Critical success factors of Lean Six Sigma for the Malaysian automotive industry

International Journal of Lean Six Sigma - Tập 4 Số 1 - Trang 60-82 - 2013
NurulFadly Habidin1, Sha'riMohd Yusof2
1Faculty of Management and Leadership and Faculty of Management and Economics, Universiti Pendidikan Sultan Idris, Tanjung Malim, Malaysia
2Department of Manufacturing and Industrial Engineering, Universiti Teknologi Malaysia, Skudai, Malaysia

Tóm tắt

PurposeThe objective of this paper is to explore the critical success factors (CSFs) for Lean Six Sigma (LSS) in the Malaysian automotive industry.Design/methodology/approachStructural equation modeling (SEM) was employed to test the model drawing on a sample of 252 Malaysian automotive organisations. Exploratory factor analyses (EFA), confirmatory factor analysis (CFA), and reliability analysis empirically verified and validated the underlying items of CSFs of LSS.FindingsThe results of EFA, CFA, and reliability analysis show that two items for supplier relationship are recommended to be excluded from the analysis. The result indicates that LSS has identified 40 items as compared to the original questionnaire which had 42 items. Based on the survey of empirical data, the two factors of leadership and customer focus have been shown to be the extremely important factors for LSS implementation in the Malaysian automotive industry.Research limitations/implicationsFirstly, this survey is based only on the automotive industry in Malaysia, and therefore it is not generalisable to other industries. Secondly, there may be other CSFs for LSS such as culture change, project management skill, and employee involvement, which were not included in this study. Finally, for future research agenda, the authors are looking at the structural relationship between LSS practices and organizational performance in the Malaysian automotive industry.Originality/valueThe developed and tested content of this study fills the research gap by providing reliable and useful reference material on the CSFs of LSS. On top of that, the contribution for academic researchers and practitioners is to provide important guidelines for automotive and related companies to implement LSS strategic practices to improve organizational performance.

Từ khóa


Tài liệu tham khảo

Abdolshah, M. and Yusuff, R.M. (2008), “Fundamental elements for the successful performance of Six Sigma projects in service industries”, paper presented at 11th QMOD Conferences, Quality Management and Organizational Development Attaining Sustainability from Organizational Excellence to Sustainable Excellence, Helsingborg, Sweden.

Abdullah, R., Keshavlall, M. and Tatsuo, K. (2008), “Supplier development framework in the Malaysia automotive industry: proton's experience”, International Journal of Economics and Management, Vol. 2 No. 1, pp. 29‐58.

Achanga, P., Shehab, E., Roy, R. and Nelder, G. (2006), “Critical success factors for lean implementation within SMEs”, Journal of Manufacturing Technology Management, Vol. 17 No. 4, pp. 460‐71.

Ahire, S.L. and Dreyfus, P. (2000), “The impact of design management and process management on quality: an empirical investigation”, Journal of Operation Management, Vol. 18, pp. 549‐75.

Ahmad, M.F., Yusof, S.M. and Yusof, N.M. (2007), “Comparative study of quality practices between Japanese and non‐Japanese based electrical and electronics companies in Malaysia: a survey”, Jurnal Teknologi, Vol. 47, pp. 75‐89.

Antony, J. (2004), “Six Sigma in the UK service organizations: results from a pilot survey”, Managerial Auditing Journal, Vol. 19 No. 8, pp. 1006‐13.

Antony, J. and Banuelas, R. (2002), “Critical success factors for the successful implementation of Six Sigma projects”, The TQM Magazine, Vol. 14 No. 2, pp. 92‐9.

Antony, J. and Desai, D. (2009), “Assessing the status of Six Sigma implementation in the Indian industry: results from an exploratory empirical study”, Management Research News, Vol. 32 No. 5, pp. 413‐23.

Antony, J. and Fergusson, C. (2004), “Six Sigma in the software industry: results from a pilot study”, Managerial Auditing Journal, Vol. 19 No. 8, pp. 1025‐32.

Antony, J., Kumar, M. and Madu, C. (2005), “Six Sigma in small‐ and medium‐sized UK manufacturing enterprises: some empirical observations”, International Journal of Quality & Reliability Management, Vol. 22 No. 8, pp. 860‐74.

Arnheiter, E. and Maleyeff, J. (2005), “The integration of lean management and Six Sigma”, The TQM Magazine, Vol. 17 No. 1, pp. 5‐18.

Basu, D.R. and Miroshink, V. (1999), “Strategic human resource management of Japanese multinational: a case study of Japanese multinational companies in the UK”, Journal of Management Development, Vol. 18 No. 9, pp. 714‐32.

Basu, R. (2009), Implementing Six Sigma and Lean – A Practical Guide to Tools and Techniques, Butterworth Heinemann, Oxford.

Basu, R. and Wright, J.N. (2003), Quality Beyond Six Sigma, Butterworth Heinemann, Oxford.

Boyer, K.K. (1996), “An assessment of managerial commitment to lean production”, International Journal of Operation Management, Vol. 16 No. 9, pp. 48‐59.

Breyfogle, F.W. III and Meadows, B. (2001), “Integrated bottom‐line success with Six Sigma”, Quality Progress, Vol. 34 No. 5, pp. 101‐4.

Brun, A. (2011), “Critical success factors of Six Sigma implementations in Italian companies”, International Journal of Production Economics, Vol. 131 No. 1, pp. 158‐64.

Byrne, G., Lubowe, D. and Blitz, A. (2007), “Using a Lean Six Sigma approach to drive innovation”, Strategy & Leadership, Vol. 35 No. 2, pp. 5‐10.

Callen, J.L., Fader, C. and Krinsky, I. (2000), “Just‐in‐time: a cross‐sectional plant analysis”, International Journal Production Economic, Vol. 63, pp. 277‐301.

Caulcutt, R. (2001), “Why is Six Sigma so successful?”, Journal of Applied Statistics, Vol. 28 Nos 3/4, pp. 10‐306.

Cavallini, A.G. (2008), “Lean Six Sigma as a source of competitive advantage”, Master of Science thesis, School of Engineering, Brigham Young University, Provo, UT.

Chakrabarty, A. and Chuan, T. (2009), “An exploratory qualitative and quantitative analysis of Six Sigma in service in Singapore”, Management Research News, Vol. 32 No. 7, pp. 614‐32.

Chen, I.J., Paulraj, A. and Lado, A.A. (2004), “Strategic purchasing, supply management and firm performance”, Journal of Operation Management, Vol. 22, pp. 505‐23.

Choo, A.S., Linderman, K.W. and Schroeder, R.G. (2007a), “Method and context perspectives on learning and knowledge creation in quality management”, Journal of Operations Management, Vol. 25 No. 4, pp. 918‐31.

Choo, A.S., Linderman, K.W. and Schroeder, R.G. (2007b), “Method and psychological effects on learning behaviors and knowledge creation in quality improvement projects”, Management Science, Vol. 53 No. 3, pp. 437‐50.

Claycomb, C., Germain, R. and Droge, C. (1999), “Total systems JIT outcomes: inventory organization and financial effects”, International Journal of Physical Distribution & Logistics Management, Vol. 29 No. 10, pp. 612‐30.

Corbett, L.M. (2011), “Lean Six Sigma: the contribution to business excellence”, International Journal of Lean Six Sigma, Vol. 2 No. 2, pp. 118‐31.

Coronado, R.B. and Anthony, J. (2002a), “Critical success factors for the successful implementation of Six Sigma projects in organizations”, The TQM Magazine, Vol. 14 No. 2, pp. 92‐9.

Coronado, R.B. and Anthony, J. (2002b), “Key ingredient for the effective implementation of Six Sigma program”, Measuring Business Excellence, Vol. 6 No. 4, pp. 20‐7.

Cua, K.O., McKone, K.E. and Schroeder, R.G. (2001), “Relationship between implementation of TQM, JIT, and TPM and manufacturing performance”, Journal of Operations Management, Vol. 19, pp. 675‐94.

Delgado, C., Ferreira, M. and Branco, M.C. (2010), “The implementation of Lean Six Sigma in financial services organizations”, Journal of Manufacturing Technology Management, Vol. 21 No. 4, pp. 512‐23.

Delloite (2008), Green Lean Six Sigma: Using Lean to Help Drive Results in the Wholly Sustainable Enterprise, pp. 1‐10, available at: www.deloitte.com/assets/Dcom‐UnitedStates/Local%20Assets/Documents/us_ES_Green%20Lean%20Six%20Sigma_120608(1).pdf (accessed 7 May 2010).

Doman, J.L. (2007), “Leveraging lean process improvement methodology to promote economic and environmental sustainability: obstacle and opportunities”, Master thesis, Department of Civil Engineering Technology Environmental Management and Safety, Rochester Institute of Technology, Rochester, NY.

Dow, D., Samson, D. and Ford, S. (1999), “Exploding the myth: do all quality management practices contribute to superior quality performance?”, Production and Operations Management, Vol. 8 No. 1, pp. 1‐27.

Dwyer, S., Hill, J. and Martin, W. (2000), “An empirical investigation of critical success factors in the personal selling process for homogenous goods”, The Journal of Personal Selling & Sales Management, Vol. 20 No. 3, pp. 152‐9.

Eckes, G. (2001), The Six Sigma Revolution: How General Electric and Others Turned Process into Profits, Willey, New York, NY.

Emory, C.W. and Cooper, D.R. (1991), Business Research Methods, 4th ed., Irwin, Boston, MA.

Fening, F., Pesakovic, G. and Amaria, P. (2008), “Relationship between quality management practices and the performance of small and medium size enterprises (SMEs) in Ghana”, International Journal of Quality and Reliability, Vol. 25 No. 7, pp. 694‐708.

Fishman, A. (1998), “Critical success factors: key to attaining goals”, Inside Tuscon Business, Vol. 8 No. 17, pp. 10‐12.

Flynn, B.B., Huo, B. and Zhao, X. (2010), “The impact of supply chain integration on performance: a contingency and configuration approach”, Journal of Operation Management, Vol. 28, pp. 58‐71.

Flynn, B.B., Sakakibara, S. and Schroeder, R.G. (1995), “Relationship between JIT and TQM: practice and performance”, Academy of Management Journal, Vol. 38 No. 5, pp. 1325‐60.

Flynn, B.B., Schroeder, R.G. and Sakakibara, S. (1994), “A framework for quality management research and associated measurement instrument”, Journal of Operation Management, Vol. 11, pp. 339‐66.

Forrester, P., Shimizu, U., Soriano‐Meier, H., Garza‐Reyes, J. and Basso, L. (2010), “Lean production, market share and value creation in the agricultural machinery sector in Brazil”, Journal of Manufacturing Technology Management, Vol. 21 No. 7, pp. 853‐71.

Friday‐Stroud, S. and Sutterfield, J. (2007), “A conceptual framework for integrating Six Sigma and strategic management methodologies to quantify decision making”, The TQM Magazine, Vol. 19 No. 6, pp. 561‐71.

Fullerton, R.R. and McWatters, C.S. (2002), “The role of performance measures and incentive systems in relation to the degree of JIT implementation”, Accounting, Organizations and Society, Vol. 27, pp. 711‐35.

Fullerton, R.R. and Wempe, W.F. (2009), “Lean manufacturing, non‐financial performance measures, and financial performance”, International Journal of Operations & Production Management, Vol. 29 No. 3, pp. 214‐40.

Fullerton, R.R., McWatters, C.S. and Fawson, C. (2003), “An examination of the relationship between JIT and financial performance”, Journal of Operation Management, Vol. 21, pp. 383‐404.

Furterer, S. and Elshennawy, A.K. (2005), “Implementation of TQM and Lean Six Sigma tool in local government: a framework and a case study”, Total Quality Management, Vol. 16 No. 10, pp. 1179‐91.

Goldstein, M.D. (2001), “Six Sigma program success factors”, Six Sigma Forum Magazine, Vol. 1 No. 1, pp. 36‐45.

Guimaraes, T., Gupta, Y.P. and Rainer, R.K. (1999), “Empirically testing the relationship between end‐user computing problems and information centre success factors”, Decision Sciences, Vol. 30 No. 2, pp. 393‐413.

Gunasekaran, A., Patel, C. and Tirtiroglu, E. (2001), “Performance measures and metrics in a supply chain environment”, International Journal of Operation and Production Management, Vol. 21 Nos 1/2, pp. 71‐87.

Habidin, N.F. and Yusof, S.M. (2012), “Relationship between Lean Six Sigma, environmental management systems, and organizational performance in the Malaysian automotive industry”, International Journal of Automotive Technology, Vol. 13 No. 7, pp. 1119‐25.

Habidin, N.F., Salleh, M.I. and Chinniah, M. (2008), “A review: Six Sigma of SMEs in Malaysia”, International Proceeding of International Conferences on Entrepreneurship (ICE), Kedah, Malaysia, 27‐28 May.

Habidin, N.F., Yusof, S.M., Omar, C.M.Z.C., Mohamad, S.I.S., Janudin, S.E. and Omar, B. (2012), “Lean Six Sigma initiative: business engineering practices and performance in Malaysian automotive industry”, IOSR Journal of Engineering, Vol. 2 No. 7, pp. 13‐18.

Hallgren, M. and Olhager, J. (2009), “Lean and agile manufacturing: external and internal drivers and performance outcomes”, International Journal of Operation and Production Management, Vol. 29 No. 10, pp. 976‐99.

Hardaker, M. and Ward, B.K. (1987), “How to make a team work”, Harvard Business Review, Vol. 65 No. 6, pp. 112‐20.

Hatcher, L. (1994), A Step‐by‐Step Approach to Using the SAS System for Factor Analysis and Structural Equation Modeling, SAS Institute Inc., Cary, NC.

Hayes, B.J. (2000), “Assessing for Lean Six Sigma implementation and success”, available at: http://software.isixsigma.com (accessed 10 October 2005).

Hayes, R.H. and Clark, K.B. (1985), “Explaining observed productivity differentials between plants: implication for operation research”, Interfaces, Vol. 15 No. 6, pp. 3‐14.

Henderson, K. and Evans, J. (2000), “Successful implementation of Six Sigma: benchmarking general electric company”, Benchmarking and International Journal, Vol. 7 No. 4, pp. 260‐81.

Imai, M. (1997), Gemba Kaizen, McGraw‐Hill, New York, NY.

Isa, C.R. and Keong, T.Y. (2008), “Just‐in time manufacturing and purchasing and business performance: an exploratory study”, Asia‐Pacific Management Accounting Journal, Vol. 3 No. 1, pp. 67‐85.

Ittner, C.D. and Larcker, D.F. (1997), “Quality strategy, strategic control systems and organizational performance”, Accounting, Organizations and Society, Vol. 22 Nos 3/4, pp. 295‐314.

Jeyaraman, K. and Teo, L.K. (2010), “A conceptual framework for CSF of LSS implementation on the performance of electronic manufacturing service industry”, International Journal of Lean Six Sigma, Vol. 1 No. 3, pp. 191‐215.

Kaynak, K. (2003), “The relationship between total quality management practices and their effects of firm performance”, Journal of Operations Management, Vol. 21, pp. 405‐35.

Kim, S.W. (2009), “An investigation on the direct and indirect effect of supply chain integration on firm performance”, International Journal Production Economics, Vol. 119, pp. 328‐46.

Koufteros, X.A., Vonderembse, M.A. and Doll, W.J. (1998), “Developing measures of time based manufacturing”, Journal of Operations Management, Vol. 16, pp. 21‐41.

Krause, D.R., Handfield, R.B. and Tyler, B.B. (2007), “The relationship between supplier development, commitment, social capital accumulation and performance improvement”, Journal of Operation Management, Vol. 25, pp. 528‐45.

Kuei, C.‐H. and Madu, C.N. (2003), “Customer‐centric Six Sigma quality and reliability management”, International Journal of Quality & Reliability Management, Vol. 20 No. 8, pp. 954‐64.

Kuei, C.‐H., Madu, C.N. and Lin, C. (2001), “The relationship between supply chain quality management practices and organizational performance”, International Journal of Quality & Reliability Management, Vol. 18 No. 8, pp. 864‐72.

Kumar, M. and Anthony, A. (2008), “Comparing the quality management practices in UK SMEs”, Industrial Management & Data System, Vol. 108 No. 9, pp. 1153‐66.

Kumar, M., Antony, J. and Douglas, A. (2009), “Does size matter for Six Sigma implementation? Finding from the survey in UK SMEs”, The TQM Journal, Vol. 21 No. 6, pp. 623‐35.

Kumar, M., Antony, J., Singh, K.R., Tiwari, K.M. and Perry, D. (2006), “Implementing Lean Sigma framework in an Indian SME: a case study”, Production Planning & Control, Vol. 17 No. 4, pp. 407‐23.

Lee, C.Y. (2004), “TQM in small manufacturers: an exploratory study in China”, International Journal of Quality & Reliability Management, Vol. 21 No. 2, pp. 175‐97.

Lee, K.‐L. (2002), “Critical success factors of Six Sigma implementation and the impact on operation performance”, thesis of doctor engineering in industrial and manufacturing engineering, Cleveland State University, Cleveland, OH.

Li, S., Rao, S.S., Ragu‐Nathan, T.S. and Ragu‐Nathan, B. (2005), “Development and validation of a measurement instrument for studying supply chain management practices”, Journal of Operation Management, Vol. 23, pp. 618‐41.

Liker, J.K. (2004), The Toyota Way: Fourteen Management Principles from The World's Gretest Manufacturer, McGraw‐Hill, New York, NY.

Linderman, K., Schroeder, R.G. and Choo, A.S. (2006), “Six Sigma: the role of goals in improvement teams”, Journal of Operations Management, Vol. 24, pp. 779‐90.

Linderman, K., Schroeder, R.G., Zaheer, S. and Choo, A.S. (2003), “Six Sigma: a goal‐theoretic perspective”, Journal of Operation Management, Vol. 21, pp. 193‐203.

Mahanti, R. and Antony, J. (2009), “Six Sigma in the Indian software industry: some observations results from a pilot survey”, The TQM Journal, Vol. 21 No. 6, pp. 549‐64.

Matsui, Y. (2007), “An empirical analysis of just‐in‐time production in Japanese manufacturing companies”, International Journal Production Economics, Vol. 108, pp. 153‐64.

Nachiappan, R.M., Anatharaman, N. and Muthukumar, N. (2009), “Integrated approach to total productive Lean Six Sigma (TLSS) implementation in a manufacturing industry”, The ICFAI University Journal of Operation Management, Vol. 8 No. 2, pp. 14‐35.

Narasimhan, R., Swink, M. and Kim, S.W. (2006), “Disentangling leanness and agility: an empirical investigation”, Journal of Operation Management, Vol. 24 No. 5, pp. 440‐57.

Niu, G., Lau, D. and Pecht, M. (2010), “Computer manufacturing management integrating Lean Six Sigma and prognostic health management”, International Journal of Performability Engineering, Vol. 6 No. 5, pp. 453‐66.

Nonthaleerak, P. and Hendry, L. (2008), “Exploring the Six Sigma phenomenon using multiple case study evidence”, International Journal of Operation and Production Management, Vol. 28 No. 3, pp. 279‐303.

Nunnally, J.C. (1978), Psychometric Theory, McGraw‐Hill, New York, NY.

Ohno, T. (1998), Toyota Production System, Productivity Press, New York, NY.

On, C.C. (2006), “The development and application of Six Sigma implementation model for HK/China manufacturing companies”, thesis engineering doctorate, City University of Hong Kong, Kowloon.

O'Rourke, P.M. (2005), “A multiple‐case analysis of Lean Six Sigma deployment and implementation strategies”, Master thesis, Air Force Institute Technology, Air University, Wright‐Patterson AFB, OH.

Pepper, M.P.J. and Spedding, T.A. (2010), “The evolution of Lean Six Sigma”, International Journal of Quality & Reliability Management, Vol. 27 No. 2, pp. 138‐55.

Pickrell, G., Lyons, H.J. and Shaver, J. (2005), “Lean Six Sigma implementation case studies”, International Journal of Six Sigma and Competitive Advantage, Vol. 1, pp. 369‐79.

Pont, G.D., Furlan, A. and Vinelli, A. (2008), “Interrelationships among lean bundles and their effects on operational performance”, Operation Management Research, Vol. 1, pp. 150‐8.

Prajogo, D.I. (2005), “The comparative analysis of TQM practices and quality performance between manufacturing and service firms”, International Journal of Service Industry Management, Vol. 16 No. 3, pp. 217‐28.

Pranckevicius, D., Diaz, D.M. and Gitlow, H. (2008), “A Lean Six Sigma case study: an application of the ‘5s’ technique”, Journal of Advances in Management Research, Vol. 5 No. 1, pp. 63‐79.

Pyzdek, T. (1999), “Six Sigma is primarily a management program”, Quality Digest, June.

Rahman, M.N.A., Zain, R.M., Ghani, J.A., Nopiah, Z.M., Ismail, A.R. and Rahman, S.A. (2009), “Barriers to implementing an online SPC system in Malaysian automotive manufacturing companies”, European Journal of Scientific Research, Vol. 30 No. 2, pp. 315‐25.

Rodriguez, A.B. (2008), “A framework to align strategy, improvement performance, and customer satisfaction using an integration of Six Sigma and balanced scorecard”, dissertation of doctor philosophy, Department of Industrial Engineering and Management System, College of Engineering and Computer Science, University of Central Florida, Orlando, FL.

Rohani, J.M. and Teng, C.K. (2001), “Improving quality with basic statistical process control (SPC) tools: a case study”, Jurnal Teknologi, Vol. 35, A, pp. 21‐34.

Sakakibara, S., Flynn, B.B. and Schroeder, R.G. (1993), “A framework and measurement instrument for just‐in‐time manufacturing”, Production and Operation Management, Vol. 2 No. 3, pp. 177‐94.

Sandholm, L., Sörvist, L. and Sandholm, A. (2002), “12 key requirements for Six Sigma success”, Six Sigma Forum Magazine, March, pp. 17‐22.

Saraph, J.V., Benson, P.G. and Schroeder, R.G. (1989), “An instrument for measuring the critical factor of quality management”, Decision Science, Vol. 20, pp. 810‐29.

Schroeder, R.G., Linderman, K., Liedtke, C. and Choo, A.S. (2008), “Six Sigma: definition and underlying theory”, Journal of Operation Management, Vol. 26 No. 4, pp. 536‐54.

Shah, R. and Goldstein, S.M. (2006), “Use of structural equation modeling in operation management research: looking back and forward”, Journal of Operation Management, Vol. 24 No. 2, pp. 148‐69.

Shah, R. and Ward, P.T. (2003), “Lean manufacturing: context, practice bundles, and performance”, Journal of Operation Management, Vol. 21, pp. 129‐49.

Shah, R. and Ward, P.T. (2007), “Defining and developing measures of lean production”, Journal of Operations Management, Vol. 25 No. 4, pp. 785‐805.

Sharma, U. (2003), “Implementing lean principles with Six Sigma advantages: how a battery company realized significant improvements”, Journal of Organizational Excellence, Vol. 22 No. 3, pp. 43‐52.

Snee, R.D. (1999), “Why should statisticians pay attention to Six Sigma? An examination for their role in the Six Sigma methodology”, Quality Progress, Vol. 32 No. 9, pp. 100‐3.

Snee, R.D. (2010), “Lean Six Sigma – getting better all the time”, International Journal of Lean Six Sigma, Vol. 1 No. 1, pp. 9‐29.

Snee, R.D. and Gardner, E.C. (2008), “Putting all together‐continuous improvement is better than postponed perfection”, Quality Progress, October, pp. 56‐9.

Sodikoglu, E. and Zehir, C. (2010), “Investigating the effects of innovation and employee performance on the relationship between TQM practices and firm performance: an empirical study of Turkish firms”, International Journal of Production Economics, Vol. 127 No. 1, pp. 13‐26.

Spanyi, A. and Wurtzel, M. (2003), “Six Sigma for the rest of us”, Quality Digest, available at: www.qualitydigest.com/july03/articles/01_articles/ (accessed 12 February 2008).

Spector, R. (2006), “How constraints management enhances Lean and Six Sigma”, Supply Chain Management Review, Vol. 10 No. 1, pp. 42‐7.

Su, Y. and Yang, C. (2010), “A structural equation model for analyzing the impact of ERP on SCM”, Expert Systems with Application, Vol. 37, pp. 456‐69.

Sujar, Y., Balachandran, P. and Ramasamy, N. (2008), “Six Sigma the level of quality characteristics – a study on Indian software industries”, AIMS International Journal of Management, Vol. 2 No. 1, pp. 17‐27.

Swink, M., Narasimhan, R. and Kim, S.W. (2005), “Manufacturing practices and strategy integration: effects on cost efficiency, flexibility, and market‐based performance”, Decision Sciences, Vol. 36 No. 3, pp. 427‐57.

Tennant, G. (2001), “Design for Six Sigma: launching new products and services without failure”, The TQM Magazine, Vol. 14 No. 4, pp. 264‐5.

Thomas, A. and Barton, R. (2011), “Using the quick scan audit methodology (QSAM) as precursor toward successful LSS implementation”, International Journal of Lean Six Sigma, Vol. 2 No. 2, pp. 41‐54.

Thomas, A., Barton, R. and Chuke‐Okafor, C. (2009), “Applying Lean Six Sigma in small engineering company – a model change”, Journal of Manufacturing Technology Management, Vol. 20 No. 1, pp. 113‐29.

Tracey, M. and Tan, C.L. (2001), “Empirical analysis of supplier selection and involvement, customer satisfaction, and firm performance”, Supplier Chain Management: An International Journal, Vol. 7 No. 4, pp. 174‐88.

Wang, F.‐K. and Chen, K.‐S. (2010), “Applying Lean Six Sigma and TRIZ methodology in banking services”, Total Quality Management and Business Excellence, Vol. 21 No. 3, pp. 301‐15.

Ward, P. and Zhou, H. (2006), “Impact of information technology integration and lean/just‐in‐time practices on lead time performance”, Decision Sciences, Vol. 37 No. 2, pp. 177‐203.

Waxer, C. (2004), “Is Six Sigma just for large companies? What about small companies?”, available at: www.isixsigma.com/library/content/ (accessed 12 February 2008).

Womack, J.P. and Jones, D.T. (1996), “Beyond Toyota: how to root out waste and pursue perfection”, Harvard Business Review, Vol. 74 No. 5, pp. 140‐53.

Womack, J.P., Jones, D.T. and Roos, D. (1990), The Machine that Change the World, Macmillan, New York, NY.

Yusof, S.M. and Aspinwall, E. (1999), “Critical success factors for total quality management implementation in small and medium enterprises”, Total Quality Management Journal, Vol. 10 Nos 4/5, pp. S803‐9.

Zadry, H.R. and Yusof, S.M. (2006), “Total quality management and theory of constraints implementation in Malaysia automotive suppliers: a survey result”, Total Quality Management and Business Excellence, Vol. 17, pp. 999‐1020.

Zain, R.M., Ab Rahman, M.N., Nopiah, Z.M., Ghani, J.A., Deros, B.M. and Mohamad, N. (2008), “Case studied the implementation of statistical process control in Malaysian manufacturing SMEs”, Seminar on Engineering Mathematics, pp. 70‐9.

Zakuan, N., Yusof, S.M. and Shaharoun, A.M. (2009), “The link between total quality management and organizational performance in Malaysian automotive industry: the mediating role of ISO/TS16949 efforts”, Proceeding of the IEEE IEEM, Hong Kong, pp. 439‐43.

Zakuan, N.M. (2009), “Structural analysis of total quality management, ISO/TS 16949 and organizational performance in Malaysian and Thailand automotive industry”, PhD thesis, Faculty of Mechanical Engineering, Universiti Technology Malaysia, Johor Bahru.

Zu, X., Fredenhall, L.D. and Douglas, T. (2008), “The evolving theory of quality management: the role of Six Sigma”, Journal of Operation Management, Vol. 26, pp. 630‐50.

Antony, J. and Kumar, M. (2005), “Six Sigma in SMEs UK manufacturing enterprises”, International Journal of Quality & Reliability Management, Vol. 22 No. 8, pp. 860‐74.

Browne, M.W. and Cudeck, R. (1993), “Testing structural equation model”, in Bollen, K.A. and Long, J.S. (Eds), Alternative Ways of Assessing Model Fit, Sage, Newbury Park, CA, pp. 136‐62.

Devane, T. (2004), Integrating Lean Six Sigma and High‐Performance Organizations: Leading the Change Toward Dramatic, Rapid and Sustainable Improvement, Pfeiffer, San Diego, CA.

Doble, M. (2005), “Six Sigma and chemical process safety”, International Journal of Six Sigma and Competitive Advantage, Vol. 1 No. 2, pp. 229‐44.

Hair, J.F. Jr, Anderson, R.E., Tatham, R.L. and Black, W.C. (1998), Multivariate Data Analysis with Readings, 4th ed., Prentice‐Hall, Englewood Cliffs, NJ.

Handley, S.M. and Benton, W.C. Jr (2009), “Unlocking the business outsourcing process model”, Journal of Operation Management, Vol. 27 No. 5, pp. 344‐61.

Hu, L. and Bentler, P.M. (1998), “Fit indices in covariance structure modeling: sensitivity to under parameterized model misspecification”, Psychological Method, Vol. 3 No. 4, pp. 424‐53.

Hu, L. and Bentler, P.M. (1999), “Cutoff criteria for fit indexes in covariance structure analysis: conventional criteria versus new alternatives”, Structural Equation Modeling, Vol. 6 No. 1, pp. 1‐55.

Joreskog, K.G. and Sorbom, D. (1993), LISREL 8: Structural Equation Modeling with the SIMPLIS Command Language, Scientific Software International, Chicago, IL.

Naslund, D. (2008), “Lean, Six Sigma and Lean Sigma: fad or real process improvement methods?”, Business Process Management Journal, Vol. 14 No. 3, pp. 269‐87.

Pyzdek, T. (2000), “Six Sigma and lean production”, Quality Digest, January, p. 14.

Rockart, J. (1979), “Chief executives define their own information needs”, Harvard Business Review, Vol. 57 No. 2, pp. 81‐92.

Rockart, J. (1982), “The changing role of the information systems executive: a critical success factors perspective”, Sloan Management Review, Vol. 23 No. 1, pp. 3‐13.

Zakuan, N., Yusof, S.M., Mat Saman, M.Z. and Shaharoun, A.M. (2010), “Confirmatory factor analysis of TQM practices in Malaysia and Thailand automotive industries”, International Journal of Business and Management, Vol. 5 No. 1, pp. 160‐75.