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    4B CHAPTER 3 DOLADMAICS: A MODEL FOR IMPLEMENTING LEAN SIX SIGMA IN CONTEMPORARY SMEs 3.1 TRODUCTION As mentioned in the previous chapter, the results of the literature survey conducted during this doctoral work revealed that, the contemporary SMEs need to go a long way to implement Lean Six Sigma like the way it is, scientifically implemented in large size organization. A critical study in this, regard indicated that, in order to implement Lean Six Sigma, contemporary SMEs need to be sensitized, oriented, triggered, driven and steered through the overcoming of deficiencies prevailing in them. Because of their complexity, thes five phase changes cannot be effected in contemporary SMEs in one attempt. Hence, in order to implement Lean Six Sigma in contemporary SMEs, these five phase changes are requested to be carried out in five levels. This proposition deduced from the knowledge gained by conducting the literature survey was used to design DOLADMAICS model to facilitate the contemporary SMEs for implementing Lean Six Sigma in five levels through the overcoming of the 25 deficiencies prevailing in them. This task of designing DOLADMAICS model is described in this chapter. 44 3.2 CONCEPTUAL FEATURES OF DOLADMAICS MODEL ‘The conceptual features of DOLADMAICS model are depicted in Figure 3.1. As mentioned in the previous section, DOLADMAICS model has to be implemented through five levels in SMEs. As the contemporary SMEs are not scientifically and professionally managed, these five levels are encapsulated with the provision to overcome the deficiencies, anchor lean principles and apply DMAIC phases in the SMEs in stages. In each level, five deficiencies prevailing in SMEs need to be overcome. The performance level with respect to Lean Six Sigma implementation has to grow by 20% at the end of each level of DOLADMAICS. Since five deficiencies constitute 20% of the total deficiencies identified during the literature survey reported in the previous prove the performance of DOLADMAIC chapter, it is proposed to i in the SMEs during its each level of i plementation by 20%. As shown in Figure 3.1, this gradual growth has to end in the achievement of 100% of the goal of implementing Lean Six Sigma in the SMEs using the DOLADMAICS model. After designing conceptual features, the frameworks ascribing the implementation of DOLADMAICS in five levels were designed. These frameworks and rationales behind designing them are presented in the next section. PPOW SITVINAV'IOA Jo saanyeay jenjdaouo; |*¢ aan, EP sunsrayy ued 46 3.3 FRAMEWORKS OF DOLADMAICS MODEL As Lean Six Sigma requires the disciplined way of implementing Lean manufacturing paradigm and Six Sigma concept, the deficiencies reported in literature and presented in Table 2.2 have to be rectified in SMEs. During this doctoral work, a critical study was made to rank the importance of such deficiencies. While designing DOLADMAICS model, these deficiencies were prioritized according to this ranking. After ranking, five deficiencies were chosen at each level of DOLADMAICS model for the purpose of ‘overcoming them during the implementation of that level. The frameworks of, DOLADMAICS model incorporated with these features along with tools and techniques are shown in Tables 3.1, 3.2, 3.3, 3.4 and 3.5. In order to describe the rationales behind designing these frameworks, the method followed while constructing the framework of the first level of DOLADMAICS model is 5100) Jomo’ JoHeTT joos9s0 ip Ppow TVINGV TOG Jo P49] Say Jo YrowaueA |" GEL. ma six p> 20) ® saves aunsr bas at AgUapL Op, ounaas Sur AquapE OL, Omen ssanatao] ast tld 1 Jo Ao} StL (panupuoy) TE ame stud 10.0 re Jopa qeaastoa :sanoafag] oor sty aN Jops ay pagnugpr sas a n9jes pur (panupuoy) TE ame or 10 OTN soya: aunpaoe asnoatao} ade PMP Wap NOL 001 pu] Sumwosugy gol uty 1akord SPVWGV IOUT ‘sombyuyoay uuograad 0 [oan] PUTS agp Ftsrazoq) pu Sayseas SOHE NA uyonpaa 20g spose yrqusedl sp R]a, SSUSHDS SSS90 SIP SM WOES UMD MOLINA |P.WOLY -T sauimys salad SPYINAW TOR UPR MULT soqesnaypal % ovo sossaaoad aus uot z segue. ‘poral 3o [989] Yu PHELPS a osenunu pur saws 2m 0 ypuys balou sen P SyBNSPLOL “| souofao] Senn oanoapoy Suysssonad-a300 Sianpout! axpaojop wore " " sampooul pu sioopod _ aBegoypay wey pe tary o\nan}p 48 Mon: J Psa] puwoag ess29501) aT Sapa noe sop puss a aus090 0 Sango sages mowasorday sonia go fons] LU gostesn . ° " 5 ° spunea porrsoa nga or] —apadsoog —“afstaprspout seg | wouvonpasoog gf wetouyusu [POU SOLVING TOG Jo [49] puodas Jo YaoswaurEdy 7g AGEL \jo sey avon] 9 ase {UY Jo [949] puoaag| ssoaqnoati (panuywoy) 7g GBT asetla wads staoys YUT'Y aseta| ms es (panupwoy) 7g GBT Pa 1 soanofqo, ud NPC. 9] pa pany pany ou i 914001980 0) ad Pppow STVING 10d Jo 149] payyy Jo JOMAWEIA EE AME rs 0 ssoaf4Q, ss (panuyuo:y) ¢°¢ A148 asta soanaao} astyd }anUO ssnanpatao| 96 (panuyuo:y) ¢°¢ A148 A mvINav 100 rays solvaytod aidond 9 [POW SILVINGY1OC Jo PA9] WANOY Jo Jroauue, re ageL sisfyru asnr9 toys WANT NSA saigorrats ssoarsmg ayp go aauueaanoysod yp ayoudiay jjoaay aise. pur cum a]a49 aseaaap oF poamnbas stone [rIpaKtDy :sjoo1 pur 1 sonbynppog, ase 9254 61 8 0s jana] mus aro 01 sovse pe ay 31969 ABH] US Wo 20] SOSMED a PUIG aTEHONT I “Z Jo poy no ‘aut fp pa sonen yyy Ty so] 40 soe 4 JO TUNSET =] oIQEADNYI spa wimp uaso4 24 fo eHdae9 a UF panjoau sosaocnd au ana wus Jo [949 smo psa} Jo [ONO HA Jo Soma a hfe 199840 ows wang BoMEOS-G NNSTHUE NaI “~§ TOO) pu any gr miss pan ungury“eaISG ay AYSA “TSM, sj982] ess oy po oy a SH Jo KAY PoPNT aa EH SOSSON! 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