Rekha Yoganathan, Jamuna Venkatesan and William Christopher I.
This paper intent to design, develop, and fabricate a robust cascaded controller based on the dual loop concept i.e. Fuzzy Sliding Mode concept in the inner loop and traditional…
Abstract
Purpose
This paper intent to design, develop, and fabricate a robust cascaded controller based on the dual loop concept i.e. Fuzzy Sliding Mode concept in the inner loop and traditional Proportional Integral controller in the outer loop to reduce the unknown dynamics and disturbances that occur in the DC-DC Converter.
Design/methodology/approach
The proposed Fuzzy sliding mode approach combines the merits of both SMC and Fuzzy logic control. FSMC approach reduces the chattering phenomena that commonly occurs in the sliding mode control and speed up the response of the controller.
Findings
In most of the research work, the inner current loop of cascaded controller was designed by sliding mode control. In this paper FSMC is proposed and its efficacy is confirmed with SMC -PI. In most uncertainties, FSMC-PI produces null maximum peak overshoot and a very less settling time of 0.0005 sec.
Originality/value
The presence of Fuzzy SMC in the inner loop ensure satisfactory response against all uncertainties such as steady state, circuit parameter variations and sudden line and load disturbances.
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Shruti J. Raval, Ravi Kant and Ravi Shankar
Lean Six Sigma (LSS) is receiving a tremendous attention as a modern process of streaming to improve the organizational ability and customer satisfaction. A successful LSS…
Abstract
Purpose
Lean Six Sigma (LSS) is receiving a tremendous attention as a modern process of streaming to improve the organizational ability and customer satisfaction. A successful LSS implementation is influenced by various factors and the execution of all the influencing factors simultaneously is a very difficult task for any organization. From the perspective of limitation of resources, this paper aims to present a basic issue in an LSS implementation of clustering complex and impacting factors into groups to achieve them in a stepwise manner. This paper aims to present a fundamental issue of clustering the complex and impacting factors of an LSS implementation into groups to achieve them stepwise.
Design/methodology/approach
A total of 40 relevant influencing factors toward an LSS implementation have been identified from the extensive literature review and duly validated with experts’ opinions. Integrated fuzzy set theory and decision-making trial and evaluation laboratory (DEMATEL) approach are demonstrated to explore the causal relationships among influencing factors of the LSS implementation. An empirical case analysis of an Indian manufacturing organization is carried out to illustrate the utilization of the proposed model.
Findings
The proposed framework effectively finds out the significance of each influencing factor of an LSS implementation and clustered into cause–effect groups. As per the results of the empirical case analysis, ten critical success factors (CSFs) of the LSS implementation are evaluated for the successful LSS implementation. Top management pays more attention to achieve them and implement them in a phase-wise approach under the limitations of accessible resources.
Research limitations/implications
The presented framework provides an effective, precise and systematic decision support tool for recognizing CSFs of the LSS implementation. The organization, decision-makers, industrial practitioners and academic researchers may be able to comprehend the cause–effect relationship of the influencing factors of the LSS implementation. The exploratory nature and the single case study are two major limitations of this analysis. The developed model is heavily dependent on the experts’ opinions; hence, any bias in judgment will influence the final result.
Originality/value
This analysis is the first of its kind of effort, according to the best of the authors’ knowledge, to classify the influencing factors of LSS implementation into the cause–effect cluster. The outcomes of this analysis make the complexity of a problem easier in handling and assisting the decision-making.
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Shreeranga Bhat, E.V. Gijo, Jiju Antony and Jennifer Cross
This study aims to present Lean Six Sigma (LSS) deployment and sustainment strategies for the healthcare sector from a multi-level perspective. The objective is to present LSS…
Abstract
Purpose
This study aims to present Lean Six Sigma (LSS) deployment and sustainment strategies for the healthcare sector from a multi-level perspective. The objective is to present LSS implementation insights to enable policymakers, practitioners and academicians to test and develop an LSS framework for healthcare sectors.
Design/methodology/approach
The strategies identified are the result of a multi-method research design involving literature review, action research (AR) and Delphi study. Further, the AR portion of the study involved more than 10 years of projects focused on the deployment of LSS in the healthcare sector.
Findings
The strategies include a holistic view from the multi-level perspective, considering the Top Management Level, Middle Management Level and Operational Level. The authors ascertained 27 strategies across the three levels of organizational structure for the effective deployment of LSS. Further, the authors present a customized LSS “pocket guide” from the healthcare perspective for quick reference.
Research limitations/implications
The strategies delineated in this study are based on the Indian healthcare section only; thus, further research in additional geographic contexts is needed. Also, further research is necessary to provide additional empirical validation of the effects of the identified strategies on LSS program outcomes and to verify that the strategies operate at the proposed organizational levels. Future research should also focus on identifying the interrelationships between strategies within and across levels, developing a “road map” for LSS implementation in hospitals and designing the LSS curriculum for medical schools and other medical training programs.
Practical implications
Observations of this study can contribute to developing a holistic framework for successful LSS implementation in the healthcare sector for academicians, practitioners and policymakers. This, in turn, ensures an enhanced value proposition, improved quality of life and reduced healthcare operational costs. Thus, it ensures a win-win situation among all the stakeholders of the healthcare sector.
Originality/value
The strategies put forth will enable the LSS researchers, academicians and, more particularly, practitioners to delve deeper into specific enablers and safeguard the LSS deployment from backlash. The research has two significant benefits. Firstly, it enhances the understanding of LSS from the healthcare perspective. Secondly, it provides direction for future studies with specific components for hospitals’ LSS framework, which can be further tested, refined and improved.
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Michael Sony, Subhash Naik and K.K. Therisa
Lean Six Sigma (LSS) has been one of the most widely used quality improvement initiatives over the last decade. However, the success rate of LSS is dismally poor, and most…
Abstract
Purpose
Lean Six Sigma (LSS) has been one of the most widely used quality improvement initiatives over the last decade. However, the success rate of LSS is dismally poor, and most organizations discontinue LSS initiatives prematurely. The purpose of this paper is to answer the question why do organizations discontinue LSS initiatives?
Design/methodology/approach
To understand the discontinuance mechanism of LSS initiatives, the authors selected two companies. One from the manufacturing and one from service sector in India. The companies were selected as they had initially implemented LSS, and later within six years had discontinued the initiatives. Four projects from each company were studied using case study methodology.
Findings
This study finds 11 factors due to which the organizations discontinue LSS initiatives. The factors are poor success rate, unrealistic expectations from LSS, unsustainable results, misuse of statistics, large tool set, unsupportive and uncommitted top management, lack of training and development, lack of synergy of LSS and business strategy, lack of link between LSS and customer needs, wrong projects selection and premature discontinuation of LSS experts. The study further discusses the discontinuance mechanisms of LSS using propositions.
Practical implications
LSS is one of the most widely used initiatives in the organizations. Such initiatives involve costs. Earlier studies have reported that many organizations discontinue the LSS initiatives resulting in a loss or not meeting the intended goals. This paper will help the practitioners as well as organizations to understand why organizations discontinue LSS and take prompt actions for its success.
Originality/value
Earlier studies on LSS address the critical success factors, and this paper addresses those about failures by studying organizations that have discontinued LSS. The present study finds 11 factors that are responsible for discontinuing LSS in organizations. In addition, propositions are developed for future research and empirical testing. This study also offers further insights into the discontinuance mechanisms involved in LSS.
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Organisations are looking for a concept that can solve traditional as well upgraded production problems with current resources and technology, and this can be addressed by…
Abstract
Purpose
Organisations are looking for a concept that can solve traditional as well upgraded production problems with current resources and technology, and this can be addressed by integration of lean six sigma (LSS) with Industry 4.0 (I4.0) technologies. This reduces complexity in the manufacturing process through digital technologies. Cyber physical system (CPS) is considered as primary I4.0 technology with which all other technologies are associated to extend. CPS can integrate with other prevailing manufacturing approaches like lean, LSS and so on. LSS, on the other hand, is a team-focussed performance improvement strategy which is widely used by the industries to identify problems, eliminate waste to meet customer requirements. The study aims at analysis of challenges for LSS and CPS integration.
Design/methodology/approach
Integrating LSS and CPS will solve both traditional and modern manufacturing problems. To integrate these technologies, organisational requirements need to be assessed. These requirements are posed as challenges in this study. Their priority weights are analysed, and challenges are prioritised using fuzzy Combinative Distance-based Assessment (CODAS) method. Sensitivity analysis is employed to assess the robustness of the results.
Findings
The result of this study enables top management to integrate LSS and CPS. In this study, 20 challenges were identified, and they are assessed to compute their relative assessment score. Requirement of new tools and methods with 0.6 score ranks first followed by interplay with big data and requirement of new communication protocol. The result highlighted the need for integration of LSS and CPS, proper utilisation of information and communication technologies, and cyber security management as the main impediments that need to be addressed to implement CPS in an LSS environment.
Originality/value
The analysis of challenges of LSS and CPS integration using MCDM tool is the original contribution of the authors.
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J. Muraliraj, Suhaiza Zailani, S. Kuppusamy and C. Santha
Literature reviews are a pervasive aspect in research. An ever mounting field such as Lean Six Sigma requires a perpetual touch on the subject to accentuate insights that can be…
Abstract
Purpose
Literature reviews are a pervasive aspect in research. An ever mounting field such as Lean Six Sigma requires a perpetual touch on the subject to accentuate insights that can be researched about. The purpose of this paper is to address the published literatures in the field of Lean Six Sigma through multiple criterion for an enhanced understanding of the subject matter through summarizing its current trends, uncovering existing literature gaps and revealing opportunities for future research in the field.
Design/methodology/approach
The literature review on Lean Six Sigma field spans around 17 years that includes peer-reviewed journals from management, business, engineering, healthcare, manufacturing, military among the many disciplines. The study uses a content analysis approach in which several dimensions of the literature were analysed: purpose or focus of study, years of publication, journal name or publications, methodologies, theories used, country of study, industry sub-sectors, active authors in the field, critical success factors, barriers and challenges and the most contribution of Lean Six Sigma papers by universities.
Findings
Eleven important findings from the analysis were summarized among them; the field of Lean Six Sigma had begun to grow significantly since the new millennium particularly after the 2004-2007 or 2008 period; standalone concepts of Lean and Six Sigma are highly researched compared to the integrated concepts; large proportion of perspective, conceptual and descriptive based studies; lack of empirical validity on the fusion between Lean and Six Sigma; lack of theoretical based studies, etc.
Research limitations/implications
The study is limited to 102 journals in commonly searched databases in the subject matter which produced 261 journal papers. This study seeks to broaden the summary of studies done under the keyword “Lean Six Sigma”.
Originality/value
The review analysis uses a content analysis approach in search of valuable gaps in existing research. The study found 261 papers from 102 journals that were published over the past seventeen years (2000-2016). This paper provides scholars, practitioners and managers with insights on the present trends and focus of Lean Six Sigma in addition to what else are lacking in the subject matter, which could pave the way for future research and practical endeavours.
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Shruti J. Raval, Ravi Kant and Ravi Shankar
The aim of this analysis is to review the Indian manufacturing organizations practicing Lean Six Sigma (LSS) tools/techniques with an objective of monitoring the performance of an…
Abstract
Purpose
The aim of this analysis is to review the Indian manufacturing organizations practicing Lean Six Sigma (LSS) tools/techniques with an objective of monitoring the performance of an organization and to develop recommendation for strategies to benchmark organizational operational efficiency.
Design/methodology/approach
This study offers insights of the LSS performance measurement aspects of the Indian manufacturing organizations based on Data envelopment analysis (DEA) approach. The five inputs and two outputs are considered on the basis of literature review and discussed with the practitioners.
Findings
In this analysis, the relative efficiency score of 18 Indian manufacturing organizations has been determined in order to assist evaluation of the impact of monetary investment on the outputs. The present analysis not only investigates the optimum level of input variables but also lays down a significant observation that an organization having higher profit and inventory turnover ratio is not necessarily an efficient organization.
Practical implications
The results assist to determine the best practice units, potential source of inefficiency and deliver beneficial data for the consistent enhancement of the operational efficiency. The DEA results assist managers and decision makers to derive appropriate strategies to enhance their performance with reference to the efficient organization and to regard it as their role model.
Originality/value
This analysis renders a DEA based framework of LSS practicing Indian manufacturing organizations. The framework is unique in terms of its input-outputs variable selection and measurement procedure.
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Alisson Christian Scheller, Thayla T. Sousa-Zomer and Paulo A. Cauchick-Miguel
Although the literature on Lean Six Sigma (LSS) implementation has evolved, a deeper understanding of the LSS practices applied in organisations in developing countries is needed…
Abstract
Purpose
Although the literature on Lean Six Sigma (LSS) implementation has evolved, a deeper understanding of the LSS practices applied in organisations in developing countries is needed. This paper aims to analyse LSS in a manufacturing company in the context of LSS implementation in an emerging economy.
Design/methodology/approach
This paper uses case-based research. Data collected in a large manufacturing company through multiple sources of evidence were triangulated to derive the findings. This paper analyses aspects related to the implementation of both programmes and their synergy, as well as some critical and failure factors.
Findings
The main results show that Lean and Six Sigma are applied separately in two different programmes. Some aspects that are necessary to increase the integration of both approaches were identified while considering each phase of the DMAIC and the current approach applied by the company. Although some positive results have been achieved, there are many critical and failure factors that may influence the implementation of both approaches, such as employee training and changes in the organisational environment. Finally, the comprehensive integration of both approaches needs to be undertaken by the company.
Research limitations/implications
The findings from this single case study cannot be generalised.
Practical implications
This paper may be used as a guiding reference for managers and consultants to help them when working towards more successful LSS implementation.
Originality/value
First, this paper investigates LSS in a manufacturing firm located in a developing country; this issue is still seldom addressed in the literature. Second, it may contribute to practitioners’ knowledge by delivering insights into a real context, as well as the relevant issues to be addressed when implementing LSS in similar contexts.
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Gunjan Yadav and Tushar N. Desai
The purpose of this paper is to identify Lean Six Sigma enablers (LSSEs) and analyse the interaction among the enablers via a hierarchical model developed by employing…
Abstract
Purpose
The purpose of this paper is to identify Lean Six Sigma enablers (LSSEs) and analyse the interaction among the enablers via a hierarchical model developed by employing interpretive structural modelling (ISM) and determine the driving and dependence power of enablers through fuzzy MICMAC (Matriced’ Impacts Croise´s Multiplication Applique´ea´un Classement) analysis.
Design/methodology/approach
An expert group of industry professionals and academicians is consulted at the initial stage as an input for ISM methodology to explore the paired relationship among LSSEs for each parameter of Lean Six Sigma (LSS) implementation. The outcome of ISM is further utilized by fuzzy MICMAC analysis to discover the enablers that are strong drivers and highly dependent. Fuzzy set is included in MICMAC analysis in order to obtain more precise output and effective model.
Findings
In total, 20 key enablers are identified through a literature review and expert opinion that emerged as the most significant factors towards LSS implementation. The identified enablers are portrayed into a structural form representing as input and output variables. Later, the driving and the dependence power of each enabler is presented in cluster form.
Research limitations/implications
The paired relationships among LSSEs are obtained through the interpretation made by the experts. The judgments of experts are subjective and may be biased; as difference in expert opinion may influence the final outcome. Conducting a large-scale survey may provide a better catch for interactions of LSSEs.
Practical implications
This study provides strong practical implications for researchers as well as industry practitioners. The industry professionals must deliberately focus on the identified LSSEs more conservatively during LSS implementation and the top management should plan strategically to avoid any implementation failure.
Originality/value
The present study identifies 20 crucial enablers of integrated LSS and presents them in a hierarchical form which will be beneficial for researchers and practitioners. The interactions among the enablers shown in cluster form will help in better execution of LSS.
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Surya Prakash, Satish Kumar, Gunjan Soni, Raj V. Mahto and Nitesh Pandey
This study aims to present an overview of leading research trends in the lean six sigma domain published in the International Journal of Lean Six Sigma (IJLSS) since its inception.
Abstract
Purpose
This study aims to present an overview of leading research trends in the lean six sigma domain published in the International Journal of Lean Six Sigma (IJLSS) since its inception.
Design/methodology/approach
The study analyses articles published between 2010 and 2019 in IJLSS using the bibliometric technique. The results of data analysis identify the most prolific authors, their affiliation, citation trends and highly cited articles from the journal. Further, a graphical analysis involving bibliographic coupling and co-citation analysis of the corpus enriches the investigation.
Findings
The results of the bibliometric analysis suggest that the number of IJLSS’s publications and citations grew markedly over time (from 4 citations in 2010 to nearly 1,324 in 2019). The organizational diversity and collaboration among authors publishing in IJLSS are trending upwards. Case study and focus group are the two most common research designs in publications. In the study, three major themes emerged: implementation of lean on business, integration of lean and six sigma and the effects of lean six sigma on businesses.
Practical implications
The study finding informs and educates practitioners and scholars about various qualitative research tools, applications and methods of implementing lean six sigma tools in different industry sectors.
Originality/value
The study uses bibliometric analysis to propose a novel categorization of research published in IJLSS and to report on the utilization of various lean tools in the journal. The study provides guidance for new future research besides offering a thorough introspection of the lean and six sigma domains.