Evaluating importance of critical success

factors in successful implementation of Lean

Six Sigma framework
Cite as: AIP Conference Proceedings 2148, 030048 (2019); https://doi.org/10.1063/1.5123970
Published Online: 03 September 2019

Vikas Swarnakar, A. R. Singh, and Anil. Kr. Tiwari

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© 2019 Author(s).
 Evaluating importance of Critical Success Factors in
successful implementation of Lean Six Sigma Framework
Vikas Swarnakar1, a) A. R. Singh2, b) and Anil. Kr. Tiwari 3, c)
123
Department of Mechanical Engineering, National Institute of Technology, Raipur-492010, Chhattisgarh, India
a)
Corresponding author: vikkiswarnakar@gmail.com
b)
amitrajsingh1@gmail.com
c)
anil.kr.tiwari@gmail.com

Abstract. Manufacturing organizations continually adopt quality improvement strategy to gain competitive edge in current
competitive market and fulfill the customers demand. Lean approach and Six Sigma approach are two quality improvement tools
extensively used to improve quality and bottom line result. Lean manufacturing generally used to eliminate waste and Six Sigma
approach used for reducing the defects in manufacturing process by eliminating the process variation with help of statistical tools
and techniques. The objective of this study is to recognize the importance of Lean Six Sigma CSFs for implementing Lean Six
Sigma strategy into manufacturing organization. Further the Interpretative Structural Modelling (ISM) approach used for
establishing the connection between the identified CSFs and establish them in different level of hierarchy. The organized level of
CSFs helps to adopt CSFs during LSS framework implementation process. This study will help both academician and
professionals to explore CSFs for successful implementation of Lean Six Sigma framework in their organization.

Keywords: Lean; Six Sigma; Lean Six Sigma; Critical Success Factors; Interpretative Structural Modelling

INTRODUCTION
In recent times, with the rise competition in current market the manufacturing organization strive to adopt quality
improvement techniques such as Lean manufacturing and Six Sigma to withstand in competitive market.
Traditionally, quality, cost, time and satisfaction of the customer have been key concern for manufacturing
organization. However with the customer growing awareness regarding right quality on right time at a minimum
cost in right place, the manufacturing organizations have been potency to convert their own system of working
culture. Different quality improvement strategy such as Lean manufacturing and Six Sigma have been widely
explored by a rising many organizations to meet current market demand and satisfy the customers. Many authors
have proved that the Lean Six Sigma is new and top most opportunity for business quality improvement (Swarnakar
and Vinodh, 2016; King and Lenox, 2001; Bergermiller and McCright, 2009; Vinodh and Swarnakar, 2015). Lean
Six Sigma methodology are often realised as combined strategy for waste elimination and variation reduction from
manufacturing process. In this context, authors used Lean Six Sigma five stage methodology which is Define-
Measure-Analyze-Improve-Control (DMAIC). This methodology could help to provide a complete LSS framework
combined with both Lean and Six Sigma tools for identifying suitable projects, defining the accurate problems,
measuring the data, analyzing the gathered data, improving the quality performance and controlling the improved
performance. The few manufacturing organizations have been successfully implemented the LSS framework
(Swarnakar & Vinodh, 2016). The LSS framework implementation processes have been facing many challenges
during their implementation period. The role of Lean Six Sigma CSFs in successful implementation of LSS
framework is pivotal. This purpose of study is to present the importance of critical success factors (CSFs) during the
effective implementation of Lean Six Sigma (LSS) framework in manufacturing organization. In this context the
LSS critical success factors have been identifying by the various approaches including literature review, lesion
learned from authors, expert’s opinion than Interpretative Structural Modelling (ISM) approach used for establishing
the relationship among the various CSFs and organizes them in diverse level of hierarchy. The organized level of
ISM model helps to provide the CSFs prioritization during the LSS framework implementation process.

LITERATURE REVIEW
The literature review has been done in two perspectives:
x Literature review on LSS framework

1st International Conference on Advances in Mechanical Engineering and Nanotechnology (ICAMEN 2019)
AIP Conf. Proc. 2148, 030048-1–030048-9; https://doi.org/10.1063/1.5123970
Published by AIP Publishing. 978-0-7354-1893-6/$30.00

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 x Literature review on application of LSS critical success factors and ISM in manufacturing organization

Literature review on LSS framework

Chakravorty and Shah (2012) explored the experience of LSS implementation while implemented in home
furnishing manufacturing sector. The LSS framework has been implemented to improve the performance of case
organization. The study used Lean Six Sigma DMAIC approach to implement the framework. The model has been
successfully implemented in in home furnishing industry and this study explained the implementation steps clearly.
Swarnakar and Vinodh (2016) deployed successfully Lean Six Sigma (LSS) model for automotive parts
manufacturing organization situated in India. The framework consisted with Lean Six Sigma DMAIC approach
combined with Lean Six Sigma tools and techniques. The framework successfully implemented in case organization
and reduce the defects occurred in product. The implementation also improved the quality and the efficiency of the
process. Raval et al. (2018) examined the comprehensive review on the perspectives of LSS framework. The study
systematically reviewed 190 literatures which were published during 2000 to 2016. This study helped to the
researcher to understand the present status of LSS and also fulfil the obtained gap for future research. Shreedharan et
al. (2018) developed the SDMMAICS framework for deploying LSS framework. The framework consisted the eight
phases, select-define-measure-map-analysis-improve-control and sustains to implement successful LSS framework.
The study used four stage methodologies for LSS project management. The study focused on shortcomings of
DMAIC methodology while implementing Lean Six Sigma framework based on the literatures and proposed the
new integrated approach for LSS project management. The study also validated the developed framework in real
environment. Laureani and Antony (2019) consolidated the existed knowledge on Lean Six Sigma and leadership
for researchers and LSS practitioners to successful implementation of LSS in organizations. The study consolidated
the knowledge about leadership and LSS through 179 published literatures on reputed academic database. The study
found leadership is most important success factors for successful deployment of Lean Six Sigma framework. The
study also found the need of development of leadership model for effectively implementation of LSS framework.
Yadav et al. (2018) proposed a LSS hybrid framework based on important barriers with their solution techniques to
eliminate waste occurred in manufacturing process and improve the overall quality of product. The study
successfully found the twenty seven LSS barriers and their solution through reviewed literatures and industrial
experts. The integrated AHP and TOPSIS methodology used to prioritize important barriers. This study also guided
the development process of LSS framework with prioritized barriers and checked their suitability in one
manufacturing organizations.

Literature review on application of LSS critical success factors and ISM in manufacturing
organization
Jadhav et al. (2014) developed sustainable Lean model for implementation by ISM approach. This context, the study
identified eight Lean practice bundles with the assistance of systematic review of the literatures and experts opinion
in the respective field than construct the relation between identified Lean bundles using ISM approach. The study
also developed the framework for implementation of sustainable Lean in organization. Jadhav et al. (2015) studied
the UNI-DO-ACMA and ISM model for the effective implementation of Lean manufacturing approach in
automotive component manufacturing organizations. The author validated the ISM model associated with UNI-DO-
ACMA framework. The study discussed about the development stages of both model, in this UNI-DO-ACMA
framework has been taken six steps whereas in ISM model performed eight in the successful implementation of
Lean framework. The study found out the ISM based Lean implantation model was best as compared to UNI-DO-
ACMA based for sustainable Lean implementation in case organization. Pandi et al. (2014) identified the important
CSFs to implement the IEQMS framework in higher education institutes. This study ten CSFs were recognized from
various review of literatures and experts opinion and to evaluated the relation between these CSFs using ISM
approach to successfully implement the IEQMS model. Kumar et al. (2016) addressed green Lean Six Sigma
barriers from the systematic literature review and experts opinion for structure modelling. The relationship between
those barriers was developed through ISM approach. This context twenty one barriers were identified and selected
with the help of experts opinion. The nine levels have been formed after applied the ISM approach. The MICMAC
analysis classified those barriers into four clusters for better understanding. The study identified the seven
independent, five linkage, nine dependent barriers and no barrier was identified under autonomous cluster. Yadav

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and Desai (2017) presented the hybrid interpretative self-structural modelling (ISM) and fuzzy MICMAC concept
for identification and selection of most significant enablers for manufacturing organization. The study identified
total thirteen Lean Six Sigma enablers with the help of literature review and used those enablers as input in ISM for
obtaining the relation between them. The study further used fuzzy MICMAC analysis to classify those enablers to
implement LSS in manufacturing organization. Yadav and Desai (2017) identified the LSS enablers and assessed the
relationship among these identified enablers with the use of ISM approach for better execution of Lean Six Sigma
application. The study used twenty enablers recognized from the systematic literature reviews and these enablers
were further classified in four predefined clusters according to their driving and dependence power with the use of
fuzzy MICMAC approach. Raval et al. (2018) demonstrated the Lean Six Sigma implementation approach used with
structural based modelling. The study developed the hypothetical model for the successfully implementation of LSS
using ISM approach. This context, author identified the seventy LSS enablers for implementation from systematic
literature review. Out of seventy enablers study selected forty enablers with the analysis of both industry and
academic experts. The relationship was obtained between the selected enablers through ISM approach and further
classified those enablers through MICMAC analysis. The study found out the out of forty enablers, only eighteen
enablers were identified under dependent cluster, twenty one enablers under independent cluster, one barrier under
autonomous and no barriers were identified under linkage cluster. Ruben et al. (2018) prioritized and assessed the
LSS barriers using combined ISM and Fuzzy MICMAC approach. The study analyzed the berries which affected the
implementation of Lean six sigma (LSS) applications with consideration of environmental factors by ISM approach.
The study identified twenty LSS barriers from various review of literatures and experts opinion. The ISM approach
was used to obtain the relation between those selected factors and further these factors was classified by the fuzzy
MICMAC analysis. In findings they identified the most dependent and dominant barriers which affected the LSS
implementation process. Shreedharan et al. (2018) reviewed the literatures on Lean manufacturing, Six Sigma, TQM
and Lean Six Sigma CSFs. The study performed content analysis of 41 literatures published on various reputed
journals and critically analyzed through four stage methodology. This study provided the implications and directions
about the future research. Laureani and Antony (2018) highlighted the LSS critical success factors and the role of
important CSFs in leadership for successfully deployment of Lean Six Sigma. The study was performed in to stages,
in the first stage author reviewed literatures on Lean Six Sigma; leadership, and CSFs and the remaining part
execute the study outcomes based on questionnaire survey and analytical method exploratory factor analysis.

Research Gap

The various reviewed literature are evident that the implementation of LSS framework helps to improve quality of
product, reduce cost by eliminating the waste and variation from the process and satisfy the customers. The
successfully implementation of LSS frameworks will also bring the cultural changes in concerned organization. The
direct implementation of LSS framework without knowing the CSFs for concerned organization causes more
chances of failure of framework. Thus it is very essential to know about the important critical success factors that
help in successful implementation of LSS framework. The successful implementation of Lean Six Sigma would only
provide the benefits. The analysis of various literature shows that the authors has been used the ISM approach for
supplier selection in supply chain (Kannan et al., 2009; Thakkar et al., 2007; Luthra et al., 2017) and no literature
has been exited in record on the perspective of interpretative self-structural modelling approach to evaluate the
importance of Lean Six Sigma CSFs for successfully implementing LSS framework in manufacturing organization.
This prioritized Lean Six Sigma CSFs would help organizations to prepare the strategy for successful
implementation of the framework. This context this study presented the evaluation of CSFs importance in successful
implementation of LSS framework.

METHODOLOGY

Based on the objective of this study, the methodology followed was based on the combined approach. This
combined approach include the various review of literatures, opinion of various experts, lesion learned from the
various authors to systematically search the Lean Six Sigma (LSS) Critical Success Factors and establishing the
relationship between selected CSFs for evaluating the importance for effectively implementation of the Lean Six
Sigma framework. The steps followed in the methodology are clearly shown in figure 1.

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 Literature Review

CSFs Identification Steps

Lesson Learned Pool of Critical Experts Opinion
Success Factors

Analysis/Refine

Final Critical Success Factors

Organize ISM implementation group

Selection of CSFs

Involved ISM Approach Steps

Develop a structural self-interaction matrix

Develop a reachability matrix

Level partitions of CSFs

Formation of ISM based model

Classification of CSFs using MICMAC Analysis

Prioritized CSFs for LSS framework implementation

FIGURE 1. Research Methodology

The various above mentioned literatures have been reviewed from the different sources. The sources included, peer
reviewed articles, conference papers. The relevant literature has been found from the Scopus database with search
including Lean Six Sigma; LSS and ISM. The LSS critical success factors are selected through three different
approach included, literature review, lesion learned from the author and experts opinion then analysis of selected
CSFs has been done based on expert opinion. The experts are having more than ten years’ experience in LSS
implemented organization. Then the ISM approach has been used to obtain the relation between selected CSFs to
obtain the result.

DEVELOPMENT OF ISM MODEL

Interpretative Structural Modelling Approach (ISM)

The ISM method was first introduced by scientist Warfield during 1973. The base of Interpretative Structural
Modelling (ISM) approach is to use the knowledge of respective field expert’s and their experience to decompose
the complex system into the various different subsystems, and then developed the multilevel structural model which

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is used by the scientist Warfield during the year of 1976. The ISM approach also used to develop the relation
between the pre-defined variables and shows the critical relation among them. The approach used mathematical
modelling to solve qualitative problems with the help of expert’s opinion and improve the relation of selected factors
of the given problem. The detailed steps used in ISM methodology are presented step by step.

Organize ISM implementation group

In ISM implementation group considered the group of experts belonging from industry and academia both. The
experts are having more than ten years’ experience in the area of LSS.

Selection of Lean Six Sigma (LSS) CSFs

The identification of CSFs is based upon the methodology as described in section 3. The selected Lean Six Sigma
CSFs are clearly presented in Table 1.

TABLE 1. Lean Six Sigma (LSS) CSFs for implementation of LSS framework

S. Selected Lean Six Sigma CSFs

No.
1 Top management support and their commitment
2 Training and education
3 Communication
4 Employees involvement
5 Change of organization cultural
6 Skills & expertise

Develop a structural self-interaction matrix (SSIM)

The development of the structural self-interaction matrix has been done with the help of opinion of the various
experts. The relation between the selected CSFs has been identified by the four symbols. The symbols included ‘V’;
‘A’; ‘X’; ‘O’ is used to get the relationship between CSFs (‘i’ and ‘j’) in SSIM. The symbols ‘V’ is represent the
element ‘i’ help to attain the element ‘j’; ‘A’ represent the element ‘j’ help to attain the element ‘i’; ‘X’ represent
the element ‘i’ and ‘j’ attain the each other; ‘O’ represent the element ‘i’and ‘j’ are not related to each other. The
structural self-interaction matrix of Lean Six Sigma CSFs has been constructed based on the assumptions and clearly
shown in Table 2.

TABLE 2. SSIM of Lean Six Sigma (LSS) CSFs for effective implementation of LSS framework

6 5 4 3 2 1
Top management support and their commitment V V V X V -
Training and education X V A A -
Communication O X X -
Employees involvement O X -
Change of organization cultural A -
Skills & expertise -

Develop an initial reachability matrix (IRM)

The initial reachability matrix (IRM) has been developed based upon the structural self-interactions matrix described
on above section. The development of reachability matrix also followed by the some assumptions included, if the
(‘i’,’j’) entrance in the SSIM is symbol ‘V’ than the final entrance in the reachability matrix converts (1, 0) after the
(‘j’, ‘i’); in the case of symbol ‘A’ matrix become (0, 1) when the (‘j’, ‘i’); symbol ‘X’ matrix become (1, 1) when
the (‘j’, ‘i’); symbol ‘O’ matrix become (0, 0) when the (‘j’, ‘i’). The initial reachability matrix (IRM) for CSFs is
clearly presented in Table 3.

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 TABLE 3. Initial reachability matrix (IRM) for Lean Six Sigma CSFs

6 5 4 3 2 1
Top management support and their commitment 1 1 1 1 1 -
Training and education 1 1 0 0 -
Communication 0 1 1 -
Employees involvement 0 1 -
Change of organization cultural 0 -
Skills & expertise -

Develop an final reachability matrix (FRM)

The final reachability matrix (FRM) has been constructed with integrating the transitivity approach in the IRM. The
developed FRM is shown in Table 4.

TABLE 4. Final reachability matrix (FRM) for Lean Six Sigma CSFs

1 2 3 4 5 6 Driving Rank
power
Top management support and their commitment 1 1 1 1 1 1 6 I
Training and education 0 1 0 0 1 1 3 IV
Communication 1 1 1 1 1 0 5 II
Employees involvement 0 1 1 1 1 0 4 III
Change of organization cultural 0 0 1 1 1 0 3 IV
Skills & expertise 0 1 0 0 1 1 3 IV
Dependence power 2 5 4 4 6 3
Rank V II III III I IV

Level partitions of Lean Six Sigma CSFs

The level partition has been done with the help of reachability and antecedent set. The reachability set and the
antecedent set for each CSF is obtained from FRM (Warfield, 1974). This reachability set included the LSS-CSF
and the other different subsequent LSS-CSFs in row and the antecedent set included the CSF and the other
subsequent CSFs in column. In these context total four matrixes has been developed. Due to limit length of the paper
only one table is presented in this paper and is clearly shown in Table 5.
TABLE 5. Level partition of the reachability matrix: interaction 1

S. No. Reachability Antecedent set Intersection set Level

set
1 Top management support and their
1,2,3,4,5,6 1,3, 1,3
commitment
2 Training and education 2,5,6 1,2,3,4,6 2,6
3 Communication 1,2,3,4,5 1,3,4,5 1,3,4,5
4 Employees involvement 2,3,4,5 1,3,4,5 3,4,5
5 Change of organization cultural 3,4,5 1,2,3,4,5,6 3,4,5 I
6 Skills & expertise 2,5,6 1,2,6 2,6

Formation of ISM model of Lean Six Sigma CSFs for successfully implementation of LSS framework

The structural model for Lean Six Sigma CSFs has been developed with the help of FRM. The relation occurs
between the factors ‘j’ and ‘i’ than the relationship arrow pointed from ‘i’ to ‘j’ and this diagram is known as
diagraph (Warfield, 1976). The diagraph can convert in the ISM model after removing the transitivity. The ISM
model for LSS framework implementation based on the importance of LSS-CSFs is clearly shown in figure 2.

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 Cultural change (5)

Education and training (2) Skills and expertise (6)

Communication (3) Involvement of employees (4)

Top management commitment and support (1)

FIGURE 2. ISM built model of CSFs for successfully implementation of LSS framework

Classification of Lean Six Sigma CSFs for successful implementation of LSS framework

The CSFs are classified in four categories based on their dependence and driving power with the use of Matriced
Impacts Croises Multiplication Appliquee a un Classement (MICMAC) analysis. The four categories include
dependence, linkage, autonomous, and independent measure. The classification is shown in figure 3.

6 1

Independence Linkage
5 3
Measure Measure

4 4

3 6 2 5

2
Autonomous Dependent
Measure Measure
1

1 2 3 4 5 6

FIGURE 3. Classification of CSFs for implementation of LSS framework

RESULT AND DISCUSSION

In order to assess the importance of CSFs for the effectively implementation of LSS framework, the study uses ISM
approach that uses set of mathematical modelling to assess the importance of Lean Six Sigma CSFs that helps in
implementation of LSS framework in manufacturing organization. This proved that from the literature review the
ISM approach for evaluating the importance of Lean Six Sigma CSFs for successfully implementation of Leann Six
Sigma framework in manufacturing organization has not been attempted by any researcher. This study selected six
Lean Six Sigma CSFs with the help of various review of literatures, lesion learned from the various authors, and
experts’ opinion. The identification of relationship between these selected CSFs was obtained through the expert’s
opinion using ISM methodology. The ISM based model of CSFs for successfully implementation of LSS framework
has been developed which consisted four levels (figure 2). The first level includes ‘Top management commitment
and support’. This critical success factor process high driving power and this considered as the utmost crucial CSF

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for implanting LSS framework. In the second level included the two CSFs namely “Involvement of employees” and
“communication”. The first level CSF having the influence on these two successes factors and supports them. The
success factor “Skills and expertise” and “Education and training” are included in the third level of the ISM model
and these CSFs are interlinked and supports mutually. The last level includes “Cultural change” and this CSF having
strong dependence and week driving power. The manufacturing organization must concentrate this factor to
implementation of LSS framework. The developed ISM model in four levels further analyzed to create clusters of
Lean Six Sigma CSFs based on calculated driving power and dependence power (figure 3). The result obtained
through this study, the Lean Six Sigma CSFs are categorized in the four clusters included autonomous; linkage;
dependent; independent. The “Skills and expertise” success factor consisted under first cluster which is autonomous
and this possess weak dependence and driving power and do not having much influence on LSS framework
implementation. In second cluster which is dependent consisted the two success factors “Education and training”
and “Culture Change” and these possess strong dependency that considered as important CSFs. The
“Communication” and “Involvement of employees” consisted under third cluster, linkage and these possess strong
dependence and driving power that are prejudiced by lower level success factors and the nature of these success
factors are unstable. The fourth cluster, independent consisted “Top management commitment and support” and this
possess very strong and weak driving power that considered as main success factors. This success factor must
consider during the implementation of Lean Six Sigma (LSS) framework in manufacturing organization.

CONCLUSION

Lean Manufacturing is known as waste elimination strategy and Six Sigma reduces the variations from the process
with the help of their tools and techniques but the combination of Lean and Six Sigma i.e. Lean Six Sigma (LSS) is
a powerful approach that eliminates waste and reduces the variation from the manufacturing process. The modern
manufacturing organizations are interested to adopt quality improvement methods such as lean manufacturing and
Six Sigma to fulfill the customer demand and stay in a competitive market. To achieve this strategy smooth, it is
very essential to know about the success factors before implementing the framework, because the direct
implementation of framework causes grater chances of failure. Thus there is need of important critical success
factors which help in successful implementation of the Lean Six Sigma framework in manufacturing organization.
This regards the study has been identified total six LSS critical success factors through the various literature review,
lesion learns from the authors and experts opinion and the relationship among these CSFs has been done with the
use of ISM approach. The ISM approach is suitable to recognizing the interrelation among factors and the inputs are
gathered from the manufacturing organization experts, having more than ten years’ experience in the area of LSS.
The model clearly presented the CSFs prioritization based on their level. The critical success factor “Top
management commitment and support” occupy the bottom level and the “Cultural Change” occupies the top level in
the ISM model. This result used to recognize the dependence and driving power of Lean Six Sigma CSFs using the
MICMAC analysis. The MICMAC approach has been used for clustering the success factors into four parts. The
four parts included, autonomous, dependent, linkage, independent clusters and the clustering has been done based on
their dependence and driving power. This study evaluated the improvement of LSS critical success factors using
ISM approach for implementing the LSS framework in manufacturing organization and this study helpful for
industrial persons as well as LSS practitioners to successful implementation of LSS framework in any
manufacturing organizations.

Future work

The developed ISM model based on the opinion of various experts’s and inputs gathered from manufacturing
industry. The findings may differ in the different case organization. This study selected six critical success factors
for evaluating the importance of CSFs in implementing the LSS framework in manufacturing organization. In future
more no. of Lean Six Sigma CSFs will be identified and selected with the help of different approaches. The
interrelation would be developed by the different multi criteria decision making (MCDM) and further model can be
validated through SDM or SEM approach.

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