Search

Six Sigma is a widely adapted quality improvement methodology applied throughout the world. Through this paper, an attempt has been made to identify Critical Success Factors (CSF) for successful implementation of Six Sigma in Pakistani Small and Medium-sized Enterprises (SMEs). A survey methodology was used to collect the data from SMEs in Pakistan. The results of this exploratory empirical research reflect the importance of different CSFs of Six Sigma implementation in SMEs in Pakistan. On the basis of extracted factors, a framework has been proposed for successful Six Sigma implementation in Pakistani SMEs. This study will provide a base for Pakistani SMEs and future researchers working in Six Sigma implementation and help them to prepare a road map to eradicate the hurdles in Six Sigma implementation., {"references":["Haln, G. J. Doganaksoy, N., Hoerl, R., \"The Evolution of Six Sigma,\" Quality Engineering, 2000, Vol. 12, pp. 317-326.","Kumar, M., A. Jiju, D. Alex, \"Does size matter for Six Sigma implementation? Findings from the survey in UK SMEs\", TQM Journal 21(6), 2009, pp. 623–635.","Kumar, M., Antony, J., Madu, C.N., Montgomery, D.C. and Park, S.H., \"Common myths of Six Sigma demystified\", International Journal of Quality and Reliability Management, 2008, Vol. 25 No. 8, pp. 878-95.","Abdolshah, M. Yusuff, R. M. M., Ismail, Y.B., and Hong, T.S., \"Overcoming the challenges of implementing Six Sigma in service industries\" IEEE Xplore, 2009, pp. 191-195","Chaudhari, P.P., \"Key for implementation of Six Sigma in Indian industries\", Journal of Information and Operations Management, 2012, Vol. 3, Issue No.1, pp. 203-205.","Hung, H.C. and Sung, M.H., \"Applying Six Sigma to manufacturing processes in the food industry to reduce quality\", Academic Journals, ISSN: 1992-2248, 2011, pp. 580-591.","Knowles, G., Six Sigma. Graeme Knowles and Ventus Publishing Aps, 2011.","Pokharkar, D. Jadhav, V. Gholve, V. and Kadam, V., \"Six Sigma: Golden Opportunity for Pharmaceutical Industry\", International Journal of Pharm Tech Research, 2010, Vol. 2, No.2, pp, 1160-1164.","Anbari, F.T. and Kwak, Y.H., \"Success factors in managing Six Sigma projects\", paper presented at the Project Management Institute Research Conference, London, 11-14 July 2004,\n[10]\tWu, C. and Lin, C., \"Case study of knowledge creation facilitated by Six Sigma\", International Journal of Quality & Reliability Management, 2009, Vol. 26, pp. 911-32.\n[11]\tKuvvetli, U., Firuzan, A. R., Alpaykut, S., and Gerge, A., Determining Six Sigma success factors in Turkey by using structural equation modeling, 2015, Journal of Applied Statistics.\n[12]\tZu, X., Robbins, T.L. and Fredendall, L.D., \"Mapping the critical links between organizational culture and TQM/Six Sigma practices\", International Journal of Production Economics, 2010, Vol. 123 No. 1, pp. 86-106.\n[13]\tSakakibara, S., B.B. Flynn and R.G. Schroder, A framework and measurement instrument for just in time manufacturing. Production and Operations Management, 1993, 2(3): 177-194.\n[14]\tBlack, T.R., Doing Quantitative Research in the Social Sciences – An Integrated Approach to the Research Design: Measurement and Statistics, Sage, Beverly Hills, CA., 1999.\n[15]\tDesai, D.A., Anthony, J. and Patel, M.B., \"An assessment of the critical success factors for Six Sigma implementation in Indian industries\", International Journal of Productivity and Performance Management, 2012, Vol. 16 No. 4, pp. 426-44.\n[16]\tField, A., \"Discovering Statistics Using SPSS\", 2009.\n[17]\tJesus, A. R., Antony, J., Lepikson, H. A., \"Key observations from a survey about Six Sigma implementation in Brazil\", International Journal of Productivity and Performance Management, 2015, Vol. 64 No. 1.\n[18]\tAnthony, J., Banuelas, R., \"Key ingredients for the effective implementation of Six Sigma program\". Measuring Business Excellence 2002, 6 (4), 20–27."]}

Ekonomik yatırımda ana hedef kar etmektir. Yatırımcı ve hissedarlar karlarını artırmak amacıyla yatırım yaparlar. Büyük ölçekli şirketlerin karmaşık yapıları, küçük veya orta ölçekli girişimcilerin yatırımlarını etkileyerek, sonraki aşamalarda büyük ölçekli şirketlerde kar edilebilir yatırıma dönüşür. Küreselleşme ve rekabet KOBI' lerin yeni üretim, yönetim proses metodoloji arayışlarına zorlamaktadır. Hizmet sektöründe ve üretimde artış metodolojisi yalın düşüncedir.Dünyadaki Yalın üretim tekniklerindeki ilerleme olmuştur. Pakistan'da KOBİ' ler hala bu yarışın çok uzağındadır. Bu araştırmanın amacı Pakistan'daki KOBİ' lerin yalın uygulamaların analizidir. Pakistan daki KOBİ' lerin yalın uygulamaları önemli başarı faktörlerine faydaları olacaktır. Araştırmada Pakistan da küçük ve orta girişimcilerden toplanan veri metodolojisi kullanıldı. Araştırma Pakistan KOBİ' lerine kendi pozisyonlarını analiz ederek, diğer KOBİ' ler ile kıyaslama ve kendi performanslarını yalın uygulamalarla geliştirmelerini sağlayacaktır. Pakistan daki KOBİ' lerin yalın uygulamalar ile sorunların çözümünde yol haritası hazırlanarak, sonraki araştırmalara ışık tutacaktır. The main purpose of any economic investment is to get profit at the end. Investors and business holders invest in business or shares for wealth maximization. As the investment in large companies bears complexities, which influences investors to invest in small or medium enterprises which converts into medium or large companies at the later stage with profitability. The increasing competition because of the globalization is forcing SMEs to seek new methodologies and process for production and management. One of the methodologies which is gaining importance among manufacturing and service industries is Lean thinking. As the world is gaining much advancement in the lean manufacturing techniques. Pakistani SMEs are still far behind in this race. The purpose of this research is to analyze the lean implementation status in Pakistani SMEs. To get the insights of implemented lean practices, its benefits , barriers and critical success factors of lean in Pakistan SMEs, A survey methodology was used to collect the data from Small Medium Enterprise in Pakistan. This study will provide a base for Pakistani SMEs to analyze their position as compared to the other SMEs and help them to improve their performance in terms of lean practices. Also it will help future researchers working in Lean implementation to prepare a road map to eradicate the hurdles in Lean implementation in Pakistani SMEs. This research summarizes that Lean implementation needs to start from adopting basic lean tools. And while implementing lean in the companies there will be lots of barriers faced by companies which will show a negative influence on the lean implementation but those barriers can be overcome by working on some critical success factors which will have positive affect on the implementation of lean. The successful lean implementation will bring benefits to the SMEs and will affect different aspects of an organizations performance, in terms of Operations performance and business performance. 119