Factors critical to the success of Six-Sigma quality program and their influence on performance indicators in some of Lebanese hospitals

Lean six-sigma methodology focuses on continuous improvement approach with an emphasis on improving the product quality and reducing waste. Recent studies of lean six-sigma methodology indicated that this methodology commonly focus on four areas of performance namely quality, cost time and service. In this paper, an environmental performance is proposed into lean six-sigma methodology. An environmental performance needs to be integrated into lean six-sigma as a new paradigm of lean six-sigma methodology to achieve overall competitiveness of product.

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The Impact of Statistics in Industry and the Role of Statisticians

Austrian Journal of Statistics ◽

10.17713/ajs.v30i1.493 ◽

2016 ◽

Vol 30 (1) ◽

pp. 7-20

Author(s):

Ronald J.M.M. Does ◽

Albert Trip

Keyword(s):

Process Control ◽

Statistical Process Control ◽

Six Sigma ◽

Practical Experience ◽

Successful Implementation ◽

Statistical Process ◽

Quality Program ◽

Quality Programs ◽

The Impact

The use of statistics in quality management has a long history. Pioneers in this field, such as Walter A. Shewhart and W. Edwards Deming, refer to themselves as industrial statisticians. Statistical thinking in industry means that all work is regarded as a series of interconnected processes, that all processes show variation, and that a reduction in variation is the key for continuous improvement. In literature we find several quantitative quality programs to achieve this. We may mention Statistical Process Control (SPC)and the Six Sigma quality program, among others. We have implemented Statistical Process Control and Six Sigma in several industries. In this paper we briefly describe the philosophies of both programs and the steps needed for a successful implementation. Based on practical experience with both programs we describe the role that a statistician can play in industry. We shall also give an overview of research initiated by the projects we have carried out.

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Impact of Industry4.0/ICTs, Lean Six Sigma and quality management systems on organisational performance

The TQM Journal ◽

10.1108/tqm-10-2019-0251 ◽

2020 ◽

Vol 32 (4) ◽

pp. 815-835 ◽

Cited By ~ 3

Author(s):

Neeraj Yadav ◽

Ravi Shankar ◽

Surya Prakash Singh

Keyword(s):

Quality Management ◽

Performance Indicators ◽

Six Sigma ◽

Lean Six Sigma ◽

Management Systems ◽

Inventory Level ◽

Organisational Performance ◽

Quality Management Systems ◽

Content Type ◽

Significant Difference

PurposeThis paper compares impact of Industry 4.0 / emerging information and communication Technologies (ICTs), for example, Internet of things (IOT), machine learning, artificial intelligence (AI), robotics and cloud computing, on 22 organisational performance indicators under nine combinations of Lean Six Sigma (LSS) and quality management systems (QMS).Design/methodology/approachSurvey of 105 Indian organisations was done about their experience of using QMS, Lean Six Sigma and emerging ICTs. Respondents included both manufacturing and service enterprises of different scales and sectors. The responses collected were compared, and statistically significant difference among them was evaluated using chi-square test.FindingsThe study confirmed statistically significant difference among 20 organisational performance indicators under different combinations of QMS, LSS and ICTs. These indicators include quality performance, delivery performance, sales turnover, inventory level and so forth. However, for two indicators, namely, absenteeism and throughput, significant difference in responses was not established.Research limitations/implicationsAll possible combinations of QMS, LSS, only LSS tools and ICTs were not studied because of either theoretical impossibility (e.g. using LSS without LSS tools) or practically rare situations (e.g. organisations using ICTs and LSS without QMS). Furthermore, the impact from different sequences of implementing QMS, LSS and ICTs can be studied.Practical implicationsUsing this study, practitioners can identify which LSS, Quality System and ICT combination results in best performance and quick success. On theoretical front, the study confirms impact of LSS and QMS on organisational performance.Originality/valueThis study evaluates organisational performance under several possible combinations of QMS, LSS, and emerging ICTs, which was so far unexplored.

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Critical review and analysis of measuring the success of Six Sigma implementation in manufacturing sector

International Journal of Quality & Reliability Management ◽

10.1108/ijqrm-04-2017-0081 ◽

2018 ◽

Vol 35 (8) ◽

pp. 1519-1545 ◽

Cited By ~ 10

Author(s):

Mihir Patel ◽

Darshak Arunbhai Desai

Keyword(s):

Performance Indicators ◽

Critical Review ◽

Six Sigma ◽

Manufacturing Sector ◽

Service Industries ◽

Manufacturing Industries ◽

Content Type ◽

Process Indicators ◽

Six Sigma Methodology ◽

And Performance

Purpose The purpose of this paper is to capture the status of implementation of Six Sigma in various manufacturing industries and also examine the success of the Six Sigma by using different performance indicators. Design/methodology/approach The methodology of critical review involves the selection and classification of 112 research articles on the implementation of Six Sigma in different manufacturing industries. The selected articles are categorized by the following: articles distribution based on the year of publication, publication database, various journals, contribution of authors, continent, scale of industry, implemented approaches, focused industry, tools and techniques used in phases of Six Sigma methodology, and performance indicators used in Six Sigma implementation. Then after, future scopes of research opportunities are derived based on significant findings. Findings The literature revealed that: Very few work was undertaken on the implementation of Six Sigma in various manufacturing industries like ceramic, paper, gems and jewelry, cement, furniture, stone, fertilizer, forging, paper and surface treatment industries. Most of the researchers have considered very few performance indicators to identify the improvement after Six Sigma implementation. But, there is no clue regarding overall improvement in different perspectives after the implementation of Six Sigma. The financial indicators, personnel indicators, process indicators and customer indicators are useful to measure the overall improvement after the implementation of Six Sigma in the manufacturing sector. Research limitations/implications The study was carried out on the implementation of Six Sigma methodology in various manufacturing industries, and various performance indicators were identified while implementing the Six Sigma methodology. Case studies pertaining to service industries were not covered here. Originality/value Very little research has been carried out to measure the overall success of implementing Six Sigma methodology in manufacturing industries. This paper will provide value to students, researchers and practitioners of Six Sigma by providing insight into the implementation of Six Sigma in manufacturing industries.

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APPLYING SIX-SIGMA IN HEALTH SERVICE: A STUDY OF CRITICAL SUCCESS FACTORS, CRITICAL TO QUALITY CHARACTERISTICS AND KEY PERFORMANCE INDICATORS IN MEDIUM SCALE HOSPITALS

International Journal on Information Sciences and Computing ◽

10.18000/ijisac.50037 ◽

2009 ◽

Vol 3 (1) ◽

pp. 25-31 ◽

Cited By ~ 2

Author(s):

G Dileep ◽

SS Rau

Keyword(s):

Health Service ◽

Performance Indicators ◽

Six Sigma ◽

Critical Success Factors ◽

Success Factors ◽

Key Performance Indicators ◽

Quality Characteristics ◽

Medium Scale ◽

Critical Success

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Lean construction and project performance in the Australian construction industry

IOP Conference Series Earth and Environmental Science ◽

10.1088/1755-1315/907/1/012024 ◽

2021 ◽

Vol 907 (1) ◽

pp. 012024

Author(s):

M Fauzan ◽

R Y Sunindijo

Keyword(s):

Construction Industry ◽

Performance Indicators ◽

Six Sigma ◽

Project Performance ◽

Lean Construction ◽

Just In Time ◽

Strong Correlations ◽

Last Planner System ◽

Last Planner ◽

Sydney Australia

Abstract The construction industry is plagued by poor project performance and the adoption of lean construction is seen as a way to address this issue. Therefore, this research aims to assess the implementation of lean construction and its relationships with project performance in the Australian construction industry. Just in time, last planner system, Six Sigma, and 5S management are the four lean construction tools investigated in the research. Data were collected using a questionnaire survey from construction practitioners in Sydney, Australia. Results show that the implementation of these four tools is adequate, although some lean activities need to be implemented at a higher level. Lean construction also has strong correlations with many project performance indicators, demonstrating its value to the construction industry that is in a dire need of improvement. Finally, this research also recommends specific areas for improvements.

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Control of the variability of the biofuel packaging process through the six sigma methodology: a case study

Independent Journal of Management & Production ◽

10.14807/ijmp.v11i6.1153 ◽

2020 ◽

Vol 11 (6) ◽

pp. 2020

Author(s):

Walther Azzolini Júnior ◽

Rafael Francisco Campos Pianno ◽

Jorge Alberto Achcar

Keyword(s):

Standard Deviation ◽

Six Sigma ◽

Monthly Variation ◽

Process Variability ◽

The People ◽

Quality Program ◽

Six Sigma Methodology ◽

And Control ◽

Dmaic Method

The present work carried out the control of the variability in the biodiesel packaging through the application of the steps of the DMAIC (Define Measure, Analyze, Improve and Control) of the Six Sigma quality program. The DMAIC method brings together a set of statistical and quality tools for the study of process variability. Prior to the project, in the period evaluated between June and October of the year 2017 the average monthly variation of loss was 387.7 liters with a standard deviation of 421.9 liters. After the implementation of the improvements between January and March of the year 2018, the average monthly variation was -3.187 liters with a standard deviation of 60.95 liters. This evolution in the control and reduction of losses in the container of biodiesel was possible through the actions of improvements and involvement of the people of the billing and shipping. After all the improvements implemented, the maintenance and continuity of the controls met two important requirements of the Six Sigma quality program: customer focus and financial impact.

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