Purpose: This paper aims to deploy Lean Six Sigma (LSS) framework to facilitate defect reduction and enhance bottom line results of an automotive component manufacturing organization. Design/methodology/approach: LSS is a business process improvement strategy widely used in the manufacturing field for enhancing manufacturing organization performance. The integration of Lean and Six Sigma will enable the attainment of defects reduction by eliminating non-value-adding activities from production line. LSS framework has been developed with the integration of define–measure–analysis–improve–control (DMAIC) tools and techniques. Findings: The finding of this study is that the LSS framework has been successfully implemented in automotive component manufacturing organization, and non-value-adding activities and defects from assembly line have been reduced. The proposed LSS framework applies lean tools within Six Sigma DMAIC approach to facilitate waste elimination and defect reduction. The developed framework with linkage of DMAIC tools and techniques reduces defects and non-value-adding activities with enhanced bottom line results. The implementation of proposed LSS framework shows effective improvement in key metrics. Research limitations/implications: The developed framework has been test implemented in an automotive component manufacturing organization. In future, more number of studies could be conducted. Further, advanced lean tools and techniques could be included in the framework for increasing the effectiveness of production line. Practical implications: The proposed LSS framework with linkage of DMAIC tools and techniques has been successfully implemented in an assembly line of automotive component manufacturing organization. This method is presently applied for an automotive component manufacturing organization; in future, the approach could be applied in different industrial sectors with addition of new tools and techniques for improving its effectiveness. Originality/value: LSS framework has been designed and test implemented in an assembly line of an automotive component manufacturing organization. Hence, the inferences are practical and key results of the study.

Purpose: – The purpose of this paper is to select the optimal Lean Six Sigma (LSS) project using hybrid fuzzy-based Multi-Criteria Decision-Making (MCDM) approach for an automotive component manufacturing organization. Design/methodology/approach: – The LSS project selection has been formulated as the MCDM problem. Hybrid MCDM method based on Decision-Making Trial and Evaluation Laboratory Model (DEMATEL), Analytical Network Process (ANP) and Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) has been used to select the optimal LSS project. The methodology enabled the practitioners to systematically prioritize LSS projects. Findings: – The finding of this study is that, out of five LSS projects, project P3 is the best LSS project. P3 is the optimal LSS project with reduced failure risk, and efforts are being taken to implement the selected project. Research limitations/implications: – The problem formulation and methodology has been tested for a single study. In future, more number of studies could be conducted using the hybrid approach. This method is presently applied for an automotive component manufacturing organization; in future, the approach could be applied in different industrial sectors for improving its effectiveness. Practical implications: – The case study has been conducted in a real-time industrial problem. The practitioners expressed the usefulness of the methodology for prioritizing LSS projects Hence, the inferences derived are found to possess practical relevance. Originality/value: – The original contribution of the study is the selection of optimal LSS project using hybrid MCDM technique.

Purpose: This study aims to present state-of-the-art research on circular economy (CE) implementation in construction and demolition waste management (CDWM) within the construction sector.Design/methodology/approach: A mixed-method (scientometric and critical analysis) review strategy was adopted, involving scientometric and critical analysis to uncover the evolutionary progress within the research area, investigate key research themes in the field, and explore ten issues of CE in CDWM. Moreover, avenues for future research are provided for researchers, practitioners, decision-makers, and planners to bring innovative and new knowledge to this field.Findings: A total of 212 articles were analyzed, and scientometric analysis was performed. The critical analysis findings reveal extensive use of surveys, interviews, case studies, or mixed-method approaches as study methodologies. Furthermore, there is limited focus on the application of modern technologies, modeling approaches, decision support systems, and monitoring and traceability tools of CE in the CDWM field. Additionally, no structured framework to implement CE in CDWM areas has been found, as existing frameworks are based on traditional linear models. Moreover, none of the studies discuss readiness factors, knowledge management systems, performance measurement systems, and life cycle assessment indicators.Practical implications: The outcomes of this study can be utilized by construction and demolition sector managers, researchers, practitioners, decision-makers, and policymakers to comprehend the state-of-the-art, explore current research topics, and gain detailed insights into future research areas. Additionally, the study offers suggestions on addressing these areas effectively.Originality/value: This study employs a universal approach to provide the current research progress and holistic knowledge about various important issues of CE in CDWM, offering opportunities for future research directions in the area.

Globally manufacturing organizations are implementing operational excellence (OPEX) projects to improve their long-term sustainability and competitive advantage. This research analyzes the critical success factors (CSFs) for implementing OPEX initiatives in manufacturing organizations through the utilization of a meta-analysis technique. Thirty studies were found to be relevant for the meta-analysis. The findings of the study suggest that OPEX implementation in manufacturing organizations is positively and strongly influenced by employee involvement, training and education, management commitment and involvement, and required resources to implement operational excellence. Further, OPEX is moderately influenced by leadership, project prioritization and selection, organizational culture, effective communication, customer relation, supplier relation, performance management and reward system, and teamwork. The findings also suggest that four moderators, namely location of the study, size of the firm, topic of the study, and publication year of the study also have a significant positive relationship for all of the CSFs. A comprehensive study of the CSFs for OPEX initiatives becomes imperative in this context. This research provides a better understanding of CSFs leading to successful OPEX implementation in a manufacturing environment and contributes to the body of knowledge for the OPEX research and practitioner community, especially for OPEX deployment in non-manufacturing sectors.

Purpose: Operational excellence (OPEX) initiatives such as Lean, Six Sigma, Lean Six Sigma and Agile have some common characteristics that can be understood through their adoption in organizations. The objective of this research is to present the results of an online survey highlighting the most critical reasons for failure of OPEX initiatives.Design/methodology/approach: This study presents the results of a survey from 106 experts from different countries who have been involved in OPEX implementation. The experts were Six Sigma Master Black Belts, Black Belts and Champions from different manufacturing and service organizations. The developed questionnaire was initially tested with the help of seven experts to ensure their technical validity and soundness.Findings: The study found 15% of companies surveyed have not adopted any form of OPEX methodology. The top three reasons for non-adoption of OPEX were also found. In terms of the use of various OPEX methodologies, more than 75% of companies were employing Six Sigma and less than 50% were engaged in Lean initiatives. Another surprising result was that less than 5% of the companies were utilizing Kaizen and other continuous improvement methodologies for improving the efficiency and effectiveness of organizational processes. The study further finds top five failure factors for sustaining OPEX initiatives in manufacturing, service, large and small organizations.Research limitations/implications: The study reports the outcomes based on an online survey with limited sample size. Moreover, the number of samples from small and medium-sized enterprises (SMEs) was less than 25, and therefore it was difficult to make any robust conclusions in the comparison of failure factors between large enterprises and SMEs.Originality/value: To the best of the authors’ knowledge, this is the first empirical study that has attempted to explore the reasons for failure of OPEX initiatives. The authors argue that a greater understanding of the reasons for failure of OPEX initiatives can provide an input to develop a framework that can mitigate the failures and costs associated with such failures.