Assessing Employee Perceptions on Six Sigma Practices in the Automobile Industry

Author(s): Dr. S Srividhya and Dr. Srinivasan K

Abstract:

This study investigates employee perceptions of Six Sigma implementation in the automobile manufacturing sector, focusing on the Coimbatore auto-component cluster in India. Although Six Sigma is widely adopted to enhance quality and reduce process variation, its effectiveness largely depends on employee acceptance, engagement, and perception. The study emphasizes the human dimension of quality management by examining the influence of training, leadership support, and organizational culture on employee attitudes toward Six Sigma practices. A quantitative approach using a descriptive survey design was employed to collect primary data from 85 respondents, including operators, supervisors, engineers, and managers. Data were gathered through a structured questionnaire using a five-point Likert scale. Statistical tools such as descriptive analysis, Pearson correlation, multiple regression, and Chi-square tests were applied using SPSS software. The results indicate a high level of awareness of Six Sigma methodologies, particularly the DMAIC framework. A strong positive correlation (r = 0.888, p < 0.01) was found between employee training and leadership support, suggesting that effective training enhances perceptions of managerial commitment. Regression analysis further confirms that training is the most significant predictor of leadership support, followed by employee acceptance, with the model explaining 80.5% of the variance. Despite generally positive perceptions, challenges such as process complexity, limited resources, and psychological pressure were identified. The study concludes that strengthening training initiatives, enhancing leadership involvement, and fostering effective communication are essential for improving employee engagement and ensuring the sustainability of Six Sigma practices in the automobile industry.

keywords:
Six Sigma, Automobile Industry, Employee Perception, Quality Management Training and Leadership Support.

Pages: 182-186     |    13 View     |    1 Download