A Systematic Review of Lean Six Sigma Implementation in Food Industry
-
2019-12-24 https://doi.org/10.14419/ijet.v7i4.14.27664
-
lean six sigma, food industry, quality management. -
Abstract
Lean Six Sigma (LSS) is the most current quality management approach being applied recently in many industries to improve food quality and subsequently process excellence in the businesses. The objectives of this paper are to determine the barriers and resistance to change factors of implementing LSS approach in the food industry. This study was conducted as to determine the benefits of applying LSS and comparing the trend of quality management being used in the food industry. It is also based on the application of systematic review of 113 LSS articles, involving a structured approach of data collection and data extraction. The listed barriers and resistance to change factors shown are top management support, lack of quality improvement knowledge, poor training and insufficient skills amongst employees and lack of financial budget thus causing the limitation of LSS approach in the food industry. The result mapped the current quality management approaches implemented in the food industry. The academics and the food industry practitioners may have an insight from this paper by considering their critical success factors, barriers and resistance to change factors that could facilitate towards a successful LSS implementation.Â
Â
Â
-
References
[1] Abdulrahman Alsaleh, N. (2007). Application of quality tools by the Saudi food industry. The TQM Magazine, 19(2), 150–161. https://doi.org/10.1108/09544780710729999
[2] Adebanjo, D., Abbas, A., & Mann, R. (2010). An investigation of the adoption and implementation of benchmarking. International Journal of Operations and Production Management, 30(11), 1140–1169. https://doi.org/10.1108/01443571011087369
[3] Belhadi, A., Touriki, F. E., & El Fezazi, S. (2018). Lean Implementation in Small and Medium-Sized Enterprises in Less Developed Countries: Some Empirical Evidences From North Africa. Journal of Small Business Management, 56, 132–153. https://doi.org/10.1111/jsbm.12396
[4] Besseris, G. (2014a). Multi-factorial lean six sigma product optimization for quality, leanness and safety: A case study in food product improvement. International Journal of Lean Six Sigma, 5(3), 253–278. https://doi.org/10.1108/IJLSS-06-2013-0033
[5] Besseris, G. (2014b). Multi-factorial Lean Six Sigma product optimization for quality, leanness and safety. International Journal of Lean Six Sigma, 5(3), 253–278. https://doi.org/10.1108/IJLSS-06-2013-0033
[6] Čiarnienė, R., & Vienažindienė, M. (2015). An Empirical Study of Lean Concept Manifestation. Procedia - Social and Behavioral Sciences, 207, 225–233. https://doi.org/10.1016/j.sbspro.2015.10.091
[7] Gazova, A., Papulova, Z., & Papula, J. (2016). The Application of Concepts and Methods Based on Process Approach to Increase Business Process Efficiency. Procedia Economics and Finance, 39(November 2015), 197–205. https://doi.org/10.1016/S2212-5671(16)30284-2
[8] Gerolamo, M. C., Poltronieri, C. F., Yamada, T. T., & Cintra, A. L. B. (2014). Quality Management: How do Brazilian Companies Use it? Procedia - Social and Behavioral Sciences, 143, 995–1000. https://doi.org/10.1016/j.sbspro.2014.07.542
[9] Krotov, M., & Mathrani, S. (2017). A Six Sigma Approach Towards Improving Quality Management in Manufacturing of Nutritional Products. 2017 International Conference on Industrial Engineering, Management Science and Application (ICIMSA), 1–5. https://doi.org/10.1109/ICIMSA.2017.7985580
[10] Nguyen, T., Wilcock, A., & Aung, M. (2004). Food safety and quality systems in Canada. International Journal of Quality & Reliability Management, 21(6), 655–671. https://doi.org/10.1108/02656710410542052
[11] Psomas, E. (2016). The underlying factorial structure and significance of the Six Sigma difficulties and critical success factors: The Greek case. TQM Journal, 28(4), 530–546. https://doi.org/10.1108/TQM-04-2015-0049
[12] Putkiranta, A. (2012). Benchmarking: A longitudinal study. Baltic Journal of Management, 7(3), 333–348. https://doi.org/10.1108/17465261211245481
[13] Rauch, E., Dallasega, P., & Matt, D. T. (2017). Critical Factors for Introducing Lean Product Development to Small and Medium sized Enterprises in Italy. Procedia CIRP, 60, 362–367. https://doi.org/10.1016/j.procir.2017.01.031
[14] Sahoo, S., & Yadav, S. (2018). Total Quality Management in Indian Manufacturing SMEs. Procedia Manufacturing, 21, 541–548. https://doi.org/10.1016/j.promfg.2018.02.155
[15] Salonitis, K., & Tsinopoulos, C. (2016). Drivers and Barriers of Lean Implementation in the Greek Manufacturing Sector. Procedia CIRP, 57, 189–194. https://doi.org/10.1016/j.procir.2016.11.033
[16] Shaaban, M. S., & Awni, A. H. (2014). Critical success factors for total productive manufacturing (TPM) deployment at Egyptian FMCG companies. Journal of Manufacturing Technology Management, 25(3), 393–414. https://doi.org/10.1108/JMTM-09-2012-0088
[17] Thakkar, J., Kanda, A., & Deshmukh, S. G. (2012). Supply chain issues in Indian manufacturing SMEs: Insights from six case studies. Journal of Manufacturing Technology Management, 23(5), 634–664. https://doi.org/10.1108/17410381211234444
-
Downloads
-
How to Cite
Najihah Azalanzazllay, N., & Abdul Halim Lim, S. (2019). A Systematic Review of Lean Six Sigma Implementation in Food Industry. International Journal of Engineering & Technology, 7(4.14), 319-321. https://doi.org/10.14419/ijet.v7i4.14.27664Received date: 2019-02-20
Accepted date: 2019-02-20
Published date: 2019-12-24