Adoption and Impact of Six Sigma Methodology on Operational Efficiency in Afghanistan with a Focus on Food and Medicine Industry

Rahmatullah Seeyall; Iftikhar Hussain; Aref Naimzad; Barialai Mohammadi; Waheed Ullah Hafiz

doi:10.62810/jnsr.v3i4.260

Authors

Rahmatullah Seeyall Department of Industrial, Faculty of Engineering, Afghan International Islamic University, Kabul, Afghanistan
Iftikhar Hussain Department of Industrial, Faculty of Engineering, Afghan International Islamic University, Kabul, Afghanistan
Aref Naimzad Department of Industrial, Faculty of Engineering, Afghan International Islamic University, Kabul, Afghanistan
Barialai Mohammadi Department of Clinic, Faculty of Medicine, Bayazid Rokhan Institute of Higher Education, Kabul, Afghanistan
Waheed Ullah Hafiz Department of Clinic, Faculty of Medicine, Bayazid Rokhan Institute of Higher Education, Kabul, Afghanistan

DOI:

https://doi.org/10.62810/jnsr.v3i4.260

Keywords:

Afghanistan, DMAIC, Operational efficiency, Process optimization, Six Sigma

Abstract

Manufacturing and industrial processes are dynamic in nature, and sustaining operational excellence while securing long-term competitive advantages involves continuous innovation. Six Sigma and its updated version Lean Six Sigma (LSS) are among the various approaches developed to address these challenges and are proven to be effective. This study aimed to explore the adoption and impact of the Six Sigma methodology on operational efficiency in Afghanistan, focusing specially on the food and medicine industries. The data was collected through online survey and physical distribution of the questionnaire. The main tool was a self-administered questionnaire containing 24 questions divided into seven sections. The collected data was analyzed using SPSS 26, which enhanced the reliability of the results and facilitated accurate calculation of statistical measures. Although Six Sigma has shown significant success worldwide, its adoption in Afghanistan remains limited, with only 42.3% of surveyed organizations formally implementing the methodology. Notable improvements were observed among those applying Six Sigma, in areas such as faster production cycles, cost reduction, and better resource utilization. Conversely, challenges including low awareness, inadequate training, and limited use of Six Sigma tools continue to limit its broader impact. The findings of this study suggest that overcoming these obstacles and fully realizing Six Sigma’s potential in Afghanistan requires tailored approaches, leadership support, and easily accessible training programs. This study provides valuable insights to encourage the adoption of Six Sigma, supporting sustainable development and recovery in Afghanistan’s industries.

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