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Abstract

Purpose: This research aims to identify and analyze the critical failure factors systematically that affect the implementation of Lean Six Sigma and Quality 4.0 initiatives
Design/methodology/approach: Descriptive Statistics is used for frequency of occurrence and cumulative frequency, while Pareto Analysis is used for quantitative prioritization of critical failure factors that impact the most and identify the vital few that contribute to over 80% of failures.
Findings: The findings show that 80% of the implementation issues are based on five critical failure factors, particularly leadership commitment and training.
Practical implications: By using the findings, the organizations may determine which critical failure has more impact on Quality 4.0 and Lean Six Sigma adoption and execution. Important steps include prioritizing high-impact initiatives, enhancing staff work by training, coordinating quality goals with strategy, and encouraging leadership support.
Originality & Value: This study exclusively contrasts Lean Six Sigma and Quality 4.0 by identifying and quantifying Critical Failure Factors by using Pareto Analysis. It introduces a novel viewpoint on the human and strategic gaps in digital quality transformation areas, which are previously unexplored in academic research