Factorial structure for Six Sigma project barriers in Indian manufacturing and service industries

Abstract

Purpose The purpose of this paper is to identify the latent constructs of various barriers affecting Six Sigma implementation in Indian industries. Design/methodology/approach Literature review resulted in 15 frequently reported barriers in Six Sigma implementation. An empirical survey of 168 Six Sigma practitioners including green belts, black belts (BB), and master BB from 40 Indian companies was conducted with the help of a structured questionnaire. The responses were analyzed using exploratory factor analysis which resulted into five constructs. Findings The study proposes five constructs, namely “role of top management,” “cultural change,” “expected attitude,” “availability of resources,” and “level of quality maturity.” The focused approach by organizations to overcome barriers in Six Sigma can be oriented using these constructs. Practical implications Six Sigma implementation needs elimination of barriers in projects. Top management support in planning and resource allocation supplemented by favorable employee attitude in bringing cultural change can develop quality maturity to implement Six Sigma successfully. Originality/value This study fills the gap in the literature by studying critical success factors, critical failure factors, and barriers together. This study is one of its kinds in the Indian context which captures the views of Six Sigma certified professionals from the organizations which are implementing Six Sigma.