hindustan Motors Ltd. Project management &

consultancy services;

Automobiles & transport

equipments; Power shift

transmissions

Birla Buildiing,

9/1, R N Mukherjee Road,


30 Hindustan Powerplus

Ltd.

Heavy duty diesel engines;

Generator Sets; Earth Moving

equipments

Mathagondapalli,

Hosur, Tamil Nadu

31 Honda Motorcycle &

Scooter India Pvt Ltd.

Motor Vehicles; Parts &

Accessories for Motor Vehicles

& Engines; After Sales Service

for Scooters

Plot No 1, Sector 3,

IMT Manesar, Gurgaon, Haryana

32 Honda Siel Cars India

Ltd.

Passenger cars Plot No A - 1,

Sector 40/41, Surajpur - Kasna

Road, Greater Noida,

Industrial Development Area,

Gautam Budh Nagar, Uttar Pradesh

33 Hyundai Motor India

Ltd.

Motor car and spare parts thereof Plot No H - 1,

SIPCOT Industrial Park,

Irrungattukotai,

Sriperumbadur Taluk,

Kancheepuram, Tamil Nadu

34 India Pistons Ltd. Piston, Piston Rings, Gudgeon

Pins; Non - ferrous castings;

Ferrous

24 College Road, Chennai,

Tamil Nadu

Appendix-F

F-4


35 Indian Seamless Metal

Tubes Ltd. (The)

Products: Seamless tubes and

pipes, pressure tubing for boilers

and casings, line pipes for all oil

sector.; Cold rolled rings; Added

Value components for

Automotive, General Engineering

Industry

Lunkad Towers, 1st Floor,

S No 199, Lohegaon,

Plot No3, Viman Nagar,

Pune, Maharashtra

36 Jay Bharat Maruti Ltd. Sheet metal parts for motor

vehicles, welded assemblies and

exhaust system (domestic

supplies to OEMs in the

automotive industry)

Neel House, Lado Sarai,

Opp. Qutab Minar, New Delhi

37 Kalyani Steels Ltd. Seamless tubes & pipes, pressure

tubing for boilers & casings, line

pipes for oil sector services;

Precision tubing for auto industry

Mundhwa, Pune, Maharashtra

38 Kinetic Motor

Company Ltd.

Motorised two wheelers -

Scooters & spare parts

Neeta Towers,

Dapodi, Pune, Maharashtra

39 Klt Automotive And

Tubular Products Ltd.

Automobiles chassis and tubular

products

B - 1/1, Mayur Ma - Krupa

Society, Opp Gokhale School,

Shimpoli Road,

Borivali (W), Mumbai

40 Krishna Maruti Ltd. Seating system, moulded door

trims, Moulded head liners,

Moulded carpets & Injection

moulded components

40 Km, Delhi Jaipur Highway,

Village Narsingpur,

Gurgaon, Haryana

41 LML Ltd. Two wheelers (Scooters /

Motorcycles)

C - 10, Panki Industrial Estate,

Site II, Kanpur,

42 Lucas-Tvs Ltd. Lamps, wiping systems,

generators, headlamps,

distributors, flashers, screen

wipers, sol switches, horns & fuel

injection equipment; Starters,

alternators, dynamos &

regulators; Ignition systems

Aalim Centre,

82 Dr. Radhakrishnan Salai,

Chennai.

43 Mahindra & Mahindra

Ltd.

Implements; Multi - utility

vehicles, light commercial

vehicles; Agricultural tractors

Gateway Building,

Apollo Bunder,

Mumbai, Maharashtra

44 Mark Auto Industries

Ltd.

Fuel Tanks, Housings, Mufflers;

Axle Housings, Exhaust

Mufflers, Mount Ings,

Suspension Parts

Plot No 2,

MUL Joint Venture Complex,

Gurgaon, Haryana

45 Maruti Udyog Ltd. Passenger Cars 11th Floor, Jeevan Prakash

Building, 25,

Kasturba Gandhi Road, New Delhi

46 Minda Huf Ltd. Mechanical & electrical

Automotive locking system

D - 6 - 11, Sector 59,

Noida, Uttar Pradesh

47 Minda Industries Ltd. Locksets, door handles, ignition

switches; Locks, lockswitches

Village Nawada Fatehpur, PO

Sikanderpur Badda,

Manesar, Gurgaon, Haryana

48 Motor Industries Co

Ltd.

Shock absorbers and front forks

for two wheelers and window

balancers and struts for four

wheelers

SP - 663,

Sitapura Industrial Area,

Sanganer, Jaipur, Rajasthan

49 Motorola India Pvt

Ltd.

Telecommunications; Domestic

Appliances; Radio, Television &

415/2, Mehrauli Gurgaon Road,

Sector 14, Gurgaon, Haryana

Appendix-F

F-5


Communication Equipment &

apparatus; Transport Equipment;

Computer & Related Activities

50 Munjal Showa Ltd. 9 - 11, Maruti Industrial Area,

Gurgaon, Haryana

51 Napino Auto

Electronics Ltd.

Switch assembly winker, resistor

assembly, capacitor discharge

ignitor, regulator/rectifier, cap

assy noise suppressor; Wiring

harness

Plot No 753 - 754,

Phase V, Udyog Vihar,

Gurgaon, Haryana

52 Omax Autos Ltd. Sheet metal Tubular, machined,

welded & fabricated components

5/13, Sohna Road,

Village Tikri, Gurgaon, Haryana

53 Piaggio Vehicles Pvt

Ltd.

Three wheeled passenger & cargo

vehicles; Bodies for Motor

Vehicles; Trailers and semi

trailors

''Trade World'', ''B'' Wing,

4th Floor, Unit No. 5,

Kamala Mills Compound,

Senapati Bapat Marg,

Lower Parel, Mumbai, Maharashtra

54 Premier Instruments &

Controls Ltd.

Dashboard Instruments, Flexible

Cables, Switches, Guages,

Sensors, Cigarette Lighters,

Heater Ventilation, Air Control

Panel & Accessoriesfor on & off

road vehicles; Electronic

Counters & Controllers for

Textile Machinery, Auto & Taxi

Fare meters & industrial

equipment; Oil Pumps for 2

wheelers & stationery engines,

Speedo drive components for 2

wheelers, Auto fuel cock, valves,

gears, Chain Tensioners & Disc

Brake System for 2 wheelers.;

Ideal Speed Control value for

Multi Point Fuel Injection

(MPFI) System; Instrument

panels for Defence Vehicles;

Manufacturing & servicing of

Dash Board Instruments &

Accessories like cable, Switches,

Temperature & Pressure sensors,

Oil & Fuel Sensors, Cigarette

Lighters , Idle Speed Control

Knobs, Heater Ventilation

Control Unit

P B No 6331,

No 1087 - A,

Avanashi Road,

Coimbatore, Tamil Nadu

55 Purolator India Ltd. Automotive filters & elements Khandsa Plant, 38th Milestone,

NH - 8, Village Khandsa,

Gurgaon, Haryana

56 Rane (Madras) Ltd. Manual steering & suspension

systems, RCB steering gears,

manual rack and pinion

Ganapathil Buildings,

P B No 2628,

61 Velacherry Road,

Chennai, Tamil Nadu

57 Rane Brake Linings

Ltd.

Railway brake blocks; Brake

linings, clutch facings, disc pads

"Maithri" 132,

Cathedral Road,

Chennai, Tamil Nadu

58 Royal Enfield Two - wheeler Motorcycles

(Bullets)

A Unit of Eicher Motors Ltd.,

Thiruvottiyur High Road,

Thiruvottiyur,

Chennai, Tamil Nadu

Appendix-F

F-6


59 Sansera Engineering

Pvt Ltd.

High precision automotive

components rocker arms for

internal combustion engines, gear

shifter forks, Crank shafts and

connecting rods; Forging &

Machining

261/C, Bommasandra Industrial

Area, Bommasandra Post,

Bangalore, Karnataka

60 Spicer India Ltd. Manufacturer of automotive axles 29 Milestone, Pune - Nashik

Highway Tal Khed,.

Village Kurulli,Chakan Pune

61 Skoda Auto India Pvt

Ltd.

Cars Plot No A - 1/1, Five Star

Industrial Area, MIDC Shendra,

Aurangabad, Maharashtra

62 Subros Ltd. Parts and accessories for

Automotive Air - conditioning

Systems and ventilators &

Heaters

Lower Ground Floor,

World Trade Centre,

Barakhamba Lane, New Delhi

63 Sunbeam Auto Ltd. Aluminium die - casted

components; Automobile pistons

38/6 K M Stone, Delhi - Jaipur

Highway, Narsingpur,

Gurgaon, Haryana

64 Sundaram Brake

Linings Ltd.

Friction material for automotive

and non - automotive application

in Asbestos & Asbestos - free

grades

Padi, Chennai, Tamil Nadu

65 Sundaram-Clayton

Ltd.

Air & air assisted braking system

for medium / heavy commercial

vehicles, vacuum product for

light commercial vehicle and

aluminium pressure and gravity

die castings

Jayalakshmi Estates", 8,

Haddows Road, Chennai

600 006, Tamil Nadu

66 Sundram Fasteners

Ltd.

Precision formed gears; Radiator

caps & metal form components;

High tensile fasteners;

Automotive Pumps & Rocker

Lever Assemblies; Cold Extruded

Parts; Iron Powder; Hot & Warm

forged parts; Gear Shifter, Tyre

Carriers; Powder Metal Parts;

Radiator Caps; Spare wheel

carrier & Hot forged parts

98 A, 7th Floor

Dr. Radhakrishnan Salai,

Mylapore, Chennai, Tamil Nadu

67 Tata Auto Plastic

Systems Ltd.

Plastic Interiors and Exteriors of

Automobiles

Survey No 235/245,

Village Hinjewadi, Taluka -

Mulshi, Pune, Maharashtra

68 Tata Cummins Ltd. B series diesel engines & their

parts for automotive industrial &

genset application

TELCO Township,

Jamshedpur, Jharkhand

69 Tata Johnson Controls

Automotive Ltd.

Automotive System Design Hinjewadi, Phase-I

Pune

70 Tata Motors Ltd. Medium & heavy commercial

vehicles, light

Pimpri, Pune

71 Toyota Kirloskar

Motor Pvt Ltd.

Motor Vehicles C/o Kirloskar Systems Ltd.,

Embassy Star, 8, Palace Road,

Vasanthnagar, Bangalore

72 TVS Motor Company

Ltd.

Mopeds, motorcycles, scooters P B No 4, Harita,

Hosur, Tamil Nadu

73 Uc74al Fuel Systems

Ltd.

Carburetors for 2 & 4 wheelers,

oil pumps

A - 98, 100, 107,

PIPDIC Industrial Estate,

Mettupalayalam, Pondicherry

Appendix-F

F-7


74 Ucal Machine Tools

Ltd.

Dies, depression chamber

assemblies; Castings; Special

purpose machine; Fuel Filter

Assy., Diecasting Assy., Piston

Valve Choke Opener, Pressure

Die Casting; Dies, Moulds, Jigs,

Fixture

Raheja Towers,

7th Floor, Sigma Wing,

177 Anna Salai,

Chennai, Tamil Nadu

75 Unitech Machines Ltd. Automobile lighting components 344/3, Oshu House,

Lado Sarai, New Delhi

76 Wheels India Ltd. Wheels for commercical vehicles,

passenger cars, jeeps, tractors,

Defence requirements and

fitment of Air suspension system

for commercial vehicles

Padi, Chennai,

Tamil Nadu

List of companies for the machinery and equipment sector


1 Abb Ltd. Electrical engineering equipment

for power generation,

transmission & distribution,

industrial & building systems and

environmental applications;

Khanija Bhavan,

2nd Fl, East Wing, 49,

Race Course Road, Bangalore

2 Ace Designers Ltd. CNC lathes; Auto lathes Plot No 533, 10th Main Road,

4th Phase,

Peenya Industrial Area, Bangalore.

3 Ador Welding Ltd. Manufacturing of welding

consumable & equipment

Ador House, 4th Floor,

6 K Dubash Marg, Fort,

Mumbai, Maharashtra

4 Atlas Copco (India)

Ltd.

Rock drilling equipment & tools,

mining equipment, construction

tools, air & gas compressors

Mahatma Gandhi Memorial

Buildiing, Netaji Subhas Road,

Mumbai, Maharashtra

5 Audco India Ltd. Industrial valves; Actuator &

Accessories; Safety Systems and

equipment

Mount Poonamallee Road,

Manapakkam, Chennai,

Kancheepuram, Tamil Nadu

6 Best & Crompton

Engineering Ltd.

Centrifugal pumps, valves;

Electrical contracting

(transmission and distribution of

power); Consultancy services;

Automotive components; Mini -

hydro turbines; Busducts,

industrial plugs & sockets,

control panels, EHV powerline

accessories, train lighting

alternators; Busducts, Plug &

Socket, Actuators; Train Lighting

Generator; Pumps; Casting

39, Industrial Estate (North),

Ambattur,

Chennai, Tamil Nadu

7 Earth Movers Ltd. Bull Dozers, Dump Trucks,

Excavator; Mining Shovel,

Walking Dragline; Defence

eqpt/aggregates; Rail Coaches;

Armoured Recovery Vehicles,

Heavy Recovery Vehicles, Army

Truck; Metro Rail Coaches

No. 23/1, 4th Main,

Sampangirama Nagar,


8 Blue Star Ltd. Screw Chillers, Centrifugal

Chillers, Air Handling unit, Cold

unit, Mortuary Chambers;

Kasturi Building,

Mohan T Advani Chowk,

Jamshedji Tata Road,

Appendix-F

F-8


Vapour Absorption Chillers;

Packeged Airconditioners,

Packaged Liquid Chillers, Recipe

Chillers; Split Airconditioners,

Ducted Split Airconditioners; Fan

Coil units; Ice Cuber Machines,

Deep Freezers; Water Coolers;

Kitchen & Laundry Equipment;

Mineral Water Dispensers;

Communication Equipment;

Medical Electronics Equipment;

Material Testing Equipment,

Industrial Products; Analytical

Instruments

Mumbai, Maharashtra

9 Boc India Ltd. Medical Appliances such as

Oxygen Concentrators,

Nebulizers; Air separation unit

plants; Industrial Medical &

Special Gases; Cryogenic Plants

and Vessels

Oxygen House, P - 43,

Taratala Road,


10 Bosch Rexroth (India)

Ltd.

Hydraulic components, cylinders,

power packs, manifold blocks

and controls. Pneumatic products,

linear motion guides & drives;

Hydraulic equipments; Servo

drives & controls

Opp. Vatva Railway Station,

Vatva,

Taluka Dascroi,

Ahmedabad, Gujarat

11 Brakes India Ltd. Complete brake systems and

parts thereof and brake fluid;

Grey Iron and ductile Iron sand

castings; Engineering plastics;

Special purpose machines

Padi, Chennai, Tamil Nadu

12 Caterpillar India Pvt

Ltd.

Mining & Construction

Equipment

PO Melnallathur, Thiruvallur

13 Eicher Ltd. Tractors; Motorcycles; M

Engineering; Engines; Gears;

Commercial Vehicles

12 Eicher House,

Commercial Complex,

Greater Kailash - II,

Masjid Moth, New Delhi

14 Electrolux Kelvinator

Ltd.

Household Appliances;

Refrigerators; Microwave

Owens, Cooking Range, Dish

Washer; Air - Conditioner, Chest

Freezers; Washing Machine

1410A, Beverley Park II,

DLF City, Phase II,


Gurgaon, Haryana

15 Fl Smidth Ltd. Machinery & Equipments -

Cement; Basic Iron & Steel, C.

Machinery Parts; Casting of

Metal; Engineering; Technical

Activities

180, Kodambakkam High Road,

Chennai, Tamil Nadu

16 Force Motors Ltd. Light commercial vehicles; LCV

& diesel engines; Tractors

(Formerly Bajaj Tempo Ltd.),

Bombay - Pune Road, Akurdi,

Pune

17 Gabriel India Ltd. Shock Absorbers, Struts, Bimetal

Strips; Bimetal

S - 304, L B S Marg,

Mulund, Mumbai

18 Gannon Dunkerley &

Co Ltd.

Electronic instrument, electronic

goods; Building construction

industry(civil and mechanical

engineers); Traders of engg &

electronic goods; Rubber

Chartered Bank Building,

M G Road, Fort,

PB No. 1547, Mumbai

Appendix-F

F-9


blankets; Brazing bottom

machinery

19 Grasim Industries Ltd. Basic chemicals; Manmade fiber;

Rubber products; Plastic

products; Fabricated metal

products; General purpose

machinery; Special purpose

machinery; Sponge iron, cement;

Erection & commissioning,

consultancy; Managerial

services; Software consultancy

Birlagram, Nagda,

Ujjain, Madhya Pradesh

20 Greaves Cotton Ltd. Diesel engines, Generating Sets,

Petrol Engines, Industrial Gear

Boxes, Fluid Couplings,

Vibratory Compactors, Tandem

Rollers, Concrete Pumps, CIFA

Pumps, Transit Mixers, Batching

Plants, Rock Roller Bits; Fluid

couplings, rock roller bits;

Pumps, concrete pumps; Gensets;

Industrial gearboxes; Silicon

carbide crucibles, Clay Graphites

crucibles; Pneumatic Tyre

Rollers, Plate Compactors,

Concrete Mixers, Truck Mounted

pumps and power Tillers,

Soilmec & other Agency

Products; Greaves Concrete

Pump; Cifa Concrete Pump;

Drillings Rigs; Truck Mounted

Boom Pump; Spritz; Formwork;

Defence Equipment

Industry Manor,

Appasaheb Marathe Marg,

Mumbai, Maharashtra

21 Hindustan Powerplus

Ltd.

Heavy duty diesel engines;

Generator Sets; Earth Moving

equipments

Mathagondapalli,

Hosur, Tamil Nadu

22 Honda Siel Power

Products Ltd.

Gensets; Engines; Water Pump Plot No 5, Sector 41 (Kasna),

Greater Noida Industrial

Development Area,

Greater Noida, UP

23 Hyderabad Industries

Ltd.

Technical & management

services; Engineering products;

Earth moving equipment; Fibre

cement products; Insulation

products; Asbestos cement

sheets, A A C Blocks, Aerocon

Panels and heavy engineering

Equipment''s; Building Products,

A A C Blocks, Aerocon Panels,

Plant & Machinary, Jointings

Sanathnagar,

Hyderabad, Andhra Pradesh

24 Ingersoll Rand (India)

Ltd.

Air & gas compressors & pumps;

Construction and mining

equipment, road machinery

equipment

Phase 1, Peenya Industrial Estate,

Peenya, Bangalore, Karnataka

25 International Tractors

Ltd.

Tractors Village Chuck Gujran,

P.O. Pipanwala, Jallandhar Road,

Hoshiarpur, Punjab

Appendix-F

F-10


26 Kirloskar Oil Engines

Ltd.

Diesel engines 5 - 20 HP engines,

pump sets spares; 19 - 300 HP

Water cooled engines, DG sets

both powered with air cooled and

water cooled engines

13, Laxmanrao Kirloskar Road,

Khadki, Pune, Maharashtra

27 Kirloskar Pneumatic

Co Ltd.

Pneumatic systems viz.

Compressed air, air conditioning,

refrigeration and hydraulic power

transmission equipment;

Erection, commissioning and

servicing of our products;

Refrigeration compressors &

systems, air compressors

transmission products and spares

thereof

Hadapsar Industrial Estate,

Pune, Maharashtra

28 Ordnance Factory

(Gun & Shell)

Guns & shells for defence forces Cossipore, Kolkata, West Bengal

29 Sandvik Asia Ltd. Metal cutting & forming tools;

Rock excavation tools; Rock

excavation equipments; Bulk

material handling equipments;

Stainless steels & special alloys;

Cobalt powder & salts; Process

systems

Mumbai - Pune Road,

Pune, Maharashtra

30 Skf Bearings India

Ltd.

Textile machinery components;

Selection of bearings for various

applications training on

mounting, dismounting, running

& maintenance of bearings to get

optimum machine / equipment

service life & trouble free

operation; Ball and roller

bearings; Tapered Roller Bearing

Mahatma Gandhi Memorial

Building, Netaji Subhash Road,

Mumbai, Maharashtra

31 Suzlon Energy Ltd. Wind turbine generators - "wind

mills"

Godrej Millennium, 5th Floor,

9, Koregaon Park Road,

Pune, Maharashtra

32 Tata Steel Ltd. Ferro alloys, bars, rods, strips;

Bearings; Tubes; Steel;

Engineering products; Minerals;

Structurals

General Office Building,

1st floor, Jamshedpur, Jharkhand

33 Tetra Pak India Pvt

Ltd.

Aseptic packaging material;

Machinery for processing fruit

juice/dairy products

Mayfair Towers, Ground Floor,

Wakdewadi,

Shivajinagar, Pune.

34 Zenith Ltd. Basic Iron & Steel ( Galvanised

& Black Steel Pipes); Cutting

tools; Dye intermediates;

Industrial knives & tools; Man -

made fibre yarn

1st Floor, Dalamal House,

Nariman Point,

Mumbai, Maharashtra

Appendix-F

F-11


List of companies for the electrical and electronics sector

1 Bharat Electronics

Ltd.

Television & Commn

equipments; Electronic

Components; Medical appliances

and instruments; Software

Nagavara, Outer Ring Road,


2 Continental Device

India Ltd.

Discrete semiconductor devices,

chips, dice; Wound components;

Contract manufacturing of

electronic PCB Assembly;

Electronic contract

manufacturing

C – 120, Naraina Industrial Area,

New Delhi

3 Crompton Greaves

Ltd.

Electrical products; Motors;

Electronic products; Turnkey

projects / designing and

implementation of computer

networking, servicing of software

for 11pecialized applications;

Software solutions; Fans

CG House, 6th

floor,

Dr Annie Besant Road,

Prabhadevi, Mumbai,

4 Gannon Dunkerley &

Co Ltd.

Electronic instrument, electronic

goods; Building construction

industry(civil and mechanical

engineers); Traders of engg &

electronic goods; Rubber

blankets; Brazing bottom

machinery etc

Chartered Bank Building,

M G Road, Fort, PB No. 1547,

Mumbai

5 Godrej & Boyce Mfg

Co Ltd.

Office & home furniture, Office

equipment; Storage systems,

Safes & Security equipment;

Energy conservation &

envirotech consultancy;

Furniture; Tools & Dies; Material

handling equipment; Process

equipment for chemical,

petrochemical, refineries and

allied industries; Manual &

electronic typewriters; Dot matrix

printers; Machine tools;

Pirojshanagar, Vikhroli (West),

Mumbai, Maharashtra

6 Hbl Nife Power

Systems Ltd.

Specialised Batteries; Power

Electronic products, Railway

electronics products

8 – 2 – 601, Road No 10,

Banjara Hills,


7 JCT Electronics Ltd. Colour picture tubes “Thapar House”, 124, Janpath,

New Delhi

8 Kirloskar Electric Co

Ltd.

Alternators, controls for

alternators / generators;

Switchgear; Motors;

Transformers; Variable speed

drives, industrial heating

equipments, industrial voltage

regulators; Printed circuit boards

P B No 5555,

Malleswaram (W),


9 Lg Electronics India

Pvt Ltd.

Washing Machines; Video

Equipments; Colour televisions;

Window & split air –

conditioners; Refrigerators;

Microware ovens; Colour

monitors; Audio equipment;

Vacum Cleaner

Plot No 51, Udyog Vihar,

Surajpur, Kasna Road,

Greater Noida,

Gautam Budh Nagar, UP

Appendix-F

F-12


10 Motorola India Pvt

Ltd.

Telecommunications; Domestic

Appliances; Radio, Television &

Communication Equipment &

apparatus; Transport Equipment;

Computer & Related Activities;

Software Consultancy & Supply

415/2, Mehrauli Gurgaon Road,


11 Philips India Ltd. Televisions; Electronic

components; Lamps, Luminaires,

Lighting Electronics & Gear,

Automotive Lamps; Irons,

Ovens, Toasters, Hair Dryers,

Mixer & Grinders, Philishave,

Satinelle; Ics, Discrete

Semiconductors; Cellphones;

Manufacture and supply of

plastic parts; High Technology

Products; Audio Systems, Tapes

& Accessories; Monitors,

Computer Peripherals; DVDs;

Metal Parts

Technopolis Knowledge Park,

2nd Floor, Nelco Complex,

Mahakali Caves Road,

Chakala, Andheri (E), Mumbai,

12 Samcor Glass Ltd. Glass for Color Funnels 7KM stone, Kota – Baran Road,

Kota, Rajasthan

13 Samtel Color Ltd. Color picture tubes (14”, 20”, 21”

FST & 21” F & FST); 29” True

Flat, 29” True flat

52, Community Centre,

New Friends Colony, New Delhi

14 Siemens Ltd. Installation and other services;

EPABX/EPAX/Intercom and key

telephone systems; Switchgear

items, Switchboards, control

boards and miscellaneous

accessories; Electric motors;

Railway signaling equipment;

Medical electronic diagnostic

equipment, X – Ray equipment;

Generators; Measuring and

control instruments; Variable

speed AC/DC drive systems;

Protection systems; Data

acquisition, logging and control

systems; Motor control modules

and programmable control

systems

130, Padurang Budhkar Marg,

Worli, Mumbai, Maharashtra

15 Sony India Pvt Ltd. Electronic Products A – 31, Mohan Co-operative

Industrial Estate,

Mathura Road, New Delhi

16 Tyco Electronics

Corporation India Ltd.

Wire harness, fibre optic, RF and

wireless interconnection systems,

application, tooling and other

electro mechanical components;

Electrical & electronic

connectors, cable systems

No 4, Maruthi Industrial Estate,

Hoody Rajapalya,

Whitefield Main Road,

Mahadevapura Post, Bangalore.

17 Vishay Components

India Pvt Ltd.

Film capacitors, electrolytic

capacitors, variable capacitors;

Potentiometers; Resistors

Loni – Kalbhor,

(Central Railway),

Pune, Maharashtra

18 General Industrial

Controls Pvt Ltd.

Time delay relays / timers –

electromechanical (synchronous)

and time switches, hour counters,

motor protection relays; Timers,

T- 107, MIDC,

Bhosari, Pune, Maharashtra

Appendix-F

F-13


time switches, hour counters;

Moulds; Injection moulded

plastic components and moulds

thereof; Marketing of

electromechinical / electronic

instruments

19 Gujarat Poly-Avx

Electronics Ltd.

Single Layer Ceramic capacitors;

Multiple Layer Ceramic

Capacitor; Metal Oxide Varistor

7, J Tata Road,

Churchgate Reclamation,

Mumbai, Maharashtra

20 Honeywell

International (India)

Pvt Ltd.

Amorphous Metals – Electronic

Cores and Other Products; Basic

chemicals, Other chemical

products; Man – made fibers;

Rubber products; Plastic

products; Aircraft and spacecraft

equipment; Electronic valves &

tubes & other Electronic

equipment; Software & Engg.

Centre

4th

floor, Nirlac House,

B- 25, Qutab Institutional Area,

New Delhi

21 Incap Ltd. Aluminium Electrolytic

Capacitors

1-58, Nidamanur,

Vijayawada, Andhra Pradesh

22 Isk Raemeco Seahorse

Ltd.

Energy meters; Defence

electronic systems

96, Meter Factory Road,

Trichy, Tamil Nadu

23 Peerless Fabrikkerne

(India) Ltd.

Loudspeakers & IT Components;

Hi – Fi Loudspeakers & Speaker

Systems

18- 19, SDF1,

SEEPZ, Andheri (E), Mumbai

24 Precision Electronics

Ltd.

Digital Microwave Radios,

Multiplexers, DVDR`s &

communication system for armed

forces; Design & Proto Type

Manufacture; Printed Circuit

boards

D- 10, Sector - 3,

Noida, Uttar Pradesh

25 Prem Conductors Pvt

Ltd.

AAA and ACSR Conductors G/11, 12 Swapna Complex,

Nr A K Patel Hous,

Mithakhali Six Road, Ahmedabad

26 Solectron Centum

Electronics Ltd.

Electronic components 44, KHB Industrial Area,

Yelahanka New Township,


27 Speck Systems Ltd. Manufacture of Digital film,

Recorders for Strategic

applications, Digital Lazer Writer

for commercial Graphics; GIS,

Mapping, Photogrammetry &

Degitisation of analog data /

Drawings / Maps; Linear

Positioner, Shaft Encoder, Arc

Lamp, Power supply, Lazer

Diode Mount, Analog Driver etc.

B – 49, Electronics Complex,

Kushaiguda,


28 Texas Instruments

(India) Pvt Ltd.

Semiconductor Design &

Software

Golf View Homes,

Wind Tunnel Road,

Murgeshpalya, Bangalore

29 Tvs Cherry Pvt Ltd. Electromechnical precision

switches; Hall effect sensors

(magnetic); Advance

performance keyboards; Reed

Relays, Proximity Switches

Madurai Melur Road, V

ellaripatti, Madurai, Tamil Nadu

30 Udhaya Energy Photo Solar Modules & Solar Cells 1/279/Z, Mudalipalayam,

Appendix-F

F-14


Voltaics Pvt Ltd. Arasur Post, Coimbatore,

Tamil Nadu

31 Vetal Textiles &

Electronics Pvt Ltd.

Textiles; Agro Products;

Electronic products

Plot No 1, Industrial Estate,

Civil Aero PO, Coimbatore,

Tamil Nadu

32 Webel Power

Electronics Ltd.

Power Electronic Items;

Supervisory Control & Data

Acquisition Syst–m

p - 1, Taratolla Road,


33 West Bengal

Electronics Indl

Development Corpn

Ltd.

Components, equipment, system

in electronics & telecom;

Development of electronics

industry in West Bengal,

developing industry specific

infrastructure system engineering

& services in electronics &

telecom

Webel Bhawan,

Block EP & GP, Sector V,

Salt Lake, Kolkata, West Bengal

List of companies for the process sector

1 Ace Refractories Ltd.

Refractories; Castable, Plastic,

Gunning Material, High Alumina

cement, Catalyst Bed Support,

Basic Bricks; High Alumina

Bricks

Pushpkunj, 4th Floor,

26 Central Bazaar Road,

Ramdaspeth,

Nagpur, Maharashtra

2 Agro Industrial

Packaging India Ltd.

Corrugated fibre board cartons,

Non metal waste & scrap

Nigam Vihar,

Shimla, Himachal Pradesh

3 Amrutanjan Ltd.

Pain Balm and allied products

42 - 45, Luz Church Road,

Mylapore, Chennai, Tamil Nadu

4 Andhra Pradesh Paper

Mills Ltd.

Paper & paperboards, newsprint

501 - 509, Swapnalok Complex,

92/93, Sarojini Devi Road,

Secunderabad

5 Asian Paints (India)

Ltd.

Paints & enamels; Penta

erythritol; Phthalic anhydride

6A, Shantinagar,

Vakola, Santacruz (East),

Mumbai, Maharashtra

6 Associated Cement

Companies Ltd.

Cement; Engineering &

consultancy, Project Exports;

Refractories

Cement House, 121,

Maharshi Karve Road,

Mumbai, Maharashtra

7 Aurobindo Pharma

Ltd.

Bulk Drugs, Sterile Bulk Drugs,

Drug Intermediates,

Formulations, Sterile

Formulations; Bulk Drugs &

Formulations

Certifications Anvisa, Brazil,

Health Canada, ISO 9001 : 2000,

MCC, South Africa, MHRA,

Ministry of Health, USFDA,

WHO

Plot No 2, Maitri Vihar,

Ameerpet,


8 Aventis Pharma Ltd.

Pharmaceuticals; Drugs &

Pharmaceuticals

Aventis House, 54/A,

Sir Mathuradas Vasanji Road,

Andheri (East),

Mumbai, Maharashtra

9 Ballarpur Industries

Ltd.

Paper; Chemicals; Agri products;

Writing & Printing paper and

Coated Wood - Free Paper

First India Place, Tower C,

Block A, Sushant Lok - I,


Appendix-F

F-15


Gurgaon

10 Biostadt India Ltd.

Agro chemical, pharmaceuticals,

aqua products, hybrid seeds

Poonam Chambers, A Wing,

6th Floor, Dr Annie Besant Road,

Worli, Mumbai.

11 Chambal Fertilisers

And Chemicals Ltd.

Urea Fertilisers

International Trade Tower,

F - Block, 3rd Floor, Nehru Place,

New Delhi

12 Claris Lifesciences

Ltd.

Blood Products, Nutritional

Products, Renal Care Products,

Anesthetics, Antibiotics,

Common I.V. Solutions

Corporate Towers,

Near Parimal Railway Crossing,

Ellisbridge, Ahmedabad, Gujarat

13 Coromandel Fertilisers

Ltd.

N P fertilizer - grade 28:28:0; N

P K fertilizer - grade 14:35:14; N

P fertilizer - grade 20:20:0;

Phosphotic Fertilizers

Coromandel House, 1 - 2 - 10,

Sardar Patel

14 Dabur India Ltd.

Ayurvedic medicines;

Pharmaceuticals; Herbal

healthcare & personal care,

cosmetics; Foods

3, Factory Road,

Near Safdarjang Hospital, Ring

Road, New Delhi

15 Dalmia Cement

(Bharat) Ltd.

Cement; Deadburnt Magnesite;

Sugar; Electronic Goods

Dalmiapuram, Trichy,

Tamil Nadu

16 Dcm Shriram

Consolidated Ltd.

Textile spinning; Urea; Caustic

soda, Chlorine; Stable Bleaching

Powder, Poly Aluminium

Chloride, Calcium Carbide; PVC

resin & compounds; Agricultural

products - MOP/DAP/SSP;

Environment & Waste

Management; Energy Services;

Cement; Sugar; Pesticides

5th Floor, Kanchenjunga Building,

18, Barakhamba Road,

New Delhi

17 Dcm Shriram

Industries Ltd.

Sugar, sugar cubes / satchets;

Yarn / fabric, processed yarn;

Shipping containers; Drug

intermediates; Alcohol, aromatic

chemicals; Liquor; Rayon

tyrecord; Nylon chafer / fabric

Kanchenjunga Building,

18, Barakhamba Road, New Delhi

18 Deepak Fertilisers

And Petrochemicals

Corporation Ltd.

Fertilizers and petrochemicals;

Liquified Carbon Dioxide;

Methanol; Nitric Acid;

Ammonium Nitrate; Ammonium

Sulphate; DAP / MOP

Opp Golf Course,

Shastri Nagar, Yerawada,

Pune, Maharashtra

19 Elder Pharmaceuticals

Ltd.

Pharmaceutical formulations,

bulk drugs; OTC products

Elder House, C - 9,

Dalia Industrial Estate, Off New

Lind Road, Andheri (W), Mumbai.

20 Emcure

Pharmaceuticals Ltd.

Pharmaceutical formulations

Emcure House, T - 184,

MIDC, Bhosari, Pune, Maharashtra

21 Khanna Paper Mills

Pvt Ltd.

Paper & Paper Boards

Fatehpur Road,

Amritsar, Punjab

22 Kirloskar Bros Ltd.

Power driven pumps; Industrail

Valves; Commercial castings;

Anti corrosion coating;

Centrifugal pump; Hemetic

Sealed Compressors

Udyog Bhavan, Tilak Road,

Pune, Maharashtra

23 Lafarge India Pvt Ltd. Cement; Building Materials 101 B, Sunny Towers,

Appendix-F

F-16


43, Ashutosh Choudhari Avenue,


24 Lanco Industries Ltd.

Pig iron; Cement

Rachagunneri Village,

Srikalahasthi Mandal,

Chittoor, Andhra Pradesh

25 Larsen & Toubro Ltd.

Information technology and

communications; Cement;

Switchgear - standard and

tailormade, metering &

protection systems; Heat transfer

equipment; Construction of

buildings & factories, property

development; Pressure vessels;

Refinary and cracker plant

equipment; Foundry; Rubber &

plastic processing machinery;

Glass manufacturing; Eutectic

and Industrial products, Industrial

Valves, Valves, Packaging; EPC

projects - Hydrocarbons,

fertilizer, petrochemical,

chemical, oil & natural gas, food

processing, power; Roads,

railways, airports, harbours,

tunnels & bridges; Power plants;

Water supply; Transmission;

Earth moving, hydraulic and

construct equipment;

Construction Equipment; Medical

Electronics Equipment;

Earthmoving Equipments;

Medical Electronics Equipments,

Eutectic; Switch gears, Valves

L & T House,

Ballard Estate,

Mumbai, Maharashtra

26 Lupin Ltd.

Bulk drugs and formulations.

(ANTI TB & cephalosporins)

4th Floor, World Trade Towers,

Barakhamba Avenue, Connaught

Place, New Delhi

27 Madras Cements Ltd. Cement; Ready Mix Concrete,

Dry Mix

98 - A, Dr. Radhakrishnan Salai,

Mylapore, Chenna

28 Malayala Manorama

Company Ltd.

Publications, Media, Newspaper

& periodicals; News Print,

Consumables; Capital Goods

Manorama Building,

KK Road, PR No. 26,

Kottayam, Kerala

29 Max India Ltd.

Drugs; Allopathic Pharmaceutical

Drugs

Max House (3rd Floor),

1, Dr Jha Marg,

Okhla - III, New Delhi

30 Orient Paper &

Industries

Portland cement; Technical know

- how to paper industry; Paper &

paper board; Electric fans,

components; Metallic precision

springs; Air pollution control

equipment

9/1, R N Mukherjee Road,

Birla Building,


31 Ranbaxy Laboratories

Ltd.

API`s & dosage forms

Plot No. 90, Institutional Area,


32 Raymond Ltd. -

Cement Division

Aviation; Cement & Clinker Mahindra Towers, B Wing,

3rd Floor, P B Marg,

Worli, Mumbai

Appendix-F

F-17


33 Reckitt Benckiser

(India) Ltd.

Food products; Pharmaceuticals;

Laundry products, household

products, toiletries; Liquids,

tablets

Enkay Center, 2nd Floor,

Vanijay Nikunj, Udyog Vihar,

Phase - 5, Gurgaon, Haryana

List of companies for the textile sector

1 Abhishek Industries

Ltd.

Cotton yarn, Acrylic yarn,

Polyester yarn

Raikot Road,

Barnala, Punjab

2 Alps Industries Ltd.

Venetian & vertical blinds; False

ceilings; Cotton fabrics, cotton

yarn; Made - ups; Natural dyes;

Yarn Fabric, Madeups;

Garments; Dyes

57/2, Site IV, Industrial Area,

Ghaziabad,

Sahibabad, Uttar Pradesh

3 Arvind Mills Ltd.

(The)

Denim Fabric; Shirting Fabric;

Knits Fabric; Knits Garments;

Shirts; Yarns

Naroda Road,

Ahmedabad

4 Ashima Ltd.

100% Cotton Textiles / Yarn

Dyed Fabrics, Denim, Grey

Fabrics; Ready to Stitch Fabrics;

Garments

Texcellence Complex,

Khokhra Mehmedabad,

Ahmedabad

5 Bombay Dyeing &

Mfg Co Ltd. (The)

Yarn, textile fabrics, textile piece

goods; Leasing; Textile made -

ups; Di - methyl terephthalate

Neville House,

J N Heredia Marg, Ballard Estate,

Mumbai.

6 Dcm Shriram

Consolidated Ltd.

Textile spinning; Urea; Caustic

soda, Chlorine; Stable Bleaching

Powder, Poly Aluminium

Chloride, Calcium Carbide; PVC

resin & compounds; Agricultural

products - MOP/DAP/SSP;

Environment & Waste

Management; Energy Services;

Cement; Sugar; Pesticides

5th Floor,



7 Dcm Shriram

Industries Ltd.

Sugar, sugar cubes / satchets;

Yarn / fabric, processed yarn;

Shipping containers; Drug

intermediates; Alcohol, aromatic

chemicals; Liquor; Rayon

tyrecord; Nylon chafer / fabric



8 Eurotex Industries

And Exports Ltd.

Cotton yarn; Knitted fabric

Raheja Chambers, 12th Floor,

213, Nariman Point, Mumbai.

9 Fenner (India) Ltd.

Transmission Belts, Oil Seals;

Conveyor belting (PVC); Other

fabricated metal products;

Spinning, Weaving, finishing of

textiles

Khivraj Complex - II,

5th Floor, 480, Anna Salai,

Nandanam, Chennai

10 Indo Rama Synthetics

(India) Ltd.

Man - made fibers (PSF. POY,

Chips, FDY & DTY); Spinning,

Weaving & Finishing of Textiles

Dr Gopal Das Bhawan,


11 Jct Ltd.

Textile fabrics, nylon & fibre

yarn

Thapar House, 124,

Janpath, New Delhi

Appendix-F

F-18


12 Kanoria Chemicals &

Industries Ltd.

Heavy chemicals; Jute & jute

goods; Textiles; Pesticides; Paint

intermediates; Indenting agent of

various multinationals; Caustic

Soda, Liquid Chlorine, Stable

Bleaching Powder, Lindane,

Anhydrous Aluminum Chloride,

Hydrogen, Tri - chloro benezene,

Chlorinated Paraffins, Poly

Aluminium chloride;

Pentaerythritol, Di -

pentaerthritol, Acetaldehyde,

Formaldehyde, Sodium Formate,

Hexamine, Industrial Alcohol,

Carbon di - oxide, Acetic Acid,

Ethyl Acetate; Hydrochloric Acid

Park Plaza, 71,

Park Street, Kolkata, West Bengal

13 Kurlon Ltd. Rubberised coir mattresses &

polyester fibre pillows; Knitted

and crocheted .Fabric and

articles; Manufacturing n.e.c;

Polyester fibre pillows, latex

Pillows; Coir doormats

Admn Office, N - 301,

South Block, Manipal Centre,

47, Dickenson Road, Bangalore.

14 Lg Balakrishnan &

Bros Ltd.

Rollon automotive timing chains,

transmission chains, conveyor

chains, power transmission

chains, card chains etc; Bicycle

chains; Textile Yarn

6/16/13, Krishnarayapuram Road,

P.O Box No. 2003,

Ganapathy Post,


15 Loyal Textile Mills

Ltd.

Cotton Yarn, Fabric, Garments

21/4, Mill Street, Kovilpatti,

Kovilpatti, Tamil Nadu

16 Malwa Cotton

Spinning Mills Ltd.

Hand knitting yarn and various

worsted yarn (both grey and

dyed); Charitable cancer hospital

with 300 bed capacity at

Ludhiana; Cotton yarn, cotton

acrylic yarn, polyester yarn,

polyester - cotton yarn, acrylic

yarn, cotton - viscose yarn,

polyester - viscose yarn, sewing

threads

D - 52, East of Kailash, New Delhi

17 Mahavir Spinning

Mills Ltd.

Spinning, weaving & finishing of

textiles; Other textiles; Yarn;

Fabrics

Vardhaman Group Corporate

Office, Chandigarh Road,

Ludhiana, Punjab

18 Patspin India Ltd.

Cotton Yarn

3rd Floor, Palal Towers,

Ravipuram,

M G Road, Kochi,

Ernakulam, Kerala

19 Pioneer Embroideries

Ltd.

Embroidered fabric; Laces and

motifs

Hakoba Compound, Western

Express Highway, Borivali (East),

Mumbai, Maharashtra

20 Precot Mills Ltd.

Cotton Yarn, Blended Yarn Supreme, P B 7161,

Green Fields, 737, Puliakulam

Road, Coimbatore, Tamil Nadu

21 Premier Mills Pvt Ltd.

Yarn, Grey & Processed Fabrics

244 ATD Street, Race Course,


22 Rajshree Sugars &

Chemicals Ltd.

Sugar; Industrial Alcohol;

Organic Manure; Electricity;

Real Estate Activity; Yarn

338, Avanashi Road,

Peelamedu,


Appendix-F

F-19


23 Shri Ramalinga Mills

Ltd.

Cotton yarn "Theerth", 8 - 12, Nethaji Road,

Pappanaickenpalayam,


24 Siyaram Silk Mills

Ltd.

Fabrics & Yarns B - 5, Trade World, Kamala City,

Senapati Bapat Marg,

Lower Parel, Mumbai

25 SRF Ltd.

Nylon tyre yarn/nylon tyre cord

fabric; Refrigant gases;

Chloromethanes, nylon

engineering polymers; Polyester

films; Industrial fabrics

Block - C, Sector - 45,

9 - 10, Bahadur Shah Zafar Marg,

Gurgaon, Haryana

26 Supreme Yarns Ltd.

Yarns

Village Kanganwal,

P O Jugiana, Ludhiana, Punjab

27 Suryalata Spinning

Mills Ltd.

Polyester / Viscose / PV Yarn

Surya Towers, 1st Floor,

105, SP Road, Secunderabad, AP

28 Thiagarajar Mills Ltd. Cotton yarn & fabrics Kappalur,

Madurai, Tamil Nadu

29 Vardhman Acrylics

Ltd.

Acrylic fibre & tow

755, GIDC,

Jhagadia Mega Estate,

Jhagadia, Bharuch, Gujarat

30 Visaka Industries Ltd.

Spinning; Building materials:

Asbestos cement sheet

Visaka Towers, 69/3,

S P Road, Secunderabad,


31 Welspun India Ltd.

Home Textile Products

Trade World,

B Wing, 8th Floor,

Kamala Mills Compound,

Lower Parel (W),

Mumbai, Maharashtra

32 Winsome Yarns Ltd.

100% cotton raw white, melange

yarns, cotton blended yarns,

100% acrylic, yarns

SCO 144 - 145,

Sector 34 - A,

Chandigarh


International journal articles (peer-reviewed)

[1] Ravi S. Reosekar and Sanjay D. Pohekar, (2014), "Six Sigma methodology: a

structured review", International Journal of Lean Six Sigma, Vol. 5 No. 4,

pp.392-422. (Awarded as 2015 outstanding paper award from Emerald Group

Publishing Limited)

[2] Ravi S. Reosekar and Sanjay D. Pohekar, (2013), “Design and Development of

Six Sigma Implementation Framework for Indian Industries”, International

Journal of Engineering, Business and Enterprises Applications, Vol. 2 No. 5,

pp.147-152.

[3] Ravi Reosekar, (2011), “Quality Improvement Through Systematic Approach-Six

Sigma”, The Journal of Engineering Education, Vol. 24 No. 3, pp.1-7, (ISSN

0971-5843).

[4] Ravi Reosekar, (2011),”Engineering Education-Present Scenario and Need for

Research”, The Journal of Engineering Education, Vol. 25 No. 2, pp.58-76,

(ISSN 0971-5843).

[5] Ravi Reosekar, (2013), “Application of Six Sigma for Higher Productivity”,

Bulletin of Marine Science and Technology, Vol. 8 No.1, pp.8-14,2013,

(ISSN:0974-8474).

[6] Ravi Reosekar (2009), “Six Sigma-Systematic Methodology for Process

Improvement”, Bulletin of Marine Science and Technology, Vol. 5, No.1,23-

27,2009 (ISSN:0974-8474)

[7] Ravi Reosekar (2015), “Structural model for Six Sigma implementation in an

Indian auto ancillary company”, Benchmarking: An International Journal,

Manuscript ID BIJ-11-2015-0108 (Under Review)

[8] Jasti, N.V.K, Suresh, K. and Ravi Reosekar, (2015), “An empirical investigation

on lean supply chain management frameworks in Indian manufacturing industry”,

Engineering Management Journal (Under Review)


International conference articles (peer-reviewed)

[1] Ravi Reosekar, (2013), “Critical Success Factors for Six Sigma Implementation”,

International Conference on Industrial Engineering (ICIE-2013), SVNIT

Surat, 20-22 November 2013.

Brief biography of the candidate

Ravi Shrikrishna Reosekar did his B.E.(Mech.) from Govt. College of Engineering,

Amrarvati University and M.E Mechanical from Birla Institute of Technology &

Science (BITS), Pilani. He is presently working as Assistant Professor with

Department of Mechanical Engineering, BITS-Pilani, Pilani Campus, Pilani, India.

He is also in-charge for BITS, Work Integrated Learning Programs (WILP) in Pune

with various industries like Wipro, IGATE and Tolani Maritime Institute. He has

teaching experience of more than 13 years at under graduate and graduate levels. His

research areas are Manufacturing management and six sigma.

Brief biography of the supervisor

Dr. Sanjay Pohekar graduated in Mechanical Engineering in 1989, did Master of

Technology in Energy Management in 1994 and MBA (HR) in 2000. He obtained his

doctorate degree in Mechanical Engineering in 2004 from Birla Institute of Technology

and Science (BITS) Pilani, India.

He has 25 years of experience in teaching, research and industry. He has taught in

Amravati, Nagpur and Pune University affiliated institutions for 5 years. He has also

taught in various capacities at BITS, Pilani for 9 years and Tolani Maritime Institute,

Pune (Off Campus Center for BITS, Pilani) for 7 years. He was also looking after the

entire Ph.D programme of BITS, Pilani. He has taught in various continuing education

programmes of National Thermal Power Corporation, Bharat Forge, Reliance Energy,

Eaton Corporation, Lupin Laboratories etc.

He has conducted management development programmes for the officers of Ministry

of New and Renewable Energy Sources, India and process steam engineers. He has

also convened two national level conferences on energy management at Pilani and

Pune. He has organized workshops on passive solar architecture, patent awareness and

convergence of technologies. He has given several talks on energy engineering topics,

technical paper writing etc.

He has 22 international journal publications to his credit in addition to several

conference proceedings. He was on reviewer board of Elsevier Science, Inder-science,

Interscience, IACSIT, Desalination Society USA, Nova Science Publishers and Wiley-

VCH, UK. He was guest editor for Energy and Fuel Users Journal in 2004 and is editor

for Bulletin of Marine Science and Technology. He was referee for scientific awards of

Turkish and Japanese governments. His papers have attracted more than 1101

citations, with h index of 9 as on date.

He has successfully guided two doctoral students and two National Renewable Energy

fellowships. He is presently guiding five Ph.D. candidates in the areas of energy

engineering, heat transfer and computational fluid dynamics. He was examiner for

Ph.D. theses in Amravati University, Manipal University, Anna University, Mumbai

University and BITS, Pilani for Mechanical, Chemical and Electrical Engineering

areas.

He is member of Indian Society of Tech Education, Solar Energy Society of India,

Fellow of Institution of Engineers (India), International Society on Multiple Criteria

Decision Making, Senior Member of International Association of Computer Science

and Information Technology and Fellow Maritime Research Network, Singapore.

Dr. Pohekar is presently Professor of Mechanical Engineering at Presidency

University, Yelahanka, Bengaluru.

Documents

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