Critical Success Factors of Six Sigma Implementation in Indian Automobile Components Manufacturing Industries

Chapter 5 RESULTS & A ; DISCUSSIONS 5.1 Consequences and treatments This chapter shows the consequences of methodological analysis used to happen the CSFs, weightages of CSFs and barriers of Six Sigma execution in Indian car constituents fabricating industries. 5.1.1 Critical Success Factors of Six Sigma Table 5.1 Gap analysis of CSFs of Six SigmaCritical Success factorsImportancePracticeAManagement engagement4.42.8BacillusOrganizational substructure3.92.5CCultural alteration4.12.1CalciferolEducation and preparation4.12.5TocopherolVision and program statement4.12.5FAssociating Six Sigma to client4.22.4GramAssociating Six Sigma to concern scheme4.02.6HydrogenAssociating Six Sigma to employees3.82.9IAssociating Six Sigma to providers4.02.5JouleCommunication4.12.7KUnderstanding of Six Sigma4.02.9LiterProject direction accomplishments3.82.9MeterUndertaking prioritization and choice4.03.0This undertaking work presents the consequences of the study conducted to place CSFs of Six Sigma within a medium graduated table car constituents fabricating unit and the consequences are used to compare with the findings of other research workers. The study consequence is represent the spread analysis revealed that there is the important spread between the sentiment of the employees of the company and t he existent pattern of CSFs within the company. It is shown in table 5.1 and at that place graphical representation is shown in figure 5.1 Figure 5.1 CSFs of Six Sigma executionConsequences oforganisational public presentationTable 5.2 Organizational public presentation standards to mensurate the success of Six SigmaOrganizational public presentationMeanStd. DeviationProductiveness2.20.8Defects Reduction2.10.8Warranty claim cost as a % of entire gross revenues3.10.9Cost of quality as a % of entire gross revenues2.90.8Delivery on clip to client3.50.8Net income betterment1.50.8Gross saless betterment1.70.7The consequences and benefits of Six Sigma execution within the administration were assessed in footings of organizational public presentation and attitudinal/perception alterations in the employees and clients. The organisational public presentation component of Six Sigma focuses on quality public presentation, operational and concern public presentation indexs, the inside informations of which are provided in table 5.2 and figure 5.2. attitudinal/perception alterations shown in table 5.3 and figure 5.3 that all the sof t factors have got low evaluation from the respondents. The average values of factors are below 3, with occupation engagement and organizational committedness holding the lowest evaluation of 2.6. The highest evaluation of 3 for the acquisition factor shows that administration public presentation in footings of supplying preparation and coaching. Figure 5.2 Graphical representation of organisational public presentation Table 5.3 Attitude/Perception alteration after Six Sigma deploymentAttitudinal ChangeMeanStd. DeviationEmployee satisfaction2.90.7Customer satisfaction2.80.5Organizational committedness2.60.7Job engagement2.60.6Learning3.00.7Work environment2.70.6 Figure5.3 Attitude/Perception alteration after Six Sigma deployment 5.1.3 Impeding factors in the execution of Six Sigma The respondents were asked to place three largest issues that they have faced during Six Sigma execution. Several obstructions to the acceptance of Six Sigma programme were highlighted as shown in figure 5.4 Figure 5.4: Factors suppressing the execution of Six Sigma 5.1.4 Consequences of AHP analysis The AHP Analysis is performed to place the critical successful factor for Six Sigma execution in car constituents fabricating industries. For AHP attack 6 factors are selected, they are Education and Training, Associating Six Sigma to concern scheme, Cultural Change, Associating Six Sigma to client, Vision and program statement, Management Commitment and engagement. It is found that the Management engagement and committedness ( F ) has got highest weightage i.e. 0.2586 and it is in first precedence. The standards, Associating Six Sigma with client has 2nd precedence and Associating Six Sigma to concern scheme has last precedence as it got lowest weightage i.e. 0.1255. Table 5.4 Average precedence and weightages for Six Sigma execution in car industrySuccess FactorsWeightsPrecedenceAEducation and preparation0.143165BacillusAssociating Six Sigma to concern scheme0.1255356CCultural Change0.151264CalciferolAssociating Six Sigma to client0.16892TocopherolVision and program statement0.1524853FManagement engagement and committedness0.2586615.1.5 Barriers for Six Sigma execution Table 5.5 shows the barriers to the effectual execution of Six Sigma. The consequences of the analysis show that the six reacting companies felt merely fiscal restraint to be important at 0.1 degree of significance. This indicates the fact that it is easy to implement Six Sigma plan in the Indian car constituents sector, as merely one barrier is found to be important out of the eight. Table 5.5Barriers for Six Sigma executionBarriersMeanS.D.t-valueFiscal Constraint3.330.521.58Time Constraint, Difficulty in Understanding Complicated3.001.100.00Statistical Tools3.001.100.00Lack of Management Exposure2.001.10–2.24Work Force/Union Resistance1.830.75–3.80Improper Training1.830.75–3.80Expensive Consultation Charges2.000.63–3.87Trouble in Understanding Six Sigma Methodology1.830.41–7.005.1.6 Analysis of benefits with Six Sigma execution Table 5.6: Benefits of Six SigmaexecutionBenefitsMeanS.D.t-valueDecrease in COPQ4.170.417.00Increase in profitableness4.330.526.32Improved merchandise quality3.830.415.00Improved company image3.830.415.00Decrease in procedure variableness4.000.633.87Addition in productiveness4.000.633.87Decrease in client ailments4.000.892.74Decrease of rhythm clip3.831.171.75Improved work civilization3.170.750.54Improved employee morale/ motive3.000.630.00Improved gross revenues2.330.523.16Decrease in review2.330.523.16Table 5.6 shows the assorted benefits of the Six Sigma plan The consequences of the analysis show that, in line with the Six Sigma doctrine of bottom line consequences, these Six Sigma companies have besides derived important fiscal benefits through reduced Cost of Poor Quality ( COPQ ) . Increase in profitableness, a 2nd important benefit, is a natural result of the decrease in COPQ. 5.1.7 Statistical analysis of CSFs for Six Sigma execution Table 5.7: Critical success factors for Six SigmaCSFsMeanS.D.t-valueTraining4.670.527.91Associating Six Sigma to clients4.670.527.91Undertaking Prioritization and Selection4.670.527.91Project Management Skills4.330.526.32Cultural alteration3.830.415.00Management Involvement and Participation ( Leadership )4.000.633.87Understanding of Six Sigma Methodology4.000.633.87Associating Six Sigma to Business Strategy3.670.523.16Organizational Infrastructure3.330.521.58Associating Six Sigma to Employees3.170.411.00Associating Six Sigma to Suppliers2.670.821.00As shown in Table 5.7 preparation, associating Six Sigma to clients, undertaking prioritization and choice topped the list of CSFs, followed by undertaking direction accomplishments. Cultural alteration came following. Management engagement and engagement, and understanding Six Sigma methodological analysis stood at the 4th degree. Associating Six Sigma to concern scheme and organisational substructure are besides rated as important. Asso ciating Six Sigma to employees and providers were rated as non important. This shows that companies have non linked their Six Sigma plan to their employees and providers. 5.1.8Comparison ofcritical successful factors analyzedwith literature Table 5.8 Comparison of CSFsanalyzedwith literatureFactorPresent survey IndiaPrevious Study ( Antonyet Al. , 2010 in UK )RankRankTrainingISixAssociating Six Sigma to CustomersITwoUndertaking Prioritization and SelectionISevenProject Management SkillsFourEightCultural ChangeVoltEightManagement Involvement and ParticipationSixIUnderstanding of Six Sigma MethodologySixVoltAssociating Six Sigma to Business StrategyEightThreeOrganizational InfrastructureNineFourAssociating Six Sigma to EmployeesTenElevenAssociating Six Sigma to SuppliersElevenTenThese findings were rather contrary to the findings from the old surveies carried out by Antonyet Al. [ 51 ] in little and moderate-sized UK fabrication endeavors Results of that peculiar survey show that direction engagement and engagement, associating Six Sigma to clients and associating Six Sigma to the concern scheme of the organisation are the most of import factors for the successful execution of Six Sigma, followed by organisational substructure, apprehension of Six Sigma methodological analysis, developing on Six Sigma, and undertaking prioritization and choice. Table 5.8 gives the comparing of the present and old survey. This difference in the precedence attached to CSFs can be to due to the fact that India is a developing economic system and the industrial civilization and environment environing India are different from that of UK. 5.1.9 Model for Six Sigma execution Six SigmaEngagement of EmployeesOrganizational InfrastructureDevelopment of TeamworkFocus on CustomerFocus on Supplier RelationshipUnderstanding of Six Sigma MethodologyTop direction committedness and leadingAssociating Six Sigma to CustomersQuality Improvement Tools & A ; TechniquesTraining and EducationFigure 5.5 Model for Six Sigma execution The top direction demands to be proactive in implementing Six Sigma and concentrate on incorporating Six Sigma with TS 16949. Associating Six Sigma plan to employees will assist in acquiring better cooperation, improved work civilization and morale. Associating Six Sigma to providers will assist in bettering coaction, which shall ensue in the effectual execution of Six Sigma. Organizations can derive much by volunteering to implement Six Sigma instead than waiting for it to be imposed. Evaluation and comparing of CSFs of Six Sigma aid organisations in the sector to attach the needed importance to assorted CSFs. Barriers of Six Sigma execution in Indian car constituents fabricating industries ISM modeling is performed. The consequences of ISM modeling shows Lack of Management Exposure and Expensive Consultation Charges are at first degree. The consequences of the Statistical analysis show that the companies felt merely fiscal restraint to be important at 0.1 degree of significance. Th is indicates the fact that it is easy to implement Six Sigma plan in the Indian car constituents sector, as merely one barrier is found to be important out of the eight. Harmonizing to the analysis, pillars of Six Sigma are arrived and general model for Six Sigma execution is developed. It is shown in figure 5.5.