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Readiness Assessment of Lean Six Sigma Implementation in the
Manufacturing Industry as A Way to Ensure Sustainability
Fransisca Candra Dewi, Lusia Permata Sari Hartanti, Dian Retno Sari Dewi, Julius Mulyono, and Ig. Jaka Mulyana*
Industrial Engineering Department
Widya Mandala Surabaya Catholic University
Jl. Kalijudan 37 Surabaya Indonesia 60114

Abstract. Lean Six Sigma (LSS) is a strategy to overcome the problems that occur to improve the efficiency
and effectiveness of the company through the elimination of variation and waste. efficiency and
effectiveness will ensure the sustainability of the company. Several factors affect the success of LSS
implementation in the company. Therefore, to be successful in LSS implementation, an assessment is needed
to measure the level of LSS readiness (Lean Six Sigma Readiness/LESIRE). This article discusses the
measurement of the readiness level of the plastic industry in Indonesia in the implementation of LSS. In
addition to measuring the level of readiness, this article also discusses what important factors must be
prepared in advance to be ready for LSS implementation. Data was collected by distributing questionnaires
and processed using the fuzzy method. Factors that influence success consist of 5 enablers, 19 criteria, and
55 attributes. The results showed that the industry studied was categorized as Almost Ready. Attributes
that need to be improved to increase LSS readiness are company initiatives in development, learning
processes in development, improving workforce skills, customer-focused organizations or companies,
strategic and visionary leadership, responsibility, authority and communication, planning, feedback loop
design, eliminating waste, high impact of customer satisfaction, and technology improvement.

a company with operational efficiency, increasing

1.1 Introduction
The manufacturing industry must prioritize product
quality and excellence. In addition, manufacturing
companies must also improve efficiency and efficiency
to reduce waste. Waste is any activity contained in a
process flow that does not provide added value to the
final product which can affect the aspect of customer
satisfaction. Hines & Taylor [1] explain that there are
seven types of waste, and it has even grown to eight
types of waste. Höfer et al. [2] explained that the eight
wastes are defects and rework, overproduction, waiting,
non-utilized talent, transportation, inventory, motion,
and extra processing. Waste has an impact and results in
losses, so the company needs the right strategy to reduce
waste. Lean Six Sigma is a strategy that can be used in
business and industry improvement. Lean started from
Toyota's production system with the main emphasis on
waste in the process, and Six Sigma originated from
Motorola with a focus on reducing variation in the
process to improve efficiency. According to Albliwi et
al. [3] LSS is a widely accepted technique used for
continuous improvement in quality-related issues in
fields such as manufacturing and service sectors by
combining both lean thinking (LT) and six sigma. LSS
is widely used because it has been widely recognized
and has proven to be the most successful to improve
* Corresponding author: jmulyono@ukwms.ac.id
productivity, and reducing costs [4].
The manufacturing sectors' principal concern in recent
years has been to lessen their ecological imprint. With
the help of developing technology, businesses are
becoming more resource-efficient and shifting their
focus to sustainability [5]. Meanwhile, Maria, et.al [6]
stated that the LSS technique, in particular for firms
using it as a methodology to accomplish and manage
results and seek competitive advantage, contributes to
the performance of organizations as it highlights
environmental aspects. Furthermore, approaches like
LSS would be more successful in meeting the rising
demand while maximizing resource use and taking
environmental concerns into account [5]. By using the
LSS approach, it can reduce waste, which in turn will
improve environmental and economic sustainability.
Organizational readiness is essential in developing
LSS. The readiness to develop LSS will determine its
success. By knowing the level of readiness to develop
Lean Six Sigma, organizations can identify barriers to
implementing LSS. Many factors affect the success of
LSS implementation, so it is necessary to evaluate LSS
readiness so that improvements or preparations for LSS
implementation can be made. Identifying the level of
readiness in an organization or company will help
determine the company's potential to make the change
process effective [7]. Several researchers have measured
Lean Readiness in manufacturing and healthcare as well
as in Higher Education Institution (HEI).
 Fuzzy logic was used by Bayou & de Korvin [8] to
measure the leanness of two automotive industries using
fuzzy logic and determine how lean two car industries
were. Fuzzy logic was also used by certain academics to
measure leanness [9] [10] [11]. The leanness index and
score can be used to identify areas that need to be
improved. Furthermore, Wong et al. [12] used the
Analytic Network Process (ANP) to quantify the
leanness level (index) in a comprehensive method that
took into account three factors (quality, cost, and on-
time delivery). Other researchers have evaluated
leanness using Interval-Valued Fuzzy Sets (IVFS) [13]
and Data envelopment analysis (DEA), Fuzzy DEA
(FDEA), Fuzzy Cognitive Map (FCM), DEMATEL,
and AHP [14]. While working in the healthcare industry,
Vaishnavi & Suresh [7] used fuzzy logic to assess a
hospital. Mulyana, IJ et al. [15] used fuzzy method to
measure lean readiness of Higher Education Institution.
This article discusses the assessment of the readiness
level of the plastic industry for LSS implementation.
Fuzzy logic is used to assess the readiness level.
2 Methods
The performance level and importance weight of each
aspect makes up the two components of the assessment.
The readiness level of each factor is assessed based on
the evaluation of the performance level and importance
weight of each factor. using the fuzzy approach to
assess. The following are the steps to determine the
readiness level:
a. Enabler, Criteria, and Attribute of Readiness.
LSS implementation enabler, criteria, and attribute. The
enablers consist of organization culture, management
and leadership commitment, LSS planning, linking LSS
to business, and the external environment [7], [11].
b. Determination of Likert Scale, Linguistic Scale,
and Fuzzy Number of performance levels and
importance weights of factors used in the assessment
of LSS readiness.
Assessment of performance level and importance
weight by experts using the Likert Scale. Each expert's
answer is converted to a fuzzy number according to
Table 1.

Table 2. Linguistic Scale, Likert Scale, and Fuzzy Number

Performance Level Importance Weight

Linguistic Scale Likert Fuzzy Number Linguistic Scale Likert Fuzzy Number
Scale (l,m,u) Scale (l,m,u)
Worst 1 (1, 1, 2) Very Low 1 (0.1, 0.1, 0.2)
Very Poor 2 (1, 2, 3) Low 2 (0.1, 0.2, 0.3)
Poor 3 (2, 3, 4) Fairly Low 3 (0.2, 0.3, 0.4)
Fair 4 (3, 4, 5) Medium 4 (0.3, 0.4, 0.5)
Fairer 5 (4, 5, 6) Fairly High 5 (0.4, 0.5, 0.6)
Almost Good 6 (5, 6, 7) More Fairly High 6 (0.5, 0.6, 0.7)
Good 7 (6, 7, 8) Almost High 7 (0.6, 0.7, 0.8)
Very Good 8 (7, 8, 9) High 8 (0.7, 0.8, 0.9)
Almost Excellent 9 (8, 9, 10) Almost Very High 9 (0.8, 0.9, 1)
Excellent 10 (9, 10, 10) Very High 10 (0.9, 1, 1)

∑𝑛
𝑘=1 𝐺𝑖𝑗 ⨂𝐻𝑖𝑗
c. Aggregating fuzzy performance levels and 𝐺𝑖 = (4)
∑𝑛
𝑘=1 𝐻𝑖𝑗
importance weights.
Where,
Calculation of fuzzy performance level and importance 𝐻𝑖 = Fuzzy importance rating for readiness for the
level of each criterion using equations (1) and (2) implementation of LSS of i-th enabler
respectively,
𝐻𝑖𝑗 = Fuzzy importance rating for readiness for the
∑𝑛𝑘=1 𝐺𝑖𝑗𝑘 ⨂𝐻𝑖𝑗𝑘 implementation of LSS of j-th criterion in the i-
𝐻𝑖𝑗 = (1) th enabler
∑𝑛𝑘=1 𝐺𝑖𝑗𝑘
𝐻𝑖𝑗𝑘 = Fuzzy importance rating for readiness for the
∑𝑛𝑘=1 𝐺𝑖𝑗𝑘 ⨂𝐻𝑖𝑗𝑘 implementation of LSS of k-th attribute of j-th
𝐺𝑖𝑗 = (2) criterion in the i-th enabler
∑𝑛𝑘=1 𝐻𝑖𝑗𝑘
𝐺𝑖 = Fuzzy importance weight for readiness for the
implementation of LSS of i-th enabler
Meanwhile to find the fuzzy performance level 𝐺𝑖𝑗 = Fuzzy importance weight for readiness for the
and importance level of each enabler using equation (3)
implementation of LSS of j-th criterion in the i-
and (4) respectively,
th enabler
∑𝑛
𝑘=1 𝐺𝑖𝑗 ⨂𝐻𝑖𝑗
𝐻𝑖 = ∑𝑛
(3)
𝑘=1 𝐺𝑖𝑗
𝐺𝑖𝑗𝑘 = Fuzzy importance weight for readiness for the Variables that have a low level of readiness will
implementation of LSS of k-th attribute of j-th become obstacles to making improvements. For this
criterion in the i-th enabler reason, the value of the Fuzzy Performance Importance
Then, calculate the fuzzy readiness index using equation Index (FPII) is calculated using equation (7)
(5).
FPII = Wijk ⨂ Hijk (7)
∑𝒊𝒊=𝟏(𝑮𝒊 ⨂ 𝑯𝒊 )
FRLSSI = ∑𝒊𝒊=𝟏 𝑮𝒊
(5)
where Wijk = (1,1,1) – Gijk

d. Match the FRLSSI with an appropriate level. Furthermore, calculate a rank score for each variable
The Euclidean Distance technique is then used to using equation (8)
compare the FRLSSI value to the term readiness level. a+4b+c
Five language terms from Naranayamurthy [16] Rank Score = (8)
6
readiness level are used in this strategy consisting of
Not Ready (NR), Low Ready (LR), Average
Ready(AR), Close to Ready (CR), and Ready (R). Table 3 Result and Discussion
3 shows terms of readiness level and related fuzzy In this study, enabler, criteria, and attributes of
numbers. readiness Lean Six Sigma are adopted from Sreedharan,
Table 3. Fuzzy Number Term Readiness Level et. al [11] and Vaishnavi & Suresh [7] displayed in
Term Readiness Level Fuzzy Number Appendix 1. The performance level and importance
Not Ready (NR) (0, 1.5, 3) weight assessment of attributes LSS readiness was
Low Ready (LR) (1.5, 3, 4.5) conducted by ten (10) middle managers. Each answer is
Average Ready(AR) (3.5, 5, 6.5) converted to a fuzzy number according to Table 2. The
Close to Ready (CR) (5.5, 7, 8.5) conversion results are averaged using equation (7).
Ready (R) (7, 8.5, 10) Table 3 displays the average performance level and
importance weight of attributes.
Calculate Euclidean Distance using equation (6)
Average fuzzy number =
D(FRLSSI, RLSSLi) = √∑(fFRLSSI(x) − fRLSSLi(x))2 (6) 𝑙1 + 𝑙2 +⋯𝑙𝑛 𝑚1 + 𝑚2 +⋯𝑚3 𝑢1 + 𝑢2 +⋯𝑢3
[ , , ] (9)
𝑛 𝑛 𝑛
e. Determine the attribute must be improved
Table 3. Average Performance Level and Importance Weight
Enabler Criteria Attribute 𝐺𝑖𝑗𝑘 𝐻𝑖𝑗𝑘
LC111 (0.72, 0.89, 0.94) (6.5, 7.69, 8.69)
LC112 (0.75, 0.85, 0.92) (6.31, 7.31, 8.25)
LC11
LC113 (0.58, 0.68, 0.78) (5.69, 6.69, 7.69)
LC114 (0.65, 0.75, 0.85) (5.56, 6.56, 7.56)
LC121 (0.79, 0.89, 0.96) (5.93, 6.93, 7.93)
LC12 LC122 (0.8, 0.9, 0.95) (6.06, 7.06, 8.06)
LC1 LC123 (0.81, 0.91, 0.97) (5.87, 6.87, 7.87)
LC13 LC131 (0.64, 0.74, 0.84) (4.81, 5.81, 6.81)
LC141 (0.77, 0.87, 0.94) (5.81, 6.81, 7.81)
LC14
LC142 (0.76, 0.86, 0.93) (6.43, 7.43, 8.43)
LC151 (0.7, 0.8, 0.89) (6.25, 7.25, 8.25)
LC15 LC152 (0.75, 0.85, 0.92) (6, 7, 8)
LC153 (0.75, 0.85, 0.93) (5.93, 6.93, 7.93)
LC211 (0.82, 0.92, 0.97) (6.81, 7.81, 8.81)
LC21 LC212 (0.77, 0.87, 0.94) (6.43, 7.43, 8.43)
LC213 (0.8, 0.9, 0.95) (6.31, 7.31, 8.31)
LC22 LC221 (0.66, 0.76, 0.86) (5.75, 6.75, 7.75)
LC231 (0.77, 0.87, 0.93) (5.75, 6.75, 7.75)
LC23 LC232 (0.8, 0.9, 0.96) (6.43, 7.43, 8.43)
LC2
LC233 (0.79, 0.89, 0.95) (6.18, 7.18, 8.18)
LC241 (0.79, 0.89, 0.95) (6.25, 7.25, 8.25)
LC242 (0.77, 0.87, 0.93) (6.37, 7.37 8.375)
LC24
LC243 (0.79, 0.89, 0.95) (6.37, 7.37, 8.37)
LC244 (0.79, 0.89, 0.95) (6.31, 7.31, 8.31)
LC25 LC251 (0.78, 0.88, 0.94) (6.5, 7.5, 8.5)
 Enabler Criteria Attribute 𝐺𝑖𝑗𝑘 𝐻𝑖𝑗𝑘
LC252 (0.8, 0.9, 0.95) (6.5, 7.5, 8.5)
LC253 (0.77, 0.87, 0.93) (6.25, 7.25, 8.25)
LC254 (0.78, 0.88, 0.95) (6.25, 7.25, 8.25)
LC311 (0.71, 0.81, 0.91) (6.25, 7.25, 8.18)
LC31 LC312 (0.69, 0.79, 0.89) (4.93, 5.93, 6.93)
LC313 (0.75, 0.85, 0.93) (5.62, 6.62, 7.62)
LC321 (0.78, 0.88, 0.94) (6.06, 7.06, 8.06)
LC3 LC32 LC322 (0.74, 0.84, 0.92) (5.68, 6.68, 7.68)
LC323 (0.74, 0.84, 0.91) (6.06, 7.06, 8.06)
LC331 (0.76, 0.86, 0.94) (6.06, 7.06, 8.06)
LC33 LC332 (0.77, 0.87, 0.93) (6.06, 7.06, 8.06)
LC333 (0.8, 0.9, 0.97) (6.12, 7.12, 8.12)
LC41 LC411 (0.75, 0.85, 0.93) (6, 7, 8)
LC421 (0.74, 0.84, 0.92) (5.93, 6.68, 7.68)
LC422 (0.76, 0.86, 0.95) (6.06, 7.06, 8.06)
LC42 LC423 (0.73, 0.83, 0.92) (6.12, 7.12, 8.12)
LC424 (0.73, 0.83, 0.92) (6.37, 7.37, 8.37)
LC4
LC425 (0.74, 0.84, 0.93) (5.81, 6.81, 7.81)
LC431 (0.72, 0.82, 0.91) (6.75, 7.75, 8.68)
LC432 (0.72, 0.82, 0.91) (6.37, 7.37, 8.37)
LC43
LC433 (0.73, 0.83, 0.92) (6.31, 7.31, 8.31)
LC434 (0.79, 0.89, 0.96) (6.75, 7.75, 8.68)
LC511 (0.78, 0.88, 0.95) (6.31, 7.31, 8.31)
LC51 LC512 (0.79, 0.89, 0.96) (6.25, 7.25, 8.25)
LC513 (0.78, 0.88, 0.94) (6.75, 7.75, 8.68)
LC521 (0.76, 0.86, 0.94) (6.5, 7.5, 8.5)
LC5
LC52 LC522 (0.76, 0.86, 0.94) (6.5, 7.5, 8.5)
LC523 (0.73, 0.83, 0.93) (6.25, 7.25, 8.25)
LC531 (0.77, 0.87, 0.94) (6.06, 7.06, 8.06)
LC53
LC532 (0.79, 0.89, 0.95) (6.12, 7.12, 8.06

Furthermore, the calculation of fuzzy performance Table 4. Fuzzy Performance Level and Importance
level and importance weight of each criterion (1) and Weight of Criteria.
(2), respectively. For example, the calculation of fuzzy
Criteria 𝐺𝑖𝑗 𝐻𝑖𝑗
performance level and importance weight of LC11
(0.68,0.80,0.88) (6.05, 7.11, 8.07)
criteria is as follows: LC11
[((0.72, 0.89, 0.94)⨂(6.5, 7.69, 8.69))⨁ LC12 (0.79, 0.89, 0.95) (5.96, 6.96, 7.96)

((0.75, 0.85, 0.92)⨂(6.31, 7.31, 8.25))⨁ LC13 (0.64, 0.74, 0.84)
LC14 (0.76, 0.86, 0.93)
((0.58, 0.68, 0.78)⨂(5.69, 6.69, 7.69))⨁
((0.65, 0.75, 0.85)⨂(5.56, 6.56, 7.56))] LC15 (0.73, 0.83, 0.91)
𝐻𝐿𝐶11 = LC21 (0.79, 0.89, 0.95)
[(0.72, 0.89, 0.94)⨁(0.75, 0.85, 0.92)⨁
(0.58, 0.68, 0.78)⨁(0.65, 0.75, 0.85) LC22 (0.66, 0.76, 0.86)
LC23 (0.78, 0.88, 0.94)
= (6.05, 7.11, 8.07)
LC24 (0.78, 0.88, 0.94)
[((0.72, 0.89, 0.94)⨂(6.5, 7.69, 8.69))⨁ LC25 (0.78, 0.88, 0.94)
(4.81, 5.81, 6.81)
(6.12, 7.12, 8.12)
(6.05, 7.05, 8.05)
(6.52, 7.52, 8.52)
(5.75, 6.75, 7.75)
(6.12, 7.12, 8.12)
(6.32, 7.32, 8.32)
(6.37, 7.37, 8.37)

((0.75, 0.85, 0.92)⨂(6.31, 7.31, 8.25))⨁ LC31 (0.71, 0.81, 0.91) (5.61, 6.60, 7.58)

((0.58, 0.68, 0.78)⨂(5.69, 6.69, 7.69))⨁ LC32 (0.75, 0.85, 0.92) (5.93, 6.93, 7.93)

((0.65, 0.75, 0.85)⨂(5.56, 6.56, 7.56))] LC33 (0.77, 0.87, 0.94)
𝐺𝐿𝐶11 = LC41 (0.75, 0.85, 0.93)
[(6.5, 7.69, 8.69)⨁(6.31, 7.31, 8.25)⨁
(5.69, 6.69, 7.69)⨁(5.56, 6.56, 7.56)] LC42 (0.73, 0.83, 0.92)
= (0.68, 0.80, 0.88) LC43 (0.74, 0.84, 0.92)
The complete calculation results for all criteria can LC51 (0.78, 0.88, 0.94)
be seen in Table 4 LC52 (0.75, 0.85, 0.93)
LC53 (0.78, 0.88, 0.94)
(6.08, 7.08, 8.08)
(6.01, 7.02, 8.04)
(6.06, 7.01, 8.01)
(6.55, 7.55, 8.51)
(6.43, 7.43, 8.41)
(6.41, 7.41, 8.41)
(6.09, 7.094, 8.06)
 Calculate the fuzzy performance level and The Euclidean Distance technique as equation (6) is
importance weight of each enabler using equations (3) then used to compare the FRLSSI value to the term level
and (4) and the results can be seen in Table 5. of readiness as in Table 3. As an example of calculating
the Euclidean Distance level of readiness Not Ready:
Table 5. Fuzzy Performance Level and Importance
Weight of Enabler 𝐷(𝐹𝑅𝐿𝑆𝑆𝐼, 𝑁𝑅)
Enabler 𝐺𝑖 𝐻𝑖 = √[(6.09 − 0)2 + (7.09 − 1.5)2 + (8.08 − 3)2 ]
LC1 (0.72, 0.83, 0.90) (5.82, 6.83, 7.82) = 9.71
LC2 (0.76, 0.86, 0.93) (6.23, 7.23, 8.23)
Similarly, other readiness levels can be determined from
Euclidean distance, including:
LC3 (0.75, 0.84, 0.92) (5.88, 6.88, 7.87)
LC4 (0.74, 0.84, 0.92) (6.20, 7.18, 8.17)
𝐷(𝐹𝑅𝐿𝑆𝑆𝐼, 𝐿𝑅) = 7.12
LC5 (0.77, 0.87, 0.94) (6.31, 7.31, 8.29) 𝐷(𝐹𝑅𝐿𝑆𝑆𝐼, 𝐴𝑅) = 3.69
𝑫(𝑭𝑹𝑳𝑺𝑺𝑰, 𝑪𝑹) = 0.73
The next step is to calculate the fuzzy readiness index 𝐷(𝐹𝑅𝐿𝑆𝑆𝐼, 𝑅) = 2.54
(FRLSSI) using equation (5) In this case, the readiness level of this company is
Close to Ready (CR) based on the term readiness level
[((0.72, 0.83, 0.90)⨂(5.82, 6.83, 7.82))⨁
and the minimal grade of D.
((0.76, 0.86, 0.93)⨂(6.23, 7.23, 8.23))⨁ To be successful in implementing LSS,
((0.75, 0.84, 0.92)⨂(5.88, 6.88, 7.87))⨁ improvements must be made to the LSS readiness
((0.74, 0.84, 0.92)⨂(6.20, 7.18, 8.17))⨁ attributes so that the readiness level becomes Ready. To
((0.77, 0.87, 0.94)⨂(6.31, 7.31, 8.29))] determine the priority of attributes that must be
𝐹𝑹𝑳𝑺𝑺𝑰 = improved, the Fuzzy Performance Importance Index
[(0.72, 0.83, 0.90)⨁(0.76, 0.86, 0.93)⨁
(0.75, 0.84, 0.92)⨁ (FPII) is calculated using equation (7) and the ranking
(0.74, 0.84, 0.92)⨁(0.77, 0.87, 0.94)] value (rank score) using equation (8). Attributes with
= (6.09, 7.09, 8.08) low-rank scores are prioritized for improvement. Rank
score and priority improvement of attributes are
displayed in Table 6.

Table 6. Rank Score and Priority Improvement Order

Priority
Rank
Attribute Wijk = (1,1,1) – Gijk 𝐻𝑖𝑗𝑘 FPII = Wijk ⨂ Hijk Improvement
Score
Order
LC111 (0.06, 0.11, 0.28) (6.5, 7.69, 8.69) (0.39, 0.85, 2.43) 1.037 29
LC112 (0.08, 0.15, 0.25) (6.31, 7.31, 8.25) (0.51, 1.10, 2.06) 1.162 41
LC113 (0.22, 0.32, 0.42) (5.69, 6.69, 7.69) (1.25, 2.14, 3.23) 2.173 55
LC114 (0.15, 0.25, 0.35) (5.56, 6.56, 7.56) (0.83, 1.64, 2.65) 1.673 54
LC121 (0.04, 0.11, 0.21) (5.93, 6.93, 7.93) (0.24, 0.76, 1.67) 0.825 7*
LC122 (0.05, 0.1, 0.2) (6.06, 7.06, 8.06) (0.30, 0.71, 1.61) 0.792 4*
LC123 (0.03, 0.09, 0.19) (5.87, 6.87, 7.87) (0.18, 0.62, 1.50) 0.693 1*
LC131 (0.16, 0.26, 0.36) (4.81, 5.81, 6.81) (0.77, 1.51, 2.45) 1.543 52
LC141 (0.06, 0.13, 0.23) (5.81, 6.81, 7.81) (0.35, 0.89, 1.80) 0.952 20
LC142 (0.07, 0.14, 0.24) (6.43, 7.43, 8.43) (0.45, 1.04, 2.03) 1.107 36
LC151 (0.11, 0.2, 0.3) (6.25, 7.25, 8.25) (0.69, 1.45, 2.48) 1.495 51
LC152 (0.08, 0.15, 0.25) (6, 7, 8) (0.48, 1.05, 2) 1.113 37
LC153 (0.07, 0.15, 0.25) (5.93, 6.93, 7.93) (0.42, 1.04, 1.98) 1.093 32
LC211 (0.03, 0.08, 0.18) (6.81, 7.81, 8.81) (0.20, 0.63, 1.59) 0.718 2*
LC212 (0.06, 0.13, 0.23) (6.43, 7.43, 8.43) (0.39, 0.97, 1.94) 1.035 27
LC213 (0.05, 0.1, 0.2) (6.31, 7.31, 8.31) (0.32, 0.73, 1.66) 0.817 5*
LC221 (0.14, 0.24, 0.34) (5.75, 6.75, 7.75) (0.81, 1.62, 2.64) 1.655 53
LC231 (0.07, 0.13, 0.23) (5.75, 6.75, 7.75) (0.40, 0.88, 1.78) 0.950 19
LC232 (0.04, 0.1, 0.2) (6.43, 7.43, 8.43) (0.26, 0.74, 1.69) 0.818 6*
LC233 (0.05, 0.11, 0.21) (6.18, 7.18, 8.18) (0.31, 0.79, 1.72) 0.865 11
LC241 (0.05, 0.11, 0.21) (6.25, 7.25, 8.25) (0.31, 0.80, 1.73) 0.873 12
LC242 (0.07, 0.13, 0.23) (6.37, 7.37 8.375) (0.45, 0.96, 1.93) 1.037 28
LC243 (0.05, 0.11, 0.21) (6.37, 7.37, 8.37) (0.32, 0.81, 1.76) 0.887 14
LC244 (0.05, 0.11, 0.21) (6.31, 7.31, 8.31) (0.32, 0.80, 1.75) 0.878 13
LC251 (0.06, 0.12, 0.22) (6.5, 7.5, 8.5) (0.39, 0.9, 1.87) 0.977 21
LC252 (0.05, 0.1, 0.2) (6.5, 7.5, 8.5) (0.33, 0.75, 1.7) 0.838 8*
 Priority
Rank
Attribute Wijk = (1,1,1) – Gijk 𝐻𝑖𝑗𝑘 FPII = Wijk ⨂ Hijk Improvement
Score
Order
LC253 (0.07, 0.13, 0.23) (6.25, 7.25, 8.25) (0.44, 0.94, 1.90) 1.017 25
LC254 (0.05, 0.12, 0.22) (6.25, 7.25, 8.25) (0.31, 0.87, 1.82) 0.935 17
LC311 (0.09, 0.19, 0.29) (6.25, 7.25, 8.18) (0.56, 1.38, 2.37) 1.408 49
LC312 (0.11, 0.21, 0.31) (4.93, 5.93, 6.93) (0.54, 1.25, 2.15) 1.282 45
LC313 (0.07, 0.15, 0.25) (5.62, 6.62, 7.62) (0.39, 0.99, 1.91) 1.043 30
LC321 (0.06, 0.12, 0.22) (6.06, 7.06, 8.06) (0.36, 0.85, 1.77) 0.922 16
LC322 (0.08, 0.16, 0.26) (5.68, 6.68, 7.68) (0.46, 1.07, 2.00) 1.123 38
LC323 (0.09, 0.16, 0.26) (6.06, 7.06, 8.06) (0.55, 1.13, 2.10) 1.195 42
LC331 (0.06, 0.14, 0.24) (6.06, 7.06, 8.06) (0.36, 0.99, 1.94) 1.043 31
LC332 (0.07, 0.13, 0.23) (6.06, 7.06, 8.06) (0.42, 0.92, 1.85) 0.992 23
LC333 (0.03, 0.1, 0.2) (6.12, 7.12, 8.12) (0.18, 0.71, 1.63) 0.775 3*
LC411 (0.07, 0.15, 0.25) (6, 7, 8) (0.42, 1.05, 2) 1.103 33
LC421 (0.08, 0.16, 0.26) (5.93, 6.68, 7.68) (0.48, 1.07, 2.00) 1.127 39
LC422 (0.05, 0.14, 0.24) (6.06, 7.06, 8.06) (0.30, 0.99, 1.94) 1.033 26
LC423 (0.08, 0.17, 0.27) (6.12, 7.12, 8.12) (0.49, 1.21, 2.19) 1.253 43
LC424 (0.08, 0.17, 0.27) (6.37, 7.37, 8.37) (0.51, 1.25, 2.26) 1.295 47
LC425 (0.07, 0.16, 0.26) (5.81, 6.81, 7.81) (0.41, 1.09, 2.03) 1.133 40
LC431 (0.09, 0.18, 0.28) (6.75, 7.75, 8.68) (0.61, 1.40, 2.43) 1.440 50
LC432 (0.09, 0.18, 0.28) (6.37, 7.37, 8.37) (0.57, 1.33, 2.35) 1.373 48
LC433 (0.08, 0.17, 0.27) (6.31, 7.31, 8.31) (0.51, 1.24, 2.24) 1.285 46
LC434 (0.04, 0.11, 0.21) (6.75, 7.75, 8.68) (0.27, 0.85, 1.82) 0.915 15
LC511 (0.05, 0.12, 0.22) (6.31, 7.31, 8.31) (0.32, 0.88, 1.83) 0.945 18
LC512 (0.04, 0.11, 0.21) (6.25, 7.25, 8.25) (0.25, 0.80, 1.73) 0.863 10*
LC513 (0.06, 0.12, 0.22) (6.75, 7.75, 8.68) (0.41, 0.93, 1.91) 1.007 24
LC521 (0.06, 0.14, 0.24) (6.5, 7.5, 8.5) (0.39, 1.05, 2.04) 1.105 34
LC522 (0.06, 0.14, 0.24) (6.5, 7.5, 8.5) (0.39, 1.05, 2.04) 1.105 35
LC523 (0.07, 0.17, 0.27) (6.25, 7.25, 8.25) (0.44, 1.23, 2.23) 1.265 44
LC531 (0.06, 0.13, 0.23) (6.06, 7.06, 8.06) (0.36, 0.92, 1.85) 0.982 22
LC532 (0.05, 0.11, 0.21) (6.12, 7.12, 8.06 (0.31, 0.78, 1.70) 0.855 9*

Table 6 shows the top 10 attributes that have the
highest rank score and are prioritized for improvement,
namely (1). Workforce skill upgrade (LC123) (2).
Customer-focused organization (LC211) (3). Eliminating
waste (LC333) (4). Learning in the organization (LC122)
(5). Strategic and visionary leadership (LC213) (6).
Responsibility, authority, and communication (LC232),
(7). Development initiatives (LC121) (8). Design of
feedback loops (LC252) (9). Technology upgradation
(LC532), and (10) High impact of customer satisfaction
(LC512). Based on the 10 (ten) weaker attributes, some
suggestions to improve readiness in implementing LSS as in
Table 7.

Table 7. Weaker and related Suggestions

Weaker
Workforce skill upgrade
Customer focused organization
Eliminating waste
Learning in the organization
Strategic and visionary leadership
Suggestion(s)
Upgrading workforce skills by appropriate continuous
training
Job analysis and recruiting a skilled workforce
Development of customer survey and feedback system
Product design based on customer requirements.
Identification and classification of wastes both in shopfloor
and office
Uses appropriate Six Sigma methodology to reduce waste
Development sharing forum between departments.
Competition for interdepartmental improvement projects
Regular seminars or workshops
Improve managerial skills, planning and control, and
teamwork development of all level leaders
 Weaker Suggestion(s)
Responsibility, authority, and Distribute duties, responsibilities and rights equally among
communication employees
Giving power and responsibility for decisions made
Encourage employee participation in achieving goals
Plan and schedule regular meetings or discussions to maintain
communication.
Development initiatives Encourage all workforce to improve their work
Provide reward system
Design of feedback loops Improve feedback system at all levels of management
Technology upgradation Update equipment, tools, and methods in production
Replace the old equipment and machines.
Proper training in handling machines and equipment
Periodic review and analysis of all equipment
High impact on customer satisfaction Accessibility of service and information of the company
Simplicity in handling customer suggestions and complaints

Sustainability is a timely and important issue.
Achieving sustainability has become important for
organisations as they face increasing pressure from
customers, regulators, and other stakeholders to become
greener. In this context, moving towards greener
operations can help organisations develop products and
processes that are in line with stakeholder expectations
[17]. LSS is one of the most effective initiatives for
improving process performance. LSS approach to
minimize different types of waste [18]. By minimizing
waste sustainability of the environment and economy
can be achieved. Environmental sustainability can be
achieved by minimizing product defects. Otherwise,
economic sustainability through effective and efficient
resource utilization.
4 Conclusion
This article has discussed the readiness level of the
plastic industry. The result shows that the readiness level
of LSS this company is Close to Ready. It means that
there are some opportunities to improve some attributes
to Ready in implementing LSS. Some ideas have been
suggested to improve the readiness level of the
company. Implementing LSS will improve the
environmental and economic sustainability of the
company.
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 Appendix 1. Enabler, Criteria, and Attribute of Lean Six Sigma Readiness

Enabler Criteria Attribute

Organization Employee engagement (LC11) Interest of senior management in workers' welfare
culture (LC1) (LC111)
Work culture (LC112)
Decision making authority (LC113)
encouraging and promoting cooperation and
teamwork (LC114)
Developing organizational readiness Development initiatives (LC121)
(LC12) Learning in the organization (LC122)
Workforce skill upgrade (LC123)
Creating a dashboard for Lean Six Obstacles to deployment (LC131)
Sigma (LC13)
Roadmap for project execution (LC14) Execution of multiple tasks simultaneously
(LC141) (LC141)
Standard operation procedures (LC142)
Infrastructure (LC15) Many facilities for the plant manager (LC151)
Organizational and IT infrastructure size (LC152)
Constructing the necessary foundation for effective
communication (LC153)
Management Top management commitment and Customer focused organization (LC211)
commitment involvement (LC21)
and leadership Infrastructure development (LC212)
(LC2)
Strategic and visionary leadership (LC213)
Understanding the advantages of Lean Strategic alignment (LC221)
Six Sigma (LC22)
Leadership (LC23) Resources management (LC231)
Responsibility, authority, and communication
(LC232)
Planning (LC233)
Clear vision and plan (LC24) Strong market hold (LC241)
Limits and the scope of an organization in a
business setting (LC242)
Organization’s commitment to financial and
economic objectives as well as long term survival
and growth (LC243)
Organization’s intents to make value for
stakeholders (LC244)
Proper communication about future Degree of communication about performance
benefits expected from project by top measures (LC251)
management (LC25) Design of feedback loops (LC252)
Information about project objectives (LC253)
Progress of the project (LC254)
Planning of LSS tools and technique (LC31) Simple tools and technique used (LC311)
LSS (LC3) Understand LSS methodology (LC312)
Service development (LC313)
Project selection and Product design Based on finance returns (LC321)
(LC32) Easy serviceability (LC322)
Core competencies (LC323)
Time and cost management (LC33) Scheduling activities (LC331)
Set up time reduction (LC332)
Eliminating waste (LC333)
Enabler Criteria Attribute
Linking LSS Customer focus (LC41) Selection of the right projects (LC411)
to business Selection of candidate for Belt training Effective communicator (LC421)
(LC4) (LC42) Team builder (LC422)
Results oriented (LC423)
Desire to drive change (LC424)
Cross-functional team working (LC425)
Project prioritization (LC43) Best products and services (LC431)
Contribution to cost reduction and profitability
(LC432)
Contribution to growth (LC433)
Sustainability enhancement (LC434)
External Customer oriented (LC51) Requirement of customer (LC511)
Environmental High impact of customer satisfaction (LC512)
(LC5) Demand stabilization (LC513)
Supplier management (LC52) Technical support to supplier (LC521)
Training to quality issues (LC522)
Financial support (LC523)
Effective use of technology (LC53) Adopting new technology (LC531)
Technology upgradation (LC532)
Sources: Sreedharan, et. al [11] and Vaishnavi & Suresh [7]
 CERTIFICATE OF APPRECIATION
Number: I-2625/InCASST/DIES30/FST/X/2023

This certificate is presented to

Fransisca Candra Dewi, Lusia Permata Sari Hartanti, Dian

Retno Sari Dewi, Julius Mulyono, and Ig. Jaka Mulyana.
Author of the Paper Entitled:
Readiness Assessment of Lean Six Sigma Implementation in
Manufacturing Industry as A Way To Ensure Sustainability
In gratitude for outstanding contribution to
International Conference on Applied Sciences and Technologies (InCASST)
organized by Faculty of Science and Technology, Sanata Dharma University
Yogyakarta-Indonesia, October 18, 2023.

Dr. Ir. Bernadeta Wuri Harini Ir. Drs. Haris Sriwindono, M.Kom. Ph.D.
Dean of Faculty of Science and Technology,
Chairperson of Conference Committee
Sanata Dharma University