Lean Six Sigma applied to process performance and improvement model for the development of electric scooter water-cooling green motor assembly

This paper proposes a new Lean Six Sigma (LSS) methodology to improve process for clothing small- and medium-sized enterprise SME. The methodology is based on combination of two approaches which are the PDCA (Plan, Do, Check, and Act) and the DMAIC (Define, Measure, Analyze, Improve, and Control). The combination technique consists in applying the PDCA to continuously improve and control every DMAIC steps. The DMAIC approach has included Lean Six Sigma tools and techniques, as well as the success factors obtained from a survey, to improve its efficiency. The proposed approach is applied to improve the performances indicators such as Z sigma, Cp, cycle time, and lead time for the case of clothing SME in Tunisia. As an example, the Z-sigma has increased from the sigma level was improved from 1.45 to 3.85. The process capability Cp from 0.5 to 1.3 and the lead time was decreased from 39.47 days to 30.23 days. Finally, the study is concluded by sorting out the effects of the type of produced articles and the presence or not of the quality certification on the application of the proposed approach. The effectives from using PDCADMAIC technique are better when it’s applied with certified company, than non-certified one.

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A literature review on lean, Six Sigma and ISO 9001:2015 in manufacturing industry to improve process performance

International Journal of Business and Systems Research ◽

10.1504/ijbsr.2019.10018712 ◽

2019 ◽

Vol 13 (2) ◽

pp. 162

Author(s):

T.R. Veena ◽

G.V. Prabhushankar

Keyword(s):

Literature Review ◽

Six Sigma ◽

Manufacturing Industry ◽

Lean Six Sigma ◽

Iso 9001 ◽

Process Performance

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A literature review on lean, Six Sigma and ISO 9001:2015 in manufacturing industry to improve process performance

International Journal of Business and Systems Research ◽

10.1504/ijbsr.2019.098652 ◽

2019 ◽

Vol 13 (2) ◽

pp. 162 ◽

Cited By ~ 1

Author(s):

T.R. Veena ◽

G.V. Prabhushankar

Keyword(s):

Literature Review ◽

Six Sigma ◽

Manufacturing Industry ◽

Lean Six Sigma ◽

Iso 9001 ◽

Process Performance

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Effective Application and Sustainability of Lean Six Sigma to Improve Process Performance

10.1007/978-981-16-4149-7_69 ◽

2021 ◽

pp. 745-754

Author(s):

Md. Ehsan Asgar ◽

Rajeev Ranjan ◽

Shrey Atre ◽

Rahul Bhandari ◽

Saba Zaidi

Keyword(s):

Six Sigma ◽

Lean Six Sigma ◽

Process Performance ◽

Effective Application

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Productivity and process performance in a manual trimming cell exploiting Lean Six Sigma (LSS) DMAIC – a case study in laminated panel production

International Journal of Quality & Reliability Management ◽

10.1108/ijqrm-07-2020-0242 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Daniel Lee Hardy ◽

Saikat Kundu ◽

Muhammad Latif

Keyword(s):

Six Sigma ◽

Lean Manufacturing ◽

Lean Six Sigma ◽

Process Performance ◽

Content Type ◽

Intermittent Feeding ◽

Staff Members ◽

Component Manufacturing ◽

Production Cell

PurposeThe purpose of this case study is to investigate inefficiency and downtime factors within a panel lamination process cell at a timber component manufacturing company. Areas of concern related predominantly to the manual trimming or finishing of a range of laminated timber panels for the caravan and leisure industry. The intermittent feeding of inputs and material outputs was also investigated during this case study.Design/methodology/approachThe case study was conducted over a six-month period using the Six Sigma defining, measuring, analysing, improving and controlling (DMAIC) construct. But was equally supported through a combination of tools both applied in lean manufacturing and statistical properties commonly assigned to Six Sigma projects.FindingsThis paper provides insights about the identification of the root causes for poor productivity and overall equipment effectiveness issues experienced by manual trimming/finishing operations in a laminated timber panel production cell. It also identifies solutions to overcome these issues and benefits (such as improved OEE, reduced downtime and savings in staffing costs) that were obtained due to the application of these solutions. This study contributes to understanding the interconnections of fork-lift truck movements with staff members working within manual finishing areas connected to a panel lamination cell.Originality/valueThis paper contributes new knowledge into the root causes of poor productivity and process performance within manual finishing operations in a laminated timber panel production cell at a small medium enterprise. By applying elements of Six Sigma' quality focussed analytical methods within the DMAIC structure, and simultaneously applying the waste reduction method of lean manufacturing, this paper provides useful perspective on why both these quality improvement-based ideologies are applied to overcome process issues in manufacturing.

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A LEAN SIX SIGMA FRAMEWORK TO ENHANCE THE COMPETITIVENESS FOR SMES, EMPIRICAL EVIDENCE FROM

HUFLIT INTERNATIONAL CONFERENCE 2020 ON ENSURING A HIGH-QUALITY HUMAN RESOURCE IN THE MODERN AGE ◽

10.15625/vap.2020.00117 ◽

2020 ◽

Author(s):

Nguyễn Thị Xuân Lan ◽

Hoàng Đức Sinh

Keyword(s):

Empirical Evidence ◽

Six Sigma ◽

Lean Six Sigma

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EMPLOYEE ENGAGEMENT FOR HIGH FIRM PERFORMANCE: THE CASE OF LEAN SIX SIGMA AT A MALAYSIA TRADING COMPANY

e-Academia Journal ◽

10.24191/e-aj.v9i1.9518 ◽

2020 ◽

Vol 9 (1) ◽

Author(s):

Hadijah Iberahim ◽

Izmahariz Azman ◽

Mohd Haniff Shahri ◽

Nur Fara Ellyanie Abdul Hamid

Keyword(s):

Knowledge Sharing ◽

Employee Engagement ◽

Six Sigma ◽

Relevant Literature ◽

Lean Six Sigma ◽

Successful Implementation ◽

Management Support ◽

High Productivity ◽

Trading Company ◽

Goal Clarity

Lean Six Sigma (LSS) is a method that helps an organization to maximize profit and minimize cost. One of the essential factors for a successful LSS project is the availability of employees who are willing to engage. Employee engagement brings about a strong sense of belonging and high productivity. Consequently, engaged employees will work harder to achieve the mission of the organization. This paper discusses a case of LSS project with a low level of employee engagement. As a result, LSS was less likely helpful in sustaining company’s performance. The purpose of this study is to identify factors that contribute to employee engagement in LSS practices. Review of the relevant literature suggests four variables, which include goal clarity, management support and trust, knowledge sharing and transfer, and teamwork. The questionnaire survey applied census in collecting feedback from 80 respondents. Statistical analysis results indicate that goal clarity, management support, and trust are significant to employee engagement. However, knowledge sharing and transfer as well as teamwork are not substantial. It is recommended for the organization to give attention to all the four factors. This paper extended understandings on critical inputs to a successful implementation of LSS for sustainable company’s performance and growth. Keywords: Lean Six Sigma, Employee Engagement, Goal Clarity, Management Support and Trust, Teamwork, Knowledge Sharing.

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