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Manufacturing industries are facing dynamic challenges in today’s highly competitive world. In the recent past, integrating Industry 4.0 with the lean six sigma improvement methodologies has emerged as a popular approach for organizational excellence. The research aims to explore and analyze critical success factors of lean six sigma integrated Industry 4.0 (LSSI).

This research study explores and analyzes the critical success factors (CSFs) of LSSI. A three-phase study framework is employed. At first, the CSFs are identified through an extensive literature review and validated through experts’ feedback. Then, in the second phase, the initial list of CSFs is finalized using the fuzzy DELPHI technique. In the third phase, the cause-effect relationship among CFSs is established using the fuzzy DEMATEL technique.

A dyadic relationship among cause-and-effect category CSFs is established. Under the cause category, top management commitment toward integrating LSSI, systematic methodology for LSSI and organizational culture for adopting changes while adopting LSSI are found to be topmost CSFs. Also, under the effect category, organizational readiness toward LSSI and adaptability and agility are found to be the uppermost CSFs.

The study offers a framework to understand the significant CSFs for LSSI implementation. Insights from the study will help industry managers and practitioners to implement LSSI and achieve organizational excellence.

To the best of the authors’ knowledge, CSFs of LSSI are not much explored in the past by researchers. Findings will be of great value for professionals in developing long-term operations strategies.

The industrial revolution changed the market landscape significantly in all industrial sectors. It has a noteworthy impact on enhancing the quality of goods and services. The quality aspect is of utmost concern and determines the success or failure of any product. Therefore, the presented study analyses the key barriers and solutions of Quality 4.0.

Twenty barriers and fifteen solutions were identified using a literature review and investigated using a hybrid approach. Barrier weights were evaluated with the help of the fuzzy AHP method. Furthermore, the computed weights were used to perform computations in the next step using fuzzy-TOPSIS to prioritize the ranking of identified solutions.

The research results show that “Lack of applying advanced analytics to uncover Quality 4.0 initiatives” and “Lack of integrating data from various sources across the organization” are the topmost barriers. Furthermore, “Implement a leadership development program focused on Quality 4.0” and “Cross-departmental peer learning environment” are the topmost solutions.

Managers and industrialists can benefit from Quality 4.0 through improved decision-making, process efficiency, supply chain collaboration, agile quality management, enhanced customer experience and a culture of continuous improvement. This results in better quality, operational effectiveness and a competitive edge.

The solutions need to be mapped with barriers to adopting Quality 4.0. Furthermore, the research results involve novelty by prioritizing the solutions to overcome the anticipated barriers.

Adopting sustainable practices is highly required in hotels. This study aims to assess consumer behaviour towards adopting sustainable practices in hotels. In addition, mediating role of consumer attitude (CAtt) is assessed between consumer awareness (CA) and willingness to pay.

An empirical study was carried out to analyse the integrative research model of CA, CAtt and willingness to pay premium price (WTPPP) for sustainable practices adoption in five-star hotels in emerging economies. Responses from 447 respondents were collected and analysed. Structural equation modelling was performed using SPSS 21.0.

The research outcomes indicate the partial mediation of CAtt between CA and WTPPP. Furthermore, consumer satisfaction has been found to have a moderating effect on the relationship between CAtt and willingness to pay a premium price.

The research results add to the literature by analysing prominent factors affecting willingness to pay premium for adopting sustainable practices in five-star hotels.

The purpose of the study is two-fold. First, to find out the different barriers that prevent the implementation of sustainable manufacturing practices in the case of Micro, Small and Medium Enterprises (MSMEs). Second, quantifying the relative intensity of these barriers to understand the importance and dependence power of the observed variables.

Primary data were collected via structured questionnaires from 150 Indian MSMEs working in the automobile industry. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) was performed. Finally, barriers are ranked using graph theory and matrix approach (GTMA), considering the inheritance and interaction among the observed variables.

There are a total of 22 barriers to “sustainable manufacturing”. EFA and CFA models confirmed four different categories of barriers. In order of importance, they are ranked as – production and operations related; organization related; collaboration related; and government rules and regulations.

The findings show that there are multiple barriers to sustainable manufacturing. The barriers are categorized into four major categories, and their ranking provides an opportunity for prioritization from both policy and managerial perspectives. The barriers can be overcome through both policy interventions as well as through best practice sharing, benchmarking and organizational-wide initiatives.

The study is among the first studies that provide valuables insights on what are the 22 different barriers to sustainable manufacturing and its relevance to the MSMEs working in the automobile industry. The study would provide further opportunities for similar studies in different sectors.