Operational Guidelines for Six-Sigma Implementation: Survey of Indian Medium Scale Automotive Industries
Large scale Indian manufacturers started
implementing Six Sigma to their supply core to fulfill the endless
need of high quality products. As well, they initiated encouraging
their suppliers to apply the well-ascertain SS management practice
and kept no resource for supplier enterprises, generally small midsized
enterprises to think for the admittance of Six Sigma as a quality
promotion drive. There are many issues to study for requisite changes
before the introduction of Six Sigma in auto SMEs. This paper
converges on impeding factors while implementing SS drive and also
pinpoints the gains achieved through successful implementation. The
result of this study suggest some operational guidelines for effective
implementation of Six Sigma from evidences acquired through
research questionnaire and interviews with industrial professionals,
apportioned to assort auto sector mid-sized enterprises (MSEs) in
India.
[1] “Defining the Role of the Government in the Transnationalisation
Efforts of the Indian SMEs in the Auto Components Sector”,
Department of Scientific and Industrial Research (DSIR), Ministry of
Science and Technology, New Delhi, 2008, Published by: IDC (India)
Limited, Cyber House, Gurgaon, www.dsir.gov.in/reports/ittp_sme/
AutoCompReport.pdf, Last visited15 March 2011.
[2] Sehga, V., Ericksen, M. and Sachan, S. (2009), “Revving the Growth
Engine India’s Automotive Industry Is on a Fast Track”,Management
Magazine Strategy+Business, Booz & Company, USA,
http://www.booz.com/media/uploads/Revving_the_Growth_Engine.pdf,
Last accessed 01/03/2012.
[3] Das, K. (2007), "SMEs in India: Issues and Possibilities in Times of
Globalization", Chapter 3, "ERIA Research Project Report 2007 No.5,
ASEAN SMEs and Globalization", pp. 69-97. Article last accessed
1/03/2012 from; http://www.eria.org/research/images/pdf/
PDF%20No.5/No,5-3-India.pdf
[4] (2010), “Buyers guide 2010, the Indian automotive industry,”
Automotive Component Manufacturers Association of India (ACMA);
New Delhi, 2010.
[5] Uchikawa, S., Roy, S. (2010), “The Development of Auto Component
Industry in India”, on project entitled “Formal and Informal
Employment Growth in Manufacturing in South Asia: India and
Bangladesh, Detailed work on India and Bangladesh -Based on case
study and survey on limited number of firms”, Paper-6, pp. 1-20,
http://www.ihdindia.org/Formal-and-Informal-Employment/Paper-6-
The-Development-of-Auto-Component-Industry-in-India.pdf, last
accessed 02/03/2012.
[6] Akyüz, G. and Kuruüzüm, O. (2011) ‘A modeling approach in process
industry for improving manufacturing performance’, Int. J. Productivity
and Quality Management, Vol. 7, No. 1, pp.74–89.
[7] Sousa, P., Altinkilinc, M. and Searcy, C. (2009), “Implementing a
Functional ISO 9001 Quality Management System in Small and
Medium-Sized Enterprises”, International Journal of Engineering (IJE),
Volume (3) : Issue (3), pp.220-228.
[8] Sriram, K. (2010), “QMS Positive Impact for SMEs: An Indian Textile
Exporter’s Example”, Proceedings of the 2010 International Conference
on Industrial Engineering and Operations Management Dhaka,
Bangladesh, January 9 – 10, 2010.
[9] Maha M. Y., Abdul R. O. and Sany S. M. M. (2011) ‘Six Sigma and
Innovation Performance: A Conceptual Framework Based on the
Absorptive Capacity Theory Perspective’, International Journal of
Emerging Science, Vol. 1, No. 3, 307-323.
[10] Cagnazzo, L. and Taticchi, P. (2010), “Six Sigma for big companies and
SMEs: evidences from literature”, WSEAS TRANSACTIONS on Business
and Economics, Issue 4, Volume 7, October 2010, PP.295-310.
[11] Saad, M., and Patel, B. (2006), “An investigation of supply chain
performance measurement in the Indian automotive sector”,
Benchmarking: An International Journal, Vol. 13(½), pp. 36-53.
[12] Singh, R. K., Garg, S.K. and Deshmukh, S.G. (2007), “Strategy
development for competitiveness: a study on Indian auto component
sector”, International Journal of Productivity and Performance
Management, Vol. 56 Issue: 4, pp. 285 – 304.
[13] Bewoor, A.K. and Pawar, M.S. (2010), “Use of Shainin tools for
simplifying Six Sigma implementation in QMS/ISO certified environment– an Indian SME case study”, Journal of Engineering
Research and Studies, E-ISSN 0976-7916, Vol. I, Issue I, E-journal.
[14] Shahabuddin, S. (2008) ‘Six Sigma: issues and problems’, Int. J.
Productivity and Quality Management, Vol. 3, No. 2, pp.145–160.
[15] Singh, N. (2010), “Adoption of industry-specific quality management
system standards: determinants for auto component firms in India”,
International Journal of Productivity and Quality Management, Volume
5, No. 1 pp.88 – 107.
[16] Desai, D.A. and Patel, M.B. (2009), “Impact of Six Sigma in a
developing economy: analysis on benefits drawn by Indian industries”,
Journal of Industrial Engineering and Management, ISSN: 2013-0953,
Vol. 2(3): pp. 517-538.
[17] Natarajan, R.N. and Morse, J. (2009) ‘Six Sigma in services –
challenges and opportunities’, Int. J. Productivity and Quality
Management, Vol. 4, Nos. 5/6, pp.658–675.
[18] Azis, Y. and Osada, H. (2011) ‘An empirical study of new value
creation in financial service companies using design for Six Sigma
approach’, Int. J. Productivity and Quality Management, Vol. 7, No. 1,
pp.104–124.
[19] Godecke Wessel and Peter Burcher (2004), ‘Six sigma for small and
medium-sized enterprises’, The TQM Magazine, Vol. 16, No. 4, pp. 264-
272.
[20] Gunasekaran, A., Okko, P., Martikainen, T. and Yli-Olli, P. (1996),
“Improving productivity and quality in small and medium enterprises:
cases and analysis”, International Small Business Journal, Vol. 15 No.
1, pp. 59-72
[21] Ghobadian, A. and Gallear, D. (1997), “TQM and organization size”,
International Journal of Operations & Production Management, Vol.17,
No.2, pp. 121-63.
[22] Ike Ehie and ChwenSheu, (2005) ‘Integrating six sigma and theory of
constraints for continuous improvement: a case study’, Journal of
Manufacturing Technology Management, Vol. 16 Iss.5, pp.542 – 553.
[23] M.P.J. Pepper and T.A. Spedding (2010) ‘The evolution of lean Six
Sigma", International Journal of Quality & Reliability Management,
Vol. 27, Iss. 2, pp.138 – 155.
[24] Ike C. Ehie and RupySawhney (2005), ‘Integrating Six Sigma and Lean
Manufacturing for Process Improvement- A Case Study’, Chapter 36,
Handbook of Industrial and Systems Engineering, Edited by AdedejiB
.Badiru, CRC Press 2005, Pages 36-1–36-12, ISBN: 978-0-8493-2719-3.
[25] Zenon Chaczko, Essam Rahali and Rizwan Tariq (2007), ‘The
Application of Six Sigma to Integration of Computer Based Systems’,
World Academy of Science, Engineering and Technology, 34, 2007, pp.
332-337.
[26] Bewoor, A. K. andPawar, M. S. (2010), “Mapping macro/micro level
critical links for integrating Six Sigma DMAIC steps as a part of
company's existing QMS: an Indian SME case study”, International
Journal of Six Sigma and Competitive Advantage, Vol. 6, No. 1-2, pp.
105 – 131.
[27] http://www.iso.org/iso/catalogue_detail?csnumber=21823, Last accessed
15/11/2015.
[28] http://www.dnb.co.in/smes/smes.asp, “Emerging SMEs of India- Auto
Components”, Last accessed 15/11/2015
[1] “Defining the Role of the Government in the Transnationalisation
Efforts of the Indian SMEs in the Auto Components Sector”,
Department of Scientific and Industrial Research (DSIR), Ministry of
Science and Technology, New Delhi, 2008, Published by: IDC (India)
Limited, Cyber House, Gurgaon, www.dsir.gov.in/reports/ittp_sme/
AutoCompReport.pdf, Last visited15 March 2011.
[2] Sehga, V., Ericksen, M. and Sachan, S. (2009), “Revving the Growth
Engine India’s Automotive Industry Is on a Fast Track”,Management
Magazine Strategy+Business, Booz & Company, USA,
http://www.booz.com/media/uploads/Revving_the_Growth_Engine.pdf,
Last accessed 01/03/2012.
[3] Das, K. (2007), "SMEs in India: Issues and Possibilities in Times of
Globalization", Chapter 3, "ERIA Research Project Report 2007 No.5,
ASEAN SMEs and Globalization", pp. 69-97. Article last accessed
1/03/2012 from; http://www.eria.org/research/images/pdf/
PDF%20No.5/No,5-3-India.pdf
[4] (2010), “Buyers guide 2010, the Indian automotive industry,”
Automotive Component Manufacturers Association of India (ACMA);
New Delhi, 2010.
[5] Uchikawa, S., Roy, S. (2010), “The Development of Auto Component
Industry in India”, on project entitled “Formal and Informal
Employment Growth in Manufacturing in South Asia: India and
Bangladesh, Detailed work on India and Bangladesh -Based on case
study and survey on limited number of firms”, Paper-6, pp. 1-20,
http://www.ihdindia.org/Formal-and-Informal-Employment/Paper-6-
The-Development-of-Auto-Component-Industry-in-India.pdf, last
accessed 02/03/2012.
[6] Akyüz, G. and Kuruüzüm, O. (2011) ‘A modeling approach in process
industry for improving manufacturing performance’, Int. J. Productivity
and Quality Management, Vol. 7, No. 1, pp.74–89.
[7] Sousa, P., Altinkilinc, M. and Searcy, C. (2009), “Implementing a
Functional ISO 9001 Quality Management System in Small and
Medium-Sized Enterprises”, International Journal of Engineering (IJE),
Volume (3) : Issue (3), pp.220-228.
[8] Sriram, K. (2010), “QMS Positive Impact for SMEs: An Indian Textile
Exporter’s Example”, Proceedings of the 2010 International Conference
on Industrial Engineering and Operations Management Dhaka,
Bangladesh, January 9 – 10, 2010.
[9] Maha M. Y., Abdul R. O. and Sany S. M. M. (2011) ‘Six Sigma and
Innovation Performance: A Conceptual Framework Based on the
Absorptive Capacity Theory Perspective’, International Journal of
Emerging Science, Vol. 1, No. 3, 307-323.
[10] Cagnazzo, L. and Taticchi, P. (2010), “Six Sigma for big companies and
SMEs: evidences from literature”, WSEAS TRANSACTIONS on Business
and Economics, Issue 4, Volume 7, October 2010, PP.295-310.
[11] Saad, M., and Patel, B. (2006), “An investigation of supply chain
performance measurement in the Indian automotive sector”,
Benchmarking: An International Journal, Vol. 13(½), pp. 36-53.
[12] Singh, R. K., Garg, S.K. and Deshmukh, S.G. (2007), “Strategy
development for competitiveness: a study on Indian auto component
sector”, International Journal of Productivity and Performance
Management, Vol. 56 Issue: 4, pp. 285 – 304.
[13] Bewoor, A.K. and Pawar, M.S. (2010), “Use of Shainin tools for
simplifying Six Sigma implementation in QMS/ISO certified environment– an Indian SME case study”, Journal of Engineering
Research and Studies, E-ISSN 0976-7916, Vol. I, Issue I, E-journal.
[14] Shahabuddin, S. (2008) ‘Six Sigma: issues and problems’, Int. J.
Productivity and Quality Management, Vol. 3, No. 2, pp.145–160.
[15] Singh, N. (2010), “Adoption of industry-specific quality management
system standards: determinants for auto component firms in India”,
International Journal of Productivity and Quality Management, Volume
5, No. 1 pp.88 – 107.
[16] Desai, D.A. and Patel, M.B. (2009), “Impact of Six Sigma in a
developing economy: analysis on benefits drawn by Indian industries”,
Journal of Industrial Engineering and Management, ISSN: 2013-0953,
Vol. 2(3): pp. 517-538.
[17] Natarajan, R.N. and Morse, J. (2009) ‘Six Sigma in services –
challenges and opportunities’, Int. J. Productivity and Quality
Management, Vol. 4, Nos. 5/6, pp.658–675.
[18] Azis, Y. and Osada, H. (2011) ‘An empirical study of new value
creation in financial service companies using design for Six Sigma
approach’, Int. J. Productivity and Quality Management, Vol. 7, No. 1,
pp.104–124.
[19] Godecke Wessel and Peter Burcher (2004), ‘Six sigma for small and
medium-sized enterprises’, The TQM Magazine, Vol. 16, No. 4, pp. 264-
272.
[20] Gunasekaran, A., Okko, P., Martikainen, T. and Yli-Olli, P. (1996),
“Improving productivity and quality in small and medium enterprises:
cases and analysis”, International Small Business Journal, Vol. 15 No.
1, pp. 59-72
[21] Ghobadian, A. and Gallear, D. (1997), “TQM and organization size”,
International Journal of Operations & Production Management, Vol.17,
No.2, pp. 121-63.
[22] Ike Ehie and ChwenSheu, (2005) ‘Integrating six sigma and theory of
constraints for continuous improvement: a case study’, Journal of
Manufacturing Technology Management, Vol. 16 Iss.5, pp.542 – 553.
[23] M.P.J. Pepper and T.A. Spedding (2010) ‘The evolution of lean Six
Sigma", International Journal of Quality & Reliability Management,
Vol. 27, Iss. 2, pp.138 – 155.
[24] Ike C. Ehie and RupySawhney (2005), ‘Integrating Six Sigma and Lean
Manufacturing for Process Improvement- A Case Study’, Chapter 36,
Handbook of Industrial and Systems Engineering, Edited by AdedejiB
.Badiru, CRC Press 2005, Pages 36-1–36-12, ISBN: 978-0-8493-2719-3.
[25] Zenon Chaczko, Essam Rahali and Rizwan Tariq (2007), ‘The
Application of Six Sigma to Integration of Computer Based Systems’,
World Academy of Science, Engineering and Technology, 34, 2007, pp.
332-337.
[26] Bewoor, A. K. andPawar, M. S. (2010), “Mapping macro/micro level
critical links for integrating Six Sigma DMAIC steps as a part of
company's existing QMS: an Indian SME case study”, International
Journal of Six Sigma and Competitive Advantage, Vol. 6, No. 1-2, pp.
105 – 131.
[27] http://www.iso.org/iso/catalogue_detail?csnumber=21823, Last accessed
15/11/2015.
[28] http://www.dnb.co.in/smes/smes.asp, “Emerging SMEs of India- Auto
Components”, Last accessed 15/11/2015
@article{"International Journal of Business, Human and Social Sciences:71942", author = "Rajeshkumar U. Sambhe", title = "Operational Guidelines for Six-Sigma Implementation: Survey of Indian Medium Scale Automotive Industries", abstract = "Large scale Indian manufacturers started
implementing Six Sigma to their supply core to fulfill the endless
need of high quality products. As well, they initiated encouraging
their suppliers to apply the well-ascertain SS management practice
and kept no resource for supplier enterprises, generally small midsized
enterprises to think for the admittance of Six Sigma as a quality
promotion drive. There are many issues to study for requisite changes
before the introduction of Six Sigma in auto SMEs. This paper
converges on impeding factors while implementing SS drive and also
pinpoints the gains achieved through successful implementation. The
result of this study suggest some operational guidelines for effective
implementation of Six Sigma from evidences acquired through
research questionnaire and interviews with industrial professionals,
apportioned to assort auto sector mid-sized enterprises (MSEs) in
India.", keywords = "Indian automotive SMEs, quality management
practices, six sigma imperatives, problems faced in six sigma
implementation, benefits, some guidelines for implementation.", volume = "10", number = "1", pages = "182-6", }
