BIBLIOGRAPHY

1.

Bloj, M., Moica, S., & Veres, C. (2020). Lean Six Sigma in the Energy Service Sector: A Case

Study. Procedia Manufacturing, 46, 352-358. [Link]

The article describes that nowadays, the energy industry faces intense rivalry. A business that

wishes to make a difference should do optimization projects on a continual basis. The aim of

this article is to demonstrate the implementation of Lean Six Sigma in a large energy

company's service area. The project was for a Call Center managed by the Residential

Customer Relations teams. It involved the company's interaction with its customers via

telephone and email, with a continual focus on reducing customer wait times, preparing

colleagues for the most enjoyable interactions, and promptly resolving requests through

process improvement. With market liberalization and customers' preferences diversifying in

their search for the best energy company, it is critical to adapt quickly to market needs and

develop a certain level of agility, testing products and new services rapidly, improving them

throughout their lifecycle, and adapting the sales approach. The business surpassed the set

goal by substantially increasing the actualization rate from 2.6 percent to 20% in only three

months by following the precise Lean Sig Sigma procedures. The study sought to ascertain

why consumers dialed the contact center.

2.

Amelia, D., Murni, I., Putri, A., Badri, J., & Johan, H. (2019). A Study of Clothing Industry

Competitiveness with Porter’s Five Force Approach in Kabupaten Agam Central Industry (A

Preliminary Study of Ampek Angkek, Banuhampu, Sungai Puar). Kne Social Sciences, 3(14), 169.

[Link]

The study's objective is to determine the clothing industry's competitiveness in the Agam

area. Porter's Five Forces method is used to examine the competitiveness of typical SMEs by
taking into consideration the dimensions of newcomer threats, government assistance,

supplier strength, buyer strength, and the availability of alternative goods. The study is

descriptive and explanatory in nature. The study was performed using a survey and an

interview. The majority of garment industry proprietors chose to shut their businesses and

launch a new venture in retail. Despite the existence of an apparel sector, some issues persist

in the Kabupaten Agam clothing industry. This study is descriptive explanatory in nature and

is used to explain a specific scenario or population in a methodical and precise manner. It is

often used to answer questions about the competitiveness of the clothing sector in the Agam

area. In the last two decades, there has been a tendency toward the garment industry being

supplanted by retail garment stores. Since 2000, Kabupaten Agam's garment sector has faced

both internal and foreign challenges, including a labor shortage, financial crisis, global

economic slump, imported garments and increasing labor costs, as well as raw material

prices. The primary reasons are a scarcity of labor, the entry of new rivals, the strength of the

customer, and, to a lesser extent, goods substitution.

3.

Fudjaja, L., Mahyuddin, Tenriawaru, A., H K, M., Salman, D., & Bakri, R. (2020). Competitiveness of

mandar coconut oil industry. IOP Conference Series: Earth And Environmental Science, 575, 012106.

[Link]

The purpose of this research is to ascertain the Mandar coconut oil industry's competitiveness

in the Polewali Mandar Regency. Methods of research using both qualitative and quantitative

techniques. The LQ technique, Klassen Typology, and Shift Share Analysis (SSA), as well as

the Porter Five Force Model, are used to evaluate industry competitiveness. While the Porter

Diamond Model is used to examine the drivers of competitiveness. The findings indicated

that the Mandar coconut oil industry in Polewali Mandar had competitive strength as a

consequence of rivalry among competing firms, supplier negotiating power, and customer
bargaining power. Additionally, the processing industry's comparative advantage is that it is a

major base sector in the region, with potential for continued growth and competitiveness. The

Mandar coconut oil industry's competitiveness is determined by human resources, natural

resources and the environment, technology, the number of customers, the growth rate of

demand, and suppliers. In terms of the processing industry's comparative advantage in

Polewali Mandar Regency, it is a fundamental or leading sector in the region that has the

potential to be developed and competitive. The mandar coconut oil industry's competitiveness

is determined by human resources, natural and environmental resources, technology, the

number of customers, the rate of market growth, and suppliers. To enhance competitiveness,

Mandar oil businesses need training and mentorship in areas such as greater use of production

technologies, packaging, and marketing.

4.

Farhikhteh, S., Kazemi, A., Shahin, A., & Mohammad Shafiee, M. (2020). How competitiveness

factors propel SMEs to achieve competitive advantage? Competitiveness Review: An International

Business Journal, 30(3), 315-338. [Link]

The purpose of this article is to evaluate the role of competitiveness determinants in how

small and medium-sized businesses (SMEs) get competitive edge (CA) via an examination of

industry structure and the development of a conceptual framework. We evaluated businesses

from three distinct industries: knowledge-based manufacturing, single-use medical device

manufacturing, and construction stone cutting. The methodology is qualitative and

quantitative in nature, including grounded theory and exploratory factor analysis (EFA). The

first survey consists of 36 in-depth semi-structured interviews with senior executives from

each of the three chosen sectors, as well as a questionnaire sent to 158 people that has 46

structured questions. The results show that micro-competitiveness elements contribute more

to attaining CA than macro-competitiveness factors, as follows: in knowledge-based

goods/services characteristics, and knowledge management. In the single-use medical device

manufacturing business, the most successful elements are the sales force, sales promotion,

and CRM. In the building stone-cutting business, the stone's quality, sales promotion, and

advertising all play a part. The EFA findings show that the extracted variables are three

remarkable factors: business capabilities, enterprise strategies, and macroeconomic

conditions. The results in this paper will help SMEs' management in identifying the most

critical variables affecting their ability to use CA. The novelty of this research is that,

although there are many studies on SMEs and their CAs, this study examines CA models

across SMEs in sectors with varying organisational structures.

5.

Rathi, R., kumar, A., & Khanduja, D. (2019). Identification and Prioritization Lean Six Sigma

Barriers in MSMEs. Journal Of Physics: Conference Series, 1240, 012062.

[Link]

The market is becoming more competitive every day, and demand and supply are always

fluctuating. To remain competitive, businesses must satisfy consumer demand and provide

complete customer pleasure. Micro, small, and medium-sized businesses (MSMEs) are

disproportionately affected by these issues due to their low resources. To remain competitive,

there is only one way to increase productivity: through optimizing resource usage and

minimizing waste and faults in products and processes. In this environment, Lean Six Sigma

(LSS) is emerging as a viable approach for rapidly improving processes. LSS is the

combination of two distinct continuous improvement methods, Lean and Six Sigma that are

used to eliminate waste and variation in processes. However, many companies continue to

struggle with effectively implementing LSS. Thus, the primary objective of this research is to

identify and prioritize LSS obstacles utilizing an analytic hierarchy approach (AHP). The
most important type of barrier is management-based, since it has the highest AHP index. This

study will assist managers and researchers in focusing on key LSS obstacles in order to

facilitate its implementation. This study assists managers and researchers in successfully

implementing LSS in their organizations by focusing on key obstacles prior to adoption.

6.

Trimarjoko, Aris & Purba, Humiras & Nindiani, Aina. (2020). CONSISTENCY OF DMAIC

PHASES IMPLEMENTATION ON SIX SIGMA METHOD IN MANUFACTURING AND

SERVICE INDUSTRY: A LITERATURE REVIEW. 11. 34-45. 10.24425/mper.2020.136118.

High business rivalry requires business players to enhance quality. Six Sigma with DMAIC

phases is a technique that has been shown to be successful in increasing the quality of

products and services. The purpose of this study is to determine the consistency with which

DMAIC stages are implemented and to evaluate the objective value of Six Sigma research.

Using a variety of credible article sources from 2005 to 2019, this research discovered that

72% of research in the manufacturing sector consistently used the DMAIC roadmap,

particularly in the case study research type for problem-solving, whereas the service industry

reported a lower percentage (60 percent). In the production sector, deviations and faulty

goods are mainly caused by a 4M 1E factor, while in the service industry, they are produced

by human behavior and the system's inadequacy. Both manufacturing and service industries

placed a premium on process standardization and monitoring in order to improve process

capabilities and organizational performance in order to enhance customer satisfaction. The

suggestion for future study is that while implementing Six Sigma techniques in industry, the

project teams should have a firm grasp on the tool application for each step of DMAIC. As a

consequence, the achieved outcomes are entirely dependent on Six Sigma as shown by

changes in the sigma level.