An Integrated Lean Six Sigma Model for Enhancing the Competitive Advantage of Industries

2021 ◽  
pp. 437-448
Author(s):  
S. K. Tiwari ◽  
R. K. Singh ◽  
Sharad Chandra Srivastava
Keyword(s):  
Competitive Advantage ◽  
Six Sigma ◽  
Sigma Model ◽  
Lean Six Sigma

scholarly journals Commercial Banks Versus BPR: Advantages Based On Perception, Hope And Customer Interest

2017 ◽  
Vol 1 (2) ◽  
pp. 102-112
Author(s):  
Hesti Budiwati
Keyword(s):  
Competitive Advantage ◽  
Six Sigma ◽  
Commercial Banks ◽  
Public Trust ◽  
Lean Six Sigma ◽  
Point Of View ◽  
Competitive Advantages ◽  
Public Funds ◽  
Different Types ◽  
Six Sigma Approach

Commercial banks and Bank Perkreditan Rakyat are two different types of banks whose existence in society aims to raise and channel public funds to improve people's lives. The facts show that there is a sharp competition between the two types of banks in terms of gaining public trust to become bank customer but although these two types of banks are different but still able to develop well in society. This study aims to identify the factors that become competitive advantage at Commercial Banks and Bank Perkreditan Rakyat from the customer's point of view based on customers' perceptions, expectations and interests so banks can determine competitive strategy. The approach used in this research is Lean Six Sigma approach with a sample of 60 respondents consisting of 30 customers of Commercial Banks and 30 customers of Bank Perkreditan Rakyat. Respondents will be asked to respond to research instruments based on their perceptions, expectations and interests. The results of the study there are five competitive advantages in Commercial Banks (1) promotions made, (2) reward appeal, (3) saving security, (4) cleanliness and comfort of the room, (5) friendliness, courtesy and neatness. Bank Perkreditan Rakyat obtained competitive advantage that is (1) cleanliness and comfort of the room,(2) ability and alertness of the officers, (3) friendliness, courtesy and neatness, (4) saving security, (5) familiarity  of the officer with the customer. In addition there are similarities there are interesting differences that is on the excellence of promotional activities and the attractiveness of prizes at Commercial Banks. and the familiarity of officers with customers at Bank Perkreditan Rakyat.

Ứng dụng Lean Six Sigma cho quy trình khám chữa bệnh ngoại trú có BHYT tại một số bệnh viện thành phố Hồ Chí Minh

2021 ◽  
Vol 05 (01) ◽  
pp. 84-94
Author(s):  
Van Dat Truong ◽  
◽  
Thi Hong An Hua ◽  
Dang Tu Nguyen Le ◽  
Thi Hai Yen Nguyen
Keyword(s):  
Patient Satisfaction ◽  
Health Insurance ◽  
Six Sigma ◽  
Sigma Model ◽  
Lean Six Sigma ◽  
Health Staff ◽  
Outpatient Services ◽  
Staff Members ◽  
Expected Length ◽  
Screening Procedures

Objects: Evaluate the current state of the quality of insured outpatient services (clinical time, patient satisfaction) and evaluate the effectiveness of the LSS improvement in some steps in the process. Methods: Lean Six Sigma applied research is conducted through five steps: Define-Measure-Analyze-Improve-Control from March 2017 to June 2017 in the outpatient care with health insurance in some Ho Chi Minh city hospitals. A survey on 166 outpatients with health insurance was conducted by direct interviews of pre- and post-admission and in consultation with 10 health staff members. Result: 32 causes of ineffective activities were identified in two screening procedures. Then corrective measures were suggested. The goal of improving survey process timing and patient satisfaction is 20%. After improvements in the Lean Six Sigma model, positive results on the timing of the two procedures were obtained, including the expected length of the registration process (<40 minutes) was improved by 13.8%, the expected length of dosage regimen (<20 minutes) was improved by 22.9%, and the satisfaction level of patients was improved by 11.5%. Conclusion: The Lean Six Sigma model is valued for identifying root causes for non-performance activities in the two above-mentioned screening procedures. It is recommended to apply this model to other procedures and other departments in the hospital, to propose remedies or eliminations from the process based on identified causes. Keyword: Lean, process of outpatients treatment

Lean and Six Sigma Innovation and Design

2019 ◽  
pp. 337-349
Author(s):  
Rick Edgeman
Keyword(s):  
Best Practices ◽  
Financial Performance ◽  
Competitive Advantage ◽  
Six Sigma ◽  
Production System ◽  
Environmental Performance ◽  
Lean Six Sigma ◽  
System Innovation ◽  
Lean Enterprise ◽  
Social And Environmental Performance

Enterprises are always seeking best and next-best practices and sources of competitive advantage. Two consistently successful means of delivering these have been Lean Enterprise Methods that are often associated with the Toyota Production System, and Six Sigma approaches to product, process, service, and system innovation and design that have contributed significantly to, especially, enterprise financial performance. The integration of these approaches, commonly referred to as Lean Six Sigma, is highlighted in this chapter with some emphasis dedicated to the use of Lean, Six Sigma, and Lean Six Sigma to enhance not only enterprise financial performance but also social and environmental performance and impacts.

Lean Six Sigma Implementation Framework Using Resource-Based Theory Approach

2019 ◽  
pp. 287-304 ◽  
Author(s):  
Michael Sony
Keyword(s):  
Competitive Advantage ◽  
Operations Management ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Organizational Strategy ◽  
Theory Approach ◽  
Implementation Framework ◽  
Integration Framework ◽  
Firm Capability ◽  
Resource Based Theory

Resource-based theory (RBT) is one of the most popular paradigms in operations management. Lean Six Sigma (LSS) is the most widely used business improvement initiative for the last two decades. The previous LSS frameworks were concentrated on the LSS processes, and none of them proposed a link between organizational strategy, organizational resources and capabilities for gaining competitive advantage. The purpose of this chapter is to construct an RBT-based LSS framework. By reviewing the previous literature on RBT, LSS and organizational strategy, this chapter builds an implementation framework. This framework considers the firm resources, firm capability, competitive advantage, and LSS integration as the foundation of a firm's strategy. The research suggests that application of RBT can add richness to LSS implementation within an organization, which will bring practical implications for forming the resource-based strategy in the organizations leading to competitive advantage. This is the first chapter to suggest an integration framework of RBT with LSS for strategy implications.

Lean and Six Sigma Innovation and Design

2018 ◽  
pp. 729-739
Author(s):  
Rick Edgeman
Keyword(s):  
Best Practices ◽  
Financial Performance ◽  
Competitive Advantage ◽  
Six Sigma ◽  
Production System ◽  
Environmental Performance ◽  
Lean Six Sigma ◽  
System Innovation ◽  
Lean Enterprise ◽  
Social And Environmental Performance

Enterprises are ever seeking best and next best practices and sources of competitive advantage. Two consistently successful means of delivering these have been Lean Enterprise Methods that are often associated with the Toyota Production System, and Six Sigma approaches to product, process, service, and system innovation and design that have contributed significantly to - especially - enterprise financial performance. The integration of these approaches, commonly referred to as Lean Six Sigma, is highlighted in this chapter with some emphasis dedicated to the use of Lean, Six Sigma, and Lean Six Sigma to enhance not only enterprise financial performance, but also social and environmental performance and impacts.

scholarly journals Developing readiness index for Critical Success Factors for lean Six Sigma in service organization

2020 ◽  
Author(s):  
Entesar Ahmed
Keyword(s):  
Cultural Change ◽  
Six Sigma ◽  
Success Factors ◽  
Sigma Model ◽  
Employee Training ◽  
Lean Six Sigma ◽  
Service Organization ◽  
Business Strategies ◽  
Critical Success ◽  
Five Factors

This study intend to develop a readiness index that rates organizational readiness to realize the success factors of implementing Lean Six Sigma model. The study focus mainly on five factors including employee training, managerial involvement and commitment, clear linkage of Six Sigma to customer-facing goals, linkage of Six Sigma to business strategies, and cultural change. We found that implementing lean Six Sigma lead organizations to a better performance due to the concept of eliminating waste and improvement of procedures.

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