scholarly journals Lean Six Sigma and Industry 4.0 integration for Operational Excellence: evidence from Italian manufacturing companies

2020 ◽  
pp. 1-18 ◽  
Author(s):  
Andrea Chiarini ◽  
Maneesh Kumar
Keyword(s):  
Six Sigma ◽  
Industry 4.0 ◽  
Lean Six Sigma ◽  
Manufacturing Companies ◽  
Operational Excellence

scholarly journals Consideraciones al aplicar los principios de la Excelencia Operacional al innovar en el Diseño de Productos

2017 ◽  
Author(s):  
Roberto A. Duran-Novoa ◽  
Jacobo Tijerina-Aguilera
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Palabras Clave ◽  
Operational Excellence ◽  
Buenas Prácticas

Nuestro artículo estudia como las metodologías orientadas hacia la calidad y mejora continua (e.g. Lean, Six Sigma, Operational excellence) pueden apoyar el desarrollo de la innovación sistemática, basándonos en la hipótesis que las herramientas y buenas prácticas de la calidad han alcanzado su madurez luego de desarrollarse desde los años 40, situación que no sucede aún con la innovación y sus principios. Para obtener tendencias generales, estudiamos primero la evolución de las publicaciones asociadas a los términos "calidad” e “innovación” desde 1990 a 2016, para luego enfocar el estudio hacia la compatibilidad entre los principios de excelencia operacional (ExOp) e innovación en el diseño de productos (IDP). Inicialmente pudimos observar que los estudios acerca de calidad se desarrollan a un ritmo que disminuye su tasa de crecimiento en los últimos años, apoyando la suposición de maduración. Esto no ocurre con los estudios acerca de innovación, los cuales mantienen una tasa de crecimiento sostenida, lo que hace razonable suponer que la investigación relacionada a innovación alcanzará y eventualmente sobrepasará en cantidad a la investigación relacionada a calidad. Si bien pudimos observar que la ExOp e IDP tienen objetivos generales compatibles, descubrimos que no es recomendable aplicar directamente los principios de la ExOp a la IDP, tanto por motivos empíricos como conceptuales. Dentro de los motivos conceptuales, destacan los conflictos generados por la orientación hacia la eficacia de la ExOp y la orientación hacia la disrupción de la IDP. Esto hace que la IDP promueva la toma de riesgos en búsqueda de anticiparse a los mercados, en circunstancias que la ExOp promueve practicar y propagar lo validado a través de la experiencia, buscando mejoras incrementales en los procesos. Para poder lidiar con las incompatibilidades entre ExOp e IDP, se comparan  principios fundamentales de ambos enfoques y se clasifican en 3 categorías: alta probabilidad de compatibilidad, alta probabilidad de incompatibilidad, y principios que requieren mayor investigación para ser aplicados. Basados en lo anterior, proponemos una lista de principios de ExOp recomendables para quienes se enfoquen en la IDP, de manera que puedan ser un apoyo para desarrollar un proceso robusto, evitando a la vez futuras incompatibilidades. Finalmente, posibles direcciones de investigación –tanto académicas como industriales- son sugeridas, buscando fortalecer la sincronización entre la  ExOp y la IDP. Palabras clave: Calidad, excelencia operacional, innovación, diseño.

Implementing a Lean Six Sigma standardized toolset in a manufacturing company: a case study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikolaos A. Panayiotou ◽  
Konstantinos E. Stergiou ◽  
Vassilis Chronopoulos
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Success Factors ◽  
Manufacturing Sector ◽  
Lean Six Sigma ◽  
Small Scale ◽  
Manufacturing Companies ◽  
Content Type ◽  
Manufacturing Company

PurposeThe first purpose of this paper is the implementation of Lean Six Sigma (LSS) in a manufacturing company operating in South East Europe in order to understand the importance of critical success factors (CSFs) in LSS adoption and to find out the benefits that the company gained. The second purpose is to propose a standardized toolset based on DMAIC phases, for the application of LSS in small scale projects, in order to facilitate LSS adoption by more manufacturing companies.Design/methodology/approachThis case study is based on the interlacement of the Yin's method about case studies and the DMAIC method for the improved deployment of LSS.FindingsThe analysis of this case study shows that the company attained to benefit financially, operationally and organizationally from the implementation of LSS. The already existing mentality of CI inside the company helped the project procedure and the application of changes and improvements fulfilling LSS adoption CSFs.Practical implicationsThe paper constructs a toolset and studies the role of CSFs in order to achieve the desirable benefits in a manufacturing environment, constituting a guide for future LSS initiatives.Originality/valueAs stated by literature reviews, even though there are several papers concerning LSS implementation in the manufacturing sector, there is a need for more case studies papers, such as this one, in order to enrich the literature. In this paper, it is also the first time that a specific toolset for small scale projects is proposed based on to DMAIC which can be implemented in further LSS projects.

Pengendalian Kualitas Dengan Menggunakan Pendekatan Lean Six Sigma di PT. XYZ

2019 ◽  
Vol 2 (2) ◽  
Author(s):  
Khawarita Siregar ◽  
Khalida Syahputri ◽  
Rahmi M Sari ◽  
Farida Putri
Keyword(s):  
Six Sigma ◽  
Lead Time ◽  
Lean Six Sigma ◽  
Production Data ◽  
Lead Times ◽  
Total Production ◽  
Manufacturing Companies ◽  
Sigma Level ◽  
Market Product ◽  
Six Sigma Approach

Persaingan yang sangat kuat diantara perusahaan yang semakin ketat terhadap produk yang sejenis di dalam hal menghasilkan suatu produk pasar nasional maupun internasional untuk pemasaran produk. Berdasarkan data yang didapatkan dari pengamatan pendahuluan yang dilakukan di PT. XYZ bahwa untuk setiap periode produk yang dihasilkan adalah diantara 2.500-4.000 unit produk. Salah satunya berdasarkan data produksi produk berupa sprocket gear sebagai objek penelitian, didapatkan data produksi pada bulan Maret 2016 sebanyak 3.050 unit dengan jumlah kecacatan mencapai sebesar 15% dari jumlah produksi sekitar 458 unit produk cacat. Penerapan metode lean six sigma dengan mengurangi lead time dan cacat pada produk pada proses produksi. Hasil dengan menggunakan distribusi normal yang terdapat pada batas kontrol dan mempunyai nilai ARL= 200 dan UCL = 12,78, namun tingkat sigma perusahaan dalam produksi produk sprocket gear diperoleh nilai sigma sebesar 3. Hal ini bahwa setiap 1.000.000 kali produksi menunjukkan kemungkinan mengakibatkan kecacatan diantara 70.675,1055 ~ 70.675. Hal tersebut memperlihatkan bahwa tingkat sigma perusahaan masih berada jauh dibawah rata rata karena tingkat sigma dalam persaingan yang terjadi secara global diantara perusahaan manufaktur sejenis, yaitu 4,0-4,5 Sigma.   Very strong competition among companies that are increasingly strict on similar products in terms of producing a national and international market product for product marketing. Based on data obtained from preliminary observations conducted at PT. XYZ that for each period the product produced is between 2,500-4,000 units of product. One of them is based on product production data in the form of gear sprocket as the object of research, obtained production data in March 2016 as many as 3,050 units with a number of disabilities reaching 15% of the total production of about 458 units of defective products. Application of lean six sigma methods by reducing lead times and defects in products in the production process. The results using the normal distribution found at the control boundary and have ARL = 200 and UCL = 12.78, but the sigma level of the company in the production of gear sprocket products is obtained by sigma value of 3. This is that every 1,000,000 times the production shows the possibility disability between 70,675,1055 ~ 70,675. This shows that the company's sigma level is still far below the average because the sigma level in competition that occurs globally among similar manufacturing companies, namely 4.0-4.5 Sigma. Keyword: Quality Control, Lean Six Sigma Approach.

Critical success factors for lean six sigma in quality 4.0

2021 ◽  
Vol 13 (1) ◽  
pp. 123-156 ◽  
Author(s):  
Neeraj Yadav ◽  
Ravi Shankar ◽  
Surya Prakash Singh
Keyword(s):  
Six Sigma ◽  
Industry 4.0 ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Related Factors ◽  
Seamless Integration ◽  
Content Type ◽  
Critical Success ◽  
Set Up

Purpose Critical success factors (CSF) for lean six sigma (LSS) using quality 4.0 are not researched so far. This study aims to bridge this gap. It also validates CSF already identified for LSS under conventional technologies. Design methodology approach Empirical research using the questionnaire method is conducted. Construct of the questionnaire is checked using Cronbach’s alpha and responses received are analysed using t-test and exploratory factor analysis. Findings In total, 20 factors are evaluated for LSS success. It includes 7 factors related to quality 4.0 technologies and 13 related to the conventional set-up. All 7 quality 4.0 related factors were found critical; whereas, under traditional set-up, 11 factors out of 13 were found critical. Practical implications The study will help enterprises in the fast and effective adoption of quality 4.0 and seamless integration with LSS. The post-Covid-19 business scenario is expected to be information technology focussed. The findings of this study will be useful in these circumstances. Consultants and practitioners can prioritise their efforts based on newly identified CSF. The new revelation about CSF for LSS in quality 4.0 enriches theory as well. Social implications Developing skills based on newly identified CSF will help people in remaining employable in the era of automation, robotics and artificial intelligence which is otherwise ill-famed for destroying jobs. Originality value CSF for LSS using quality 4.0 is a new contribution. It differentiates CSF established earlier for conventional technologies. Moreover, many CSF are common for LSS and industry 4.0, therefore this study will also help in smoother adoption of industry 4.0/quality 4.0 in organisations.

A new framework to support Lean Six Sigma deployment in SMEs

2019 ◽  
Vol 10 (1) ◽  
pp. 58-80 ◽  
Author(s):  
Carlos Abraham Moya ◽  
Daniel Galvez ◽  
Laurent Muller ◽  
Mauricio Camargo
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Success Factors ◽  
Performance Indicator ◽  
Lean Six Sigma ◽  
Organizational Capabilities ◽  
Successful Implementation ◽  
Manufacturing Companies ◽  
Content Type ◽  
Readiness Level

Purpose The purpose of this paper is to propose an assessment approach to evaluate the organizational capabilities to deploy a Lean Six Sigma (LSS) strategy. Design/methodology/approach Based on a comprehensive literature review, critical success factors required to deploy LSS were defined. These key factors are evaluated by a questionnaire based on maturity grids and structured as a multi-criteria model to compute a potential LSS performance indicator. This approach is illustrated through two case studies. Findings To promote a successful implementation of LSS in SMEs, it is necessary to consider five main critical factors. The evaluation of these factors could be achieved thanks to a multi-criterion-based maturity indicator for the LSS implementation. The case studies show that this approach allows SMEs to understand their strengths and weaknesses and thus better prepare the implementation of LSS. Research limitations/implications The proposed tool identifies characteristics of companies leading to successful LSS implementation; but is not yet able to provide a detailed strategy to improve them. The case studies were applied to manufacturing companies; therefore, there is no evidence of conclusions in the context of services. Practical implications The proposed methodology will help managers and practitioners to evaluate the readiness level of a company to implement LSS. Then, they could estimate the effort required to achieve the LSS deployment. Originality/value This paper proposes a new metric of the capacity to implement the LSS successfully in SMEs: the Lean Six Sigma Global Index. This indicator is based on a survey completed by managers and supported by observable phenomena to establish a tailored diagnosis before the LSS implementation.

Sign in / Sign up

Export Citation Format

Share Document