Page 38 - QUALITY MAGAZINE_Volume 02 (Issue II)_Web Ready File (1)

QUALIT Y JANUARY 2024

1. To kick off our conversation, could you share your opinion on the
primary business challenges that firms across various industries
in Sri Lanka are currently facing?
Yeah, In Sri Lanka, businesses across different industries are dealing with several significant challenges. First
and foremost is the economic instability. Frequent changes in policies and fluctuating exchange rates make it difficult
for companies to plan for the future. This instability impacts everything from the cost of raw materials to the ability
Streamlining to secure affordable financing. Another major challenge is the high cost of energy. Many industries rely heavily on

electricity and fuel, and rising energy prices cut into their profit margins. This is particularly tough for manufacturing
Success: companies that need a lot of power to run their operations. Additionally, there is a skills gap in the workforce. While
Sri Lanka has a high literacy rate, there is often a mismatch between the skills workers have and what employers
need. This makes it hard for companies to find the right talent, especially in fields like IT and engineering. Another
Navigating Business significant challenge is the impact of the global market. Many Sri Lankan businesses rely on exports, and global
market fluctuations can severely affect their revenues. This has been especially evident with the disruptions caused
Challenges with by the COVID-19 pandemic and ongoing geopolitical tensions.
Further, there is a challenge of technological adaptation. As the world moves towards digitalization, firms in

Lean Six Sigma Sri Lanka need to keep up with the latest technology to remain competitive. However, the high cost of technology and
the need for skilled labor make this a tough hurdle to overcome. Lastly, political instability can create an uncertain
business environment. Companies need stability to invest and grow and frequent changes in government policies
can make it hard for businesses to thrive. In addition to the major challenges I mentioned, Sri Lankan businesses face
numerous other issues that require attention, such as infrastructure deficiencies, workforce skills gaps, and limited
access to financing. Addressing these is crucial for sustainable growth and competitiveness.

2. What are the prospects of customizing Lean Six Sigma to tackle

specific business challenges across various industries?

Rather than addressing Sri Lanka’s general issues, we should concentrate on the industry-specific business challenges
that stem from these broader problems. It’s crucial to customize methodologies to align with industry-specific
processes and objectives. For instance, in manufacturing, the focus might be on optimizing production efficiency
and reducing defects, while in the service sector, the emphasis could be on enhancing customer experience and
streamlining internal workflows. The key is to conduct a thorough analysis of the industry’s intricacies and then adapt
Lean Six Sigma tools and principles accordingly. This may involve tweaking process maps, adjusting key performance
indicators, or even developing industry-specific training programs. Flexibility is key. Moreover, collaboration with
industry experts and stakeholders is vital during the customization process. This ensures that the tailored Lean
Six Sigma approach not only addresses current challenges but also anticipates and prepares for future industry
developments. Ultimately, the success of Lean Six Sigma lies in its ability to be a dynamic and responsive framework,
capable of meeting the diverse needs of different industries.

3. In your opinion, what are the typical challenges organizations in
Sri Lanka encounter when adopting Lean Six Sigma?

Yeah, Firstly, resistance to change within the organizational culture can be a significant hurdle. Employees may
be accustomed to existing processes and might resist the changes that come with Lean Six Sigma methodologies.
Another challenge lies in the initial investment and resource allocation required. Organizations often face difficulties
in dedicating the necessary time, budget, and skilled personnel to kickstart and sustain Lean Six Sigma initiatives.
Dr. Sanjaya Jayasooriya It’s crucial to communicate the long-term benefits to overcome these initial barriers. Moreover, maintaining

Senior Lecturer, Department of Industrial Quality Management, FBESS, KDU leadership commitment throughout the journey is essential. Without continuous support from top management,
Lean Six Sigma Green Belt (LSSGB) the momentum of Lean Six Sigma initiatives can dwindle. This underscores the importance of fostering a culture of
Lean Six Sigma Black Belt (LSSBB) continuous improvement at all levels of the organization.

Department of Industrial Quality Management
Department of Industrial Quality Management
36 Department of Industrial Quality Management Department of Industrial Quality Management 37
General Sir John Kotelawala Defence University General Sir John Kotelawala Defence University