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Production Planning & Control: The Management of

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Sensitisation of SMEs towards the implementation of

Lean Six Sigma an initialisation in a cylinder frames
manufacturing Indian SME
a a b c
S. Michael Gnanaraj , S.R. Devadasan , R. Murugesh & C.G. Sreenivasa
a
Department of Production Engineering , PSG College of Technology , Coimbatore 641004 ,
India
b
Darshan Institute of Engineering and Technology , HADALA, Near Water Sump, Rajkot
363650 , India
c
Department of Industrial and Production Engineering , University BDT College of
Engineering , Davangere 577 004 , India
Published online: 24 Jun 2011.

To cite this article: S. Michael Gnanaraj , S.R. Devadasan , R. Murugesh & C.G. Sreenivasa (2012) Sensitisation of SMEs
towards the implementation of Lean Six Sigma an initialisation in a cylinder frames manufacturing Indian SME, Production
Planning & Control: The Management of Operations, 23:8, 599-608, DOI: 10.1080/09537287.2011.572091

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 Production Planning & Control
Vol. 23, No. 8, August 2012, 599608

Sensitisation of SMEs towards the implementation of Lean Six Sigma an initialisation

in a cylinder frames manufacturing Indian SME
S. Michael Gnanaraja*, S.R. Devadasana, R. Murugeshb and C.G. Sreenivasac
a
Department of Production Engineering, PSG College of Technology, Coimbatore 641004, India; bDarshan Institute of
Engineering and Technology, HADALA, Near Water Sump, Rajkot 363650, India; cDepartment of Industrial and Production
Engineering, University BDT College of Engineering, Davangere 577 004, India
(Received 8 February 2010; final version received 9 March 2011)

This article suggests the adoption of a model on Lean Six Sigma for successfully implementing it in small and
medium engineering enterprises (SMEs). This model is given the name Deficiency Overcoming Lean Anchorage
Define Measure Analyse Improve Control Stabilise (DOLADMAICS). The DOLADMAICS model has been
designed to lift up an SME through the implementation of Lean Six Sigma in five levels. The implementation
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study on first level of DOLADMAICS model conducted in an Indian SME, manufacturing a component called
cylinder frames, has been reported in this article. After conducting this implementation study, it was found
that the first level of DOLADMAICS model would act as a catalyst and guide for sensitising the management of
SMEs to successfully implement Lean Six Sigma.
Keywords: lean manufacturing; Six Sigma; Lean Six Sigma; small and medium engineering enterprises (SMEs);
DMAIC

1. Introduction this article concerns about one of the competitive

During the last three decades, the increasing intensity
of competition has been forcing large-size companies
to offer varieties of products and services to the
customers (Maravelakis et al. 2006, Mu et al. 2007).
Numerous models produced by modern automobile
manufacturing companies and several tariff schemes
offered by the mobile phone service providers are
typical examples that support this statement (Vinodh
et al. 2008). In order to carry out this task, large-size
companies have been largely outsourcing their activi-
ties to small and medium engineering enterprises
(SMEs) (Antony et al. 2005). As a result, during the
recent years, there have been several reports arising
from many parts of the world to claim that, SMEs
have largely contributed to the wealth generation of
economies (Gunasekaran et al. 2000, Ritchie and
Brindley 2005, Tan et al. 2006, Jayawarna et al.
2007). Because of this kind of extended activities,
SMEs are also required to implement the competitive
strategies adopted by large-size companies. However,
numerous competitive strategies that have been devel-
oped in the world are highly suitable for implementa-
tion in large-size companies. Hence, it is necessary
to refine the competitive strategies for making them
suitable for implementation in SMEs. In this context,
strategies by name Lean Six Sigma. As the title
implies, this competitive strategy combines lean
manufacturing and Six Sigma concepts (Arnheiter
and Maleyeff 2005, Furterer and Elshennawy 2005,
Byrne et al. 2007).
Currently a few models of Lean Six Sigma are
available. However, they are apt for implementation
only in large-size companies. This situation prompts
the need of a model which can be used to implement
Lean Six Sigma primarily in SMEs. This article reports
a module of a research work that has been carried out
to meet this need. During the beginning phase of this
research, the features of Lean Six Sigma model were
studied. Simultaneously, the characteristics of SMEs
were studied. The results of these studies indicated that
the environment prevailing in SMEs needs refinement
for successfully implementing Lean Six Sigma model
(Gnanaraj et al. 2010). This is so because many
researchers have found out that SMEs suffer from
several deficiencies (Bhagwat and Sharma 2007), which
will stifle the successful implementation of Lean Six
Sigma model. In order to overcome the deficiencies,
SMEs need to be constantly sensitised. On observing
these research findings, during the research reported
in this article, a Lean Six Sigma model which can be
implemented by overcoming the deficiencies of SMEs

*Corresponding author. Email: s.michael@rediffmail.com

ISSN 09537287 print/ISSN 13665871 online

2012 Taylor & Francis
http://dx.doi.org/10.1080/09537287.2011.572091
http://www.tandfonline.com
 600 S.M. Gnanaraj et al.
was adopted. This model is given the name Deficiencies
Overcoming Lean Anchorage Define Measure Analyse
Improve Control Stabilize (DOLADMAICS and pro-
nounced as DOLAD-MAICS). DOLADMAICS
model has been designed to implement Lean Six
Sigma in contemporary SMEs through five levels.
After designing this model, its first level has been
subjected to two implementation studies. One of such
implementation studies is reported in this article.
This study was conducted in an Indian SME in
which a component called cylinder frame is machined
and supplied to a farm machinery manufacturer who
will be assembling it with the power tiller.
2. Literature survey
The increasing competition has been forcing modern
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companies to find ways for reducing the cost of
manufacturing and enhancing the quality levels of
products and services (Hallgren and Olhager 2009).
These contradictory goals can be achieved by simulta-
neously employing two competitive strategies, namely
waste elimination and zero defect manufacturing.
Execution of these competitive strategies is simulta-
neously possible by applying Lean Six Sigma model
in companies (Arnheiter and Maleyeff 2005, Kumar
et al. 2006). On realising this fact, a search was made
to gather the papers reporting researches on Lean Six
Sigma. At the end of this search, six research papers
that extensively deal with Lean Six Sigma were
encountered. The contributions and limitations of the
research works reported in these papers are sum-
marised in Table 1.
As shown, out of these six papers, three of them
have reported researches on the implementation of
Lean Six Sigma in SME. The contributions of these
papers are indicated here. Kumar et al. (2006) have
indicated the difficulties experienced while implement-
ing Lean Six Sigma. Thomas et al. (2009) have
appraised the need of developing an exclusive Lean
Six Sigma model to implement it successfully in SMEs.
Although they have mentioned the deficiencies pre-
vailing in SMEs, the model contributed by them
has not addressed the way of overcoming them. This
requirement has been fulfilled in the research
reported by Gnanaraj et al. (2010). In this article,
DOLADMAICS model has been contributed. This
model is designed to overcome 25 deficiencies prevail-
ing in contemporary SMEs. This model is designed
to implement Lean Six Sigma in five levels. In each
level, five deficiencies are overcome using Lean
manufacturing tools and techniques. The first level of
DOLADMAICS is designed to sensitise an SME
towards implementing Lean Six Sigma. During the
research being reported here, this first level of
DOLADMAICS model was utilised to examine its
propensity in sensitising SMEs towards the implemen-
tation of Lean Six Sigma. The operational features
of this first level of DOLADMAICS model are briefly
described in the following section.
3. First level of DOLADMAICS model
The exploded view of the framework of the first level of
DOLDMAICS model is shown in Table 2. As shown,
five deficiencies, namely poor management skills, lack
of planning, inadequate training offered to the employ-
ees, limited fund availability and fewer human
resources are pinpointed in this first level. The corre-
sponding wastes to be eliminated for overcoming these
deficiencies are also indicated. For example, the
deficiency of overcoming limited fund availability is
required to be carried out by eliminating wastes,
namely inventory, overproduction and underutilisation
of people. Subsequently, DMAIC improvement
methodology and stabilise phase are required to be
executed. At this first level, a poorly managed con-
temporary SME will lack exposure to advanced
techniques of Lean Six Sigma. Hence, only the simple
techniques and tools such as brainstorming and
checklists are used during the implementation of first
level of DOLADMAICS model. The working of this
first level of DOLADMAICS model can be understood
by reading the following section.
4. Implementation study
The implementation study of the first level of
DOLADMAICS model was conducted in an SME
situated in Coimbatore, India. In order to maintain
anonymity, the name of this company is referred to as
SME-X. SME-X was started in the year 1991 with the
turnover of 1.5 crores INR. (Given that 1 US dollar is
approximately equal to 50 INR, this amount is equal
to 0.3 million US dollars.) At SME-X, 20 employees
are working. Due to lack of sufficient knowledge about
competitive strategies, Lean Six Sigma was not imple-
mented. SME-X is not manufacturing any product.
Rather, its operations are restricted to machining of
heavy cast iron components.
4.1. Cylinder frame
During the conduct of this implementation study,
cylinder frame was selected as a candidate since
the general manager of SME-X identified that it is a

Table 1. Contributions and limitations of the research works.
Paper
number Author name
1 Furterer and
Elshennawy (2005)
2 Byrne et al. (2007)
3 Sharma (2003)
4 Kumar et al. (2006)
5 Thomas et al. (2009)
6 Gnanaraj et al. (2010)
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Contributions Limitations
It is stated that Lean Six Sigma combines Lean and Six Sigma principles to achieve Several elements of Six Sigma, such as
continuous quality improvement and waste elimination. A case study conducted in project charter, were not developed
a government sector has been reported. Lean tools such as Kanban, visual control during the conduct of case study
and one-piece flow have been incorporated in analyse phase of Six Sigmas
DMAIC
It is stated that Lean Six Sigma is the combination of Lean and Six Sigma concepts. No generalised model for implementing
The benefits achieved by Caterpillar through the implementation of Lean Six Lean Six Sigma is presented
Sigma are appraised throughout the article. Lean Six Sigma is viewed as a strategy
for achieving innovation rather than just achieving cost reduction and process
improvement
A generalised model for implementing Lean Six Sigma is presented. This model has Six Sigmas project charter and SIPOC
been subjected to implementation study in a battery manufacturing company. The were not employed during the con-
enumeration of lean solutions for overcoming problems is a valuable contribution duct of this research
The contributions of experts in Lean and Six Sigma fields have been utilised to Six Sigmas project charter has not been
pinpoint the common tools and techniques. Lean tools have been implemented in incorporated in the Lean Six Sigma
an Indian SME using a framework encompassing DMAIC methodology. The framework
difficulties experienced while conducting this case study have been appraised
The dimensions of SME which act as hurdles in implementing Lean Six Sigma are The proposed model does not deal with
appraised. A model for facilitating the implementation of Lean Six Sigma in SME the challenge of overcoming certain
has been contributed. A case study has been reported in which scientifically deficiencies in SMEs. Some of the
proven techniques like design of experiments were implemented. A significant deficiencies cited in this paper include
savings in money are reported lack of sufficient theoretical knowl-
Production Planning & Control
edge and lack of resources. The situ-
ation prevailing in case study
company is not mimicking that is
prevailing in SMEs situated in other
parts of the world
It is stated that efforts have been made to link Lean and Six Sigma principles. It is Only hypothetical case study is pre-
claimed that the existing Lean Six Sigma models are not sufficiently addressing the sented. The initiation of
value addition and waste elimination principles. It is pointed out that SMEs play DOLADMAICS model is not tested
significant roles in bringing wealth to the societies. Hence, the implementation of in actual working environment
Lean Six Sigma in SMEs will enable the societies to face competition. Existing
Lean Six Sigma models are not compatible for implementation in SMEs. Hence,
an exclusive model for successfully implementing Lean Six Sigma in SMEs is
required. In order to meet this requirement, a model named as DOLADMAICS
has been contributed
601
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Table 2. Framework of the first level of DOLADMAICS model.

602

Deficiencies to Inadequate
be overcome in Poor management Lack of training of Limited fund Fewer human
the first level skills planning employees availability resources

First level Elimination of

of Lean Underutilisation of Overproduction Production of Overproduction and Underutilisation
Anchorage people and facilities defective products underutilisation of of people
people and inventory
First level of Objectives: (1) To identify the project
define phase (2) To define the problem of the project
(3) To define the projects scope and capability in reducing/eliminating wastes and increasing the sigma level of operations
Deliverable: Filled in DOLADMAICS project charter containing projects scope, goals, names of team members, customer benefits and milestones
indicating the reduction/elimination of wastes and increase of the sigma level of operation
Techniques and tools: (1) DOLADMAICS project charter template and (2) brainstorming
First level of Objectives: (1) To identify the critical-to-quality-leanness (CTQL) parameters of the product or service
measure phase (2) To identify the scale to measure nine wastes and sigma level
(3) To measure the nine wastes and sigma level using the scales
Deliverable: Quantified values of nine wastes and sigma level with reference to CTQL
Techniques and tools: (1) brainstorming, (2) check sheets and (3) formulae for calculating sigma level
First level of Objective: To identify the root causes of the problem and factors that impact on CTQL
analyse phase Deliverable: Identification of root causes that cause high level of wastes and low sigma level with reference to CTQL
Techniques and tools: (1) Brainstorming, (2) cause and effect diagram, (3) bar chart and (4) Pareto analysis
First level of Objective: To generate solutions from the root causes identified in analyse phase and select and implement them for reducing/eliminating
improve phase wastes and increasing the sigma level of operations with reference to CTQL
S.M. Gnanaraj et al.

Deliverables: (1) Putting the solutions containing new ideas, processes and procedures to work for improving the identified CTQL
(2) Comparative statement containing the quantified values of the levels of nine wastes and sigma before and after the
implementation of solutions
Techniques and tools: (1) Flow diagram, (2) brainstorming, (3) bar chart and (4) matrix diagram
First level of Objective: To ensure uninterrupted implementation of solutions and create provision for further reducing/eliminating wastes and increasing
control phase the sigma level
Deliverables: (1) A procedure containing the steps of implementing the solutions
(2) A reference list with scales and formulae to measure the levels of wastes and sigma dynamically
Techniques and tools: (1) flow diagram, (2) flow chart, (3) checklists, (4) scales/formulae to measure the levels of wastes and sigma
First level of Objective: To systematise and habitualise the improvement procedure evolved in the earlier phases
stabilise phase Deliverables: (1) The system containing procedures, forms and work instruction to facilitate the continued implementation of solutions
leading to the reduction /elimination of wastes and improvement of sigma level
(2) Results of audits indicating the level of sustenance of the implementation of improved solutions
(3) Lean Anchorage Report
Techniques and tools: (1) checklists, (2) questionnaires, (3) scales and formulae for measuring the levels of wastes and sigma
 Production Planning & Control
Figure 1. Cylinder frame.
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critical component in achieving leanness and Six Sigma
level quality. The photograph of the cylinder frame
is shown in Figure 1. As mentioned earlier, SME-X is
involved in machining the castings of cylinder frame
and supplying them back to a large-size company. The
weight of a cylinder frame is 25 kg. The operations
carried out on the cast piece of cylinder frame are
surface milling and boring. In the large-size company,
further components will be added to cylinder frame to
make the final product namely the power tiller.
Subsequent to the selection of cylinder frame as the
candidate, the implementation study of the first level
of DOLADMAICS was carried out by following the
steps enumerated in the framework shown in Table 2.
4.2. Lean Six Sigma levels and phases
To begin with, brainstorming sessions were conducted
to overcome deficiencies through the elimination of
corresponding wastes. Subsequently, the define phase
activities were begun. During this phase, the project
charter shown in Table 3 was developed. As shown, the
team members and schedule of activities were identi-
fied while preparing this project charter. The benefits
to the external customers are reaped in the form of
reduced lead time and high quality in machining.
Subsequent to define phase, measure phase was carried
out. During this phase, machining data pertaining to
the past 10 months were gathered from the records
maintained at SME-X. Using this data, the sigma value
was calculated. The details of these calculations are
shown in Table 4. As shown, the sigma level was found
to be 3.54. This value was found to be very small
as Total Quality Management was not practiced
at SME-X.
603
After measuring the level of quality using sigma
value, the analyse phase was carried out by conducting
two brainstorming sessions with the employees and
general manager of SME-X. Due to lack of sufficient
theoretical knowledge, only peripheral knowledge
could be derived by conducting these brainstorming
sessions. Using this peripheral knowledge, a simple
cause and effect diagram shown in Figure 2 was
developed. Subsequently, the statistics on producing
defective components shown in Table 5 was developed.
After that, the Pareto analysis was carried out. The
Pareto diagram developed for this purpose is shown
in Figure 3. After carrying out the analyse phase using
these simple quality tools, the improve phase was
carried out. During this phase, the following actions
were suggested to overcome underproduction and high
defective rate.
. Blow holes and cracks were the major defects
which contribute to low sigma level at SME-
X. The employment of non-destructive testing
(NDT) methods like dye penetrant test for
inspecting cracks and magnetic particle
inspection for inspecting blow holes was
suggested to find out these defects before
machining.
. Raw materials are stored in an open environ-
ment at SME-X. They are exposed to direct
sun light for a long duration which may lead
to the development of cracks. Hence, it was
suggested to keep the raw materials under a
protected environment.
. It was suggested to improve house keeping.
. A table with rubber pad should be kept
between the machine and storage for safe
handling of the cylinder frames and for
ensuring the easy handling of them by the
workers.
. Workers are to be encouraged to come out
with suggestions towards the improvement of
the functioning of SME-X. The best sugges-
tions shall be suitably rewarded.
. Preventive maintenance approach needs to be
adopted for maintaining the machines.
. It was suggested to train the worker-force
for adopting appropriate parameters while
machining cylinder frames.
. In order to prevent the production of defective
components due to B-axes shift in the
machine, it was suggested to reduce the
feed rate.
. In order to achieve high production rate,
it was suggested to modify the existing
layout.
 604 S.M. Gnanaraj et al.

Table 3. Project charter deployed in the first level of DOLADMAICS model at SME-X.

Product/component/ Name of the

service Cylinder frame business unit SME-X

Expert member Dr S.R. Devadasan Customer of the product Large-size company

Coordinator Mr S. Michael Gnanaraj Team members Mr R. Karthikeyan
Mr C. Sashi Kumar
Champion General manager Mr R. Sathya Krishna

Start date 5 February 2009 Target completion date 22 April 2009

Element Description
Problem Observation of underproduction, high rejection and rework rates
Objective Rejection and returning rates of components to be reduced and sigma level to be raised
Deficiencies to Poor management skills, lack of planning, inadequate training imparted to the employees,
be overcome limited fund availability and fewer human resources
Lean Anchorage Avoidance of underutilisation of people and facilities, underproduction, inventory and production
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of defective products
Project scope Optimising the machining process
Benefits to external (1) Reduced delivery time
customers (2) High quality machining of cylinder frames
Tools and techniques DOLADMAICS project charter template, check sheets, formulae for calculating sigma level, cause
to be employed and effect diagram, bar chart, Pareto analysis, flow diagram, matrix diagram, flow chart,
checklists, scales/formulae to measure the levels of wastes and sigma and questionnaires
Schedule Activity Project start 5 February 2009
Overcoming of deficiencies DO completion 16 February 2009
Lean Anchorage LA completion 20 January 2009
Define D completion 25 February 2009
Measure M completion 1 March 2009
Analyse A completion 10 March 2009
Improve I completion 31 March 2009
Control C completion 15 April 2009
Stabilise S completion 22 April 2009
Project completion 22 April 2009

Table 4. Sigma level of calculation.

Total number of cylinder frames machined during the last 10 months 1430
Number of defective cylinder frames produced 179
Sources of defects 6
Defects per unit opportunity 1430/(179  6) 0.0208625
Defects per million opportunities 0.0208625  10,00,000 20862.5
Six Sigma level 3.54

After making suggestions, control phase activities
were carried out. During this phase, a control plan
was developed to have the process under control and
to list the actions which need to be taken in the case
of observing a defect. Mistake-proofing exercises
were also proposed to eliminate human errors, mal-
functioning of devices and improper environmental
conditions which could lead to the production of
defective components. Following were these mistake-
proofing actions suggested at SME-X:
. The defects shall be checked during the
pre-machining phase so that the defective
cylinder frames are not passed to the produc-
tion stage.
. Supervisors are requested to carry out period-
ical inspection.
 Production Planning & Control 605

Environment Material defect

Blow holes
Power shut down

Cracks

Causes of defects

Wear and tear Inexperience

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Gear misalignment
(B-axes shift) Carelessness

Machine Category
problem

A th P N b D t

Figure 2. Simple cause and effect diagram developed at SME-X.

Table 5. Causes of producing defective cylinder frames and
their frequency.
Serial number Causes Frequency
1 Material defect
2 B-axes shift
3 Operator mistake
4 Power shut down
5 Machine problems
6 Others
Total number of defects
. Training to be imparted to the shop floor
employees on production and quality issues.
. Control charts and graphs need to be used
during each processing stage to make the
employees aware of the real time performance
at the respective stages of production.
After suggesting the above actions for ensuring
the control of implementing the actions for achieving
higher value of sigma and eliminating the pinpointed
wastes, namely poor management skills, lack of plan-
ning, inadequate training of employees, limited fund
availability and fewer human resources, the actions
required for executing stabilise phase were suggested.
44 The main suggestion was to form a Lean Six Sigma
49 steering committee for formulating the procedure for
59 stabilising the implementation of the actions listed
2 by conducting the first level of DOLADMAICS
16
9 model. Another suggestion was to conduct periodical
internal and external audits to check the stabilisation
179
of the implementation of the actions. Even though the
actions suggested could be only partially implemented
at SME-X, the sigma level increased from 3.54 to 4.15.
The waste level decreased by 40%.
At the end of conducting first level of implemen-
tation phase, the stabilise activities of DOLADMAICS
models were carried out. These activities were carried
out with the help of the two questionnaires encom-
passed in DOLADMAICS model. The first question-
naire is to be used for auditing the DOLADMAICS
model and the second one is to be used for generating
the Lean Anchorage Report. The questionnaire to be
used during the implementation of the first level of
 606 S.M. Gnanaraj et al.
70
60
85%
50
40 60%
30
33%
20
10
0 0%
Operator B-axes shift Material
mistake defect
Figure 3. Pareto chart.
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DOLADMAICS model is encompassed with 44 ques-
tions. As a sample, the first five questions of this
questionnaire are given in Appendix 1.
The questionnaire for generating Lean Anchorage
Report on implementing the first level of
DOLADMAICS model is encompassed with four
questions. Those questions are given in Appendix 2.
The general manager of SME-X was requested
to respond to these questionnaires. His responses to
the questions contained in these questionnaires indi-
cated that some key tasks like imparting training,
increasing fund availability, use of flow diagram
and preparations of comparative statement are yet
to be carried out at SME-X. However, he indicated
yes to all the questions except one question of the
questionnaire to be used for generating Lean
Anchorage Report. This would mean that the level of
leanness specified in the first level of DOLADMAICS
model is practically attainable. On the whole, the
experiences of conducting the implementation study
on the first level of DOLADMAICS model indicated
its practical propensity, but revealed that it is going
to be a tough challenge for completely successfully
implementing it in SMEs.
5. Conclusion
In order to face competition, large-size companies are
required to minimise the cost of manufacturing and
increase the quality level of final products and services
delivered to the customers. In order to achieve
this goal, large-size companies are increasingly out-
sourcing their activities to SMEs (Antony et al. 2005,
Deros et al. 2006, Singh et al. 2008). In this situation,
SMEs supporting large-size companies are also
120%
99% 100%
94% 100%
80%
60%
40%
20%
Machine Other Power
problems shut down
required to implement competitive strategies. On
realising this imperative, many large-size companies
have been insisting SMEs to adopt ISO 9001-based
quality systems (Boulter and Bendell 2002, Gadenne
and Sharma 2009). Presumably due to this reason,
despite the absence of total quality management, SME-
X was certified to ISO 9001-2000 standard. Yet ISO
9001-2000 certification has not been the end to enhance
the quality level of operations. Hence, competitive
strategies like Lean Six Sigma need to be implemented
in contemporary SMEs. However, the deficiencies
prevailing in contemporary SMEs prevent them to
implement competitive strategies like Lean Six Sigma
similar to that is implemented in large-size companies.
In order to overcome these deficiencies, a model
facilitating the acquirement of competitive strength
by overcoming the deficiencies prevailing in SMEs is
required. In this context, in the research reported
in this article, the way of sensitising the implementa-
tion of Lean Six Sigma in an SME was examined using
the first level of DOLADMAICS model.
A rough estimate of the implementation study
reported in this article indicated that 70% of the
suggestions evolved at the end of completing the first
level of DOLADMAICS model were implemented in
SME-X. This level of implementation is appreciable.
One of the reasons for implementing the suggestions
up to this level was due to the fact that the general
manager of SME-X has obtained black belt certifica-
tion of Six Sigma and hence, he could appreciate the
power of Lean Six Sigma. In continuation to this level
of implementation, a feedback questionnaire was given
to the general manager of SME-X for gathering his
views on the implementation feasibility of first level
of DOLADMAICS model. His responses against the
 Production Planning & Control
questions of this questionnaire were indicative
of the favourable application of the first level of
DOLADMAICS model at SME-X. Besides conducting
the implementation study at SME-X, the authors have
carried out another such study in an SME involved
in machining electrical motor end covers. The experi-
ence of carrying out this implementation study also
revealed the practical propensity of the first level of
DOLADMAICS model in initialising the implementa-
tion of Lean Six Sigma programme in SMEs. Due to
limitation of space, the reporting of this implementa-
tion study has not fallen within the scope of this article.
On the whole, the first level of DOLADMAICS model
was found to be adequately sensitising the manage-
ment of SMEs towards initiating Lean Six Sigma
programme. Conduct of many case studies involving
numerous SMEs will indicate the degree of practical
compatibility of first level of DOLADMAICS model.
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Acknowledgements
The authors thank the service offered by Mr R. Karthikeyan,
Mr C. Sashi Kumar and Mr R. Sathya Krishna, former
undergraduate Production Engineering students of PSG
College of Technology, Coimbatore, India towards gathering
the data during the conduct of the research reported in this
article. The authors are grateful to the anonymous referees
whose constructive comments have been utilised to improve
the presentation of this article.
Notes on contributors
S. Michael Gnanaraj is a Senior
Lecturer in the Department of
Mechanical Engineering of Nachi-
muthu Polytechnic College, Pollachi,
Tamil Nadu, India. He holds a Bache-
lors degree in Mechanical Engineering
and a Masters degree in Production
Engineering. Currently, he is pursu-
ing PhD degree in Production
Engineering. He has 20 years of teaching and research
experience. He has participated and presented six papers in
international conferences. Two of his research papers have
been published and three more papers are under review for
publication in international journals. His research interest
includes lean manufacturing, Six Sigma and Productivity
management.
S.R. Devadasan is a Professor in the
Production Engineering Department
of PSG College of Technology,
Coimbatore, India. He holds a
Bachelors degree in Mechanical
Engineering, a Masters degree in
Industrial Engineering, a PhD degree
in Mechanical Engineering and a
Doctor of Science degree in
607
Mechanical Engineering. He has 19 years of teaching and
research experience. He has published over 76 papers in
international journals. He is an editorial advisory board
member of the European Journal of Innovation Management
and a review board member of the Journal of Management
Development. His research interests include agile manufactur-
ing, Six Sigma and total productive maintenance.
R. Murugesh is working as the
Principal of Darshan Institute of
Engineering and Technology,
Gujarat, India. He holds a
Bachelors degree in Mechanical
Engineering, a Masters degree in
Industrial Engineering and a PhD
degree in Mechanical Engineering.
He has more than 20 years of
experience in Teaching and Research. He is a recognised PhD
supervisor/guide. He has published 18 papers in various
international journals, 10 papers in international confer-
ences, three papers in national conferences and seven papers
are under review in international journals. He is currently
writing a book for The Prentice Hall Publishers, India. His
area of research interest includes strategic productivity
management, total productive maintenance, MIS, web engi-
neering, executive support system, etc. He is currently
pursuing research work towards obtaining DSc.
C.G. Sreenivasa is a Senior Lecturer in
the Department of Industrial and
Production Engineering of the
University BDT College of
Engineering, Davangere, Karnataka,
India. He holds a Bachelors degree in
Mechanical Engineering and a
Masters degree in Production
Engineering System Technology.
He has eight years of teaching and research experience.
He has participated and presented papers in seven interna-
tional and national conferences. One of his research papers
has been published, four papers have been provisionally
accepted for publication in international and national
journals. His research interest includes agile manufacturing
and Lean manufacturing.
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Appendix 1. Excerpt of the questionnaire used during stabilise phase of the first level of DOLADMAICS model.

Question number Questions Yes* No*

1 Have the management skills of employer been improved?

2 Have the people/facilities been utilised properly?
3 Have the plans been developed?
4 Was the overproduction reduced to the requirement?
5 Was the required training imparted to the employees?

Note: *Make tick mark in the space provided in the column.

Appendix 2. Questionnaire to be used for generating Lean Anchorage Report of first level of DOLADMAICS model.

Question number Questions Yes* No*

1 Have the people/facilities been utilised properly?

2 Has the overproduction been reduced to the requirement?
3 Have the quantities of production of defective products reduced/controlled?
4 Have the inventory been limited to the requirement?

Note: *Make tick mark in the space provided in the column.