Abstract
The purpose of the present study is to identify the critical failure factors (CFFs) for implementing integrated practices of lean six sigma (LSS) and agile manufacturing (AM) in Indian manufacturing industries and develop a framework that prioritizes the CFFs. Total nine CFFs were identified through a vast review of research articles. A framework of CFFs was developed by the fuzzy-total interpretive structural modeling (TISM) approach with the help of academia and industry experts’ opinions. Fuzzy-MICMAC (Matrice d'Impacts Croisés Multiplication Appliqués à un Classement) analysis was performed to categorise CFFs into four clusters. The findings of the present study suggest that there are nine CFFs to LSS–AM implementation in Indian manufacturing industries. From the fuzzy-TISM model it is revealed that top management commitment and organisational culture change CFFs are major roadblocks to LSS–AM implementation strategy in any organization. Further, this research helps LSS–AM decision-makers and practitioners to prioritize CFFs based on their driving and dependence. Accordingly, they can make strategies to mitigate these CFFs and create a smooth pathway for the LSS–AM implementation process. This in turn can enhance the performance of the organization. This study is one of the pioneer studies of the integration of LSS–AM CFFs, which analyzed the contextual relationship among the CFFs through fuzzy-TISM.