Challenges of Introducing Lean Six Sigma, IoT in Industry 4.0, and Supply Chain Management: A Review

2021 ◽  
pp. 303-315
Author(s):  
Vedant Kale ◽  
Chetan Katke ◽  
Shailendra Dayane ◽  
Prashant Thakar
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Six Sigma ◽  
Industry 4.0 ◽  
Lean Six Sigma ◽  
Chain Management

scholarly journals Using Lean Six Sigma to Redesign the Supply Chain to the Operating Room Department of a Private Hospital to Reduce Associated Costs and Release Nursing Time to Care

2021 ◽  
Vol 18 (21) ◽  
pp. 11011
Author(s):  
Lisa O’Mahony ◽  
Kerrie McCarthy ◽  
Josephine O’Donoghue ◽  
Seán Paul Teeling ◽  
Marie Ward ◽  
...  
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Operating Room ◽  
Six Sigma ◽  
Private Hospital ◽  
Lean Six Sigma ◽  
Stock Management ◽  
Nursing Time ◽  
Post Intervention ◽  
Chain Management

Continuity of the supply chain is an integral element in the safe and timely delivery of health services. Lean Six Sigma (LSS), a continuous improvement approach, aims to drive efficiencies and standardisation in processes, and while well established in the manufacturing and supply chain industries, also has relevance in healthcare supply chain management. This study outlines the application of LSS tools and techniques within the supply chain of an Operating Room (OR) setting in a private hospital in Dublin, Ireland. A pre-/post-intervention design was employed following the Define, Measure, Analyse, Improve, Control (DMAIC) framework and applying LSS methodology to redesign the current process for stock management both within the OR storage area and within a pilot OR suite, through collaborative, inclusive, and participatory engagement with staff. A set of improvements were implemented to standardise and streamline the stock management in both areas. The main outcomes from the improvements implemented were an overall reduction in the value of stock held within the operating theatre by 17.7%, a reduction in the value of stock going out of date by 91.7%, and a reduction in the time spent by clinical staff preparing stock required for procedures by 45%, all demonstrating the effectiveness of LSS in healthcare supply chain management.

scholarly journals What Drives the Usage of Management Tools Supporting Industry 4.0 in Organizations?

Sensors ◽  
2021 ◽  
Vol 21 (10) ◽  
pp. 3512
Author(s):  
Zlatko Nedelko
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Supply Chain Management ◽  
Six Sigma ◽  
Industry 4.0 ◽  
Core Competencies ◽  
Management Tool ◽  
Management Tools ◽  
Chain Management ◽  
Management Knowledge

The main purpose of this study was to examine how personal and organizational drivers influence the utilization of management tools aimed at supporting organizational working in Industry 4.0 settings. We built our research upon the recognized importance of management tools for organizational working under Industry 4.0 settings and explored the key personal and organizational drivers of management tool usage. Calculations were performed based on the responses of 222 employees working in organizations across Europe. The results revealed that, among personal drivers, a higher level of education leads to significantly higher usage of six sigma, rapid prototyping, outsourcing, customer relationship management, knowledge management, core competencies, and strategic planning. More experienced employees use significantly more six sigma, total quality management, supply chain management, knowledge management, and core competences than their less experienced peers. The impact of organizational drivers is substantially weaker, where only industry shows significant influence, indicating that lean production, six sigma, and supply chain management are used more in manufacturing than in service organizations. Gender, one’s position in the organization, and the organization size do not play a substantial role in management tool usage. Managers should recognize the role of personal and organizational drivers of management tool usage in order to more quickly implement Industry 4.0 principles in organizations.

Lean Six Sigma improves OR supply chain management for first case on-time start

2010 ◽  
Vol 27 ◽  
pp. 20-21
Author(s):  
R. J. Banchs ◽  
B. De Jose Maria ◽  
S. Müller ◽  
R. Grass
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Chain Management ◽  
First Case

Pengukuran Kinerja Supply Chain Menggunakan Supply Chain Operation Reference (Scor®) (Studi Kasus Koperasi Baitul Qiradh Baburrayyan)

2019 ◽  
Vol 2 (2) ◽  
Author(s):  
Raysa Aleyzia ◽  
Hasan Yudie Sastra
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Six Sigma ◽  
Green Beans ◽  
Chain Management ◽  
Total Cost ◽  
Target Value ◽  
Chain Operation ◽  
Cost To Serve ◽  
Supply Chain Operation

Manajemen supply chain yang tidak maksimal akan mempengaruhi kinerja suatu perusahaan. Di Aceh Tengah terdapat suatu koperasi yaitu Koperasi Baitul Qiradh (KBQ) Baburrayyan yang sudah menerapkan manajemen supply chain. Koperasi ini bergerak di bisnis perdagangan biji kopi (green bean). Penelitian ini bertujuan untuk mengukur kinerja supply chain dari KBQ Baburrayyan. Metode yang digunakan adalah SCOR® dengan praktik perbaikan Convergence of SCOR® with Lean and Six Sigma. Target kinerja yang diperoleh untuk total cost to serve adalah sebesar 94,71% dari nilai target 65,00% dan untuk return on supply chain fixed asset adalah sebesar 1,60 dari nilai target 2,50. Hasil yang diperoleh dari penggunaan praktik tersebut adalah terdapat 8 akar penyebab waste di antaranya kurangnya tenaga pengawas, training/briefing belum maksimal, kurangnya kepedulian tentang pentingnya K3, layout yang kurang efisien, belum adanya unit penyuluhan, alat yang masih sederhana, pekerjaan yang monoton, dan tidak dilarang secara tegas.   Supply chain management that is not optimal will affect the performance of a company. In Central Aceh there is a cooperative namely Koperasi Baitul Qiradh (KBQ) Baburrayyan which has implemented supply chain management. This cooperative is engaged in the business of trading in green beans. This study aims to measure the supply chain performance of KBQ Baburrayyan. The method used is SCOR® with the practice of improving Convergence of SCOR® with Lean and Six Sigma. The performance target for total cost to serve is 94.71% of the target value of 65.00% and the return on supply chain fixed assets is 1.60 of the target value of 2.50. The results obtained from the use of the practice are that there are 8 root causes of waste including lack of supervisors, training / briefing is not maximal, lack of concern about the importance of K3, inefficient layouts, absence of extension units, simple tools, monotonous work, and not strictly prohibited.

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