Six Sigma implementation is spreading to many organizations the world over and success stories are increasing every day. In several cases, impressive financial benefits have been recorded, whereas in a few organizations, the implementation of this methodology has not given the expected benefits. In this article, the authors discuss various hurdles faced by the organizations from their experiences, and give a few recommendations for Six Sigma implementation.

Purpose: The aim of the article is to ascertain the challenges, lessons learned and managerial implications in the deployment of Lean Six Sigma (LSS) competitiveness to micro, small and medium Enterprises (MSME) in India and to establish doctrines to strengthen the initiatives of the government.Design/methodology/approach: The research adopts the Action Research methodology to develop a case study, which is carried out in the printing industry in a Tier III city using the LSS DMAIC (Define-Measure-Analyze-Improve-Control) approach. It utilizes LSS tools to deploy the strategy and to unearth the challenges and success factors in improving the printing process of a specific batch of a product.Findings: The root cause for the critical to quality (CTQ) characteristic, turn-around-time (TAT) is determined and the solutions are deployed through the scientifically proven data-based approach. As a result of this study, the TAT reduced from an average of 1541.2–1303.36 min, which in turn, improved the sigma level from 0.55 to 2.96, a noteworthy triumph for this MSME. The company realizes an annual savings of USD 12,000 per year due to the success of this project. Top Management Leadership, Data-Based Validation, Technical Know-how and Industrial Engineering Knowledge Base are identified as critical success factors (CSFs), while profitability and on-time delivery are the key performance indicators (KPIs) for the MSME. Eventually, the lessons learned and implications indicate that LSS competitiveness can be treated as quality management standards (QMS) and quality tools and techniques (QTT) to ensure competitive advantage, sustainable green practices and growth.Research limitations/implications: Even though the findings and recommendations of this research are based on a single case study, it is worth noting that the case study is executed in a Tier III city along with novice users of LSS tools and techniques. This indicates the applicability of LSS in MSME and thus, the modality adopted can be further refined to suit the socio-cultural aspects of India.Originality/value: This article illustrates the deployment of LSS from the perspective of novice users, to assist MSME and policymakers to reinforce competitiveness through LSS. Moreover, the government can initiate a scheme in line with LSS competitiveness to complement the existing schemes based on the findings of the case study.

Purpose: The purpose of this paper is to explore the voice of the customer, key performance indicators, critical to quality characteristics, critical success factors, and commonly used tools and techniques for deploying the Lean Six Sigma (LSS) strategy in Indian private hospitals, with special attention to the medical records. Design/methodology/approach: The study utilizes the action research methodology to obtain a greater understanding of the use of LSS in the Indian healthcare sector. Multiple case studies were designed and successfully deployed to understand and ascertain challenges in LSS implementation. Five case studies were carried out in the Medical Records Departments (MRD) of four private hospitals in India. Findings: Patients perceive that waiting in queue harms their health, which can be rectified by addressing the cycle time of the system. The research also found that effective leadership, availability of data, involvement of cross-functional team and effective communication are critical to the success of LSS projects. In addition, control charts, cause and effect diagram, 5S, gemba, two-sample t-test, standardization, waste analysis and value stream mapping are some of the common tools used to improve healthcare systems. Research limitations/implications: The research was restricted to studying the impact of LSS on the workflow and resource consumption of the MRD in Indian allopathic hospitals only. The validity of the results can be improved by including more hospitals and more case studies from the healthcare sector in different countries. Originality/value: The findings will enable researchers, academicians and practitioners to incorporate the results of the study in LSS implementation within the healthcare system to increase the likelihood of successful deployment. This will provide greater stimulus across other departments in the hospital sector for wider and broader application of LSS for creating and sustaining process improvements.

Purpose: The primary aim of this article is to ascertain the modalities of leveraging Lean Six Sigma (LSS) for Industry 4.0 (I4.0) with special reference to the process industries. Moreover, it intends to determine the applicability of simulation-based LSS in the automation of the mineral water industry, with special emphasis on the robust design of the control system to improve productivity and performance. Design/methodology/approach: This study adopts the action research methodology, which is exploratory in nature along with the DMAIC (define-measure-analyze-improve-control) approach to systematically unearth the root causes and to develop robust solutions. The MATLAB simulation software and Minitab statistical software are effectively utilized to draw the inferences. Findings: The root causes of critical to quality characteristic (CTQ) and variation in purity level of water are addressed through the simulation-based LSS approach. All the process parameters and noise parameters of the reverse osmosis (RO) process are optimized to reduce the errors and to improve the purity of the water. The project shows substantial improvement in the sigma rating from 1.14 to 3.88 due to data-based analysis and actions in the process. Eventually, this assists the management to realize an annual saving of 20% of its production and overhead costs. This study indicates that LSS can be applicable even in the advent of I4.0 by reinforcing the existing approach and embracing data analysis through simulation. Research limitations/implications: The limitation of this research is that the inference is drawn based on a single case study confined to process industry automation. Having said that, the methodology deployed, scientific information related to optimization, and technical base established can be generalized. Originality/value: This article is the first of its kind in establishing the integration of simulation, LSS, and I4.0 with special reference to automation in the process industry. It also delineates the case study in a phase-wise manner to explore the applicability and relevance of LSS with I4.0. The study is archetype in enabling LSS to a new era, and can act as a benchmark document for academicians, researchers, and practitioners for further research and development.

The purpose of this article is to illustrate how Lean Six Sigma (LSS) methodology was applied to an Auto ancillary conglomerate in India for achieving operational excellence. The research reported in this paper is based on a case study carried out using LSS methodology in improving yield of a semi-automated transfer line process of the organisation. The root causes for the problem were identified and validated through data based analysis from LSS tool box, at different stages in the study. The application of LSS methodology resulted in reduction of drilling defects while machining injector bodies and reduced the Defects Per Million Opportunities from 38,000 to 5600. The application of this methodology had a significant financial impact (saving of about INR 1.4 million per annum) on the bottom-line of the company.