scholarly journals A new method to improve the objectivity of early Six Sigma analysis

2016 ◽  
Vol 33 (9) ◽  
pp. 1364-1393 ◽  
Author(s):  
Steven Cox ◽  
Virginia Elton ◽  
John A. Garside ◽  
Apostolos Kotsialos ◽  
João Victor Marmo ◽  
...  
Keyword(s):  
Case Studies ◽  
Process Improvement ◽  
Six Sigma ◽  
Design Methodology ◽  
Original Method ◽  
Content Type ◽  
Theoretical Sampling ◽  
Product Variation ◽  
Repeatability And Reproducibility ◽  
Sampling Structure

Purpose A process improvement sampling methodology, known as process variation diagnostic tool (PROVADT), was proposed by Cox et al. (2013). The method was designed to support the objectivity of Six Sigma projects performing the measure-analyse phases of the define-measure-analyse-improve-control cycle. An issue in PROVADT is that it is unable to distinguish between measurement and product variation in the presence of a poor Gage repeatability and reproducibility (R&R) result. The purpose of this paper is to improve and address PROVADT’s sampling structure by enabling a true Gage R&R as part of its design. Design/methodology/approach This paper derives an enhanced PROVADT method by examining the theoretical sampling constraints required to perform a Gage R&R study. The original PROVADT method is then extended to fulfil these requirements. To test this enhanced approach, it was applied first to a simulated manufacturing process and then in two industry case studies. Findings The results in this paper demonstrates that enhanced PROVADT was able to achieve a full Gage R&R result. This required 20 additional measurements when compared to the original method, but saved up to ten additional products and 20 additional measurements being taken in future experiments if the original method failed to obtain a valid Gage R&R. These benefits were highlighted in simulation and industry case studies. Originality/value The work into the PROVADT method aims to improve the objectivity of early Six Sigma analyses of quality issues, which has documented issues.

Lean six sigma through an Australasian lens: project definition, structure and practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Achinthya Dharani Perera Halnetti ◽  
Nihal Jayamaha ◽  
Nigel Peter Grigg ◽  
Mark Tunnicliffe
Keyword(s):  
New Zealand ◽  
Case Studies ◽  
Six Sigma ◽  
Design Methodology ◽  
Lean Six Sigma ◽  
Implementation Success ◽  
Efficient Manner ◽  
Content Type ◽  
Significant Difference ◽  
The Usa

Purpose The purpose of this paper is to investigate how successful lean six sigma (LSS) manifests in the Australasian (Australian and New Zealand) context relative to the context in the USA in terms of LSS project definition, structure and practices. Design/methodology/approach In-depth investigation through case studies – 12 Australian/New Zealand cases and 4 US cases – on the implementation mechanisms of successful LSS initiatives. Findings A significant difference was found between Australasian and US definitions of an LSS project. However, firms in both regions followed similar project selection, initiating and execution practices. LSS reporting structures were found to be well-established in US organizations, but none of the Australasian organizations were found to be equipped with such a structure, although the effectiveness of LSS implementation success remained unaffected. Research limitations/implications Sufficient uniformity of LSS was found across two regions implying its usefulness/generalizability, but the findings are based only on 12 cases. Originality/value The paper provides the groundwork to develop a unique LSS model for Australasian organizations to improve processes in an effective and efficient manner.

A critical perspective on the changing patterns of Lean Six Sigma research

2019 ◽  
Vol 68 (1) ◽  
pp. 248-258 ◽  
Author(s):  
Bryan Rodgers ◽  
Jiju Antony ◽  
Sandeep Gupta
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Design Methodology ◽  
Lean Six Sigma ◽  
Critical Perspective ◽  
Research Activity ◽  
Content Type ◽  
Changing Patterns ◽  
Integrated Approaches ◽  
Practical Implications

Purpose The purpose of this paper is to utilise the research patterns of the most prolific contributors to Lean and Six Sigma methodologies over a 15-year period to inform the discussion on whether the methodologies should be or are being integrated. Design/methodology/approach Structured searches using keywords were carried out using a single database (SCOPUS) to identify the most prolific contributors to research articles in the areas of Lean, Six Sigma and Lean Six Sigma, and thereafter patterns were analysed in five-year periods between 2000 and 2015. Findings This research demonstrates clear changing and evolving patterns of research activity. Not only is there a clear emergence of research focussed on Lean Six Sigma rather than a single methodology, there are also indications that researchers publish work using different methodologies in response to different challenges. Research limitations/implications The research is restricted to a single database and includes only the 21 most prolific contributors in each five-year period. The analysis is based on the focus of each peer-reviewed paper contributed to. Practical implications This research is intended to support and inform organisations which are developing or running business process improvement approaches by demonstrating the flexibility of Lean and Sigma, and evidencing that researchers work across different approaches and combine them when appropriate. Originality/value This paper provides a unique perspective on the debate for the integration of Lean and Six Sigma by looking at the patterns of work of researchers themselves to identify whether the focus of research has in fact moved on from exclusively lean or Six Sigma to more integrated approaches as has been argued in individual pieces of research.

Corporate perspectives: commonalities and differences between Six Sigma and Lean

2015 ◽  
Vol 6 (3) ◽  
pp. 281-288 ◽  
Author(s):  
Vijaya Sunder M.
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Design Methodology ◽  
Customer Focus ◽  
Content Type ◽  
Key Points ◽  
Improvement Methodologies ◽  
Powerful Process

Purpose – The purpose of this paper is to present the corporate views of the commonalities and differences between two of the most powerful methodologies for process improvement in organisations. Design/methodology/approach – The approach taken was to collate the viewpoints from various corporate professionals. Participants were chosen from different countries across the globe, with a median experience of 10 years as a quality professional with expertise in the field of both Lean and Six Sigma. Findings – Thirty-one key points have been highlighted as findings, as a summary of viewpoints provided by the participants. Fourteen commonalities and 17 differences between Six Sigma and Lean were identified. Key findings were grouped under four categories – Approach, Customer, Focus and Organisation. Research limitations/implications – The corporate opinions expressed in the paper are those of a few professionals selected for the study. It is important to capture the viewpoints of more such practitioners to arrive at sound and valid conclusions. Originality/value – The paper provides an excellent platform for both academicians and working professionals to understand the corporate views of commonalities and differences between the two powerful process improvement methodologies. The paper lays a platform for researchers to understand the applications of Six Sigma and Lean for process excellence.

Negotiation and corporate strategy

2019 ◽  
Vol 35 (2) ◽  
pp. 4-6
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Corporate Strategy ◽  
Organizational Strategy ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications ◽  
Consistent Approach

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Negotiation is a key tool in delivering competitive advantage but requires a clear and consistent approach closely linked to organizational strategy. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Blending global and regional planning in multinationals

2019 ◽  
Vol 35 (3) ◽  
pp. 16-18
Keyword(s):  
Case Studies ◽  
Regional Planning ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Central Planning ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Blending global and regional planning is important for multinationals. Within a central framework, local offices should have input. Different regions will approach this in different ways, but regional planning needs to be in-synch with central planning cycles. Originality/value The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Creating a growth mindset

2017 ◽  
Vol 16 (4) ◽  
pp. 155-160
Author(s):  
Ian Johnston
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Growth Mindset ◽  
Cultural Space ◽  
Content Type ◽  
Fixed Mindset ◽  
And Performance

Purpose This paper aims to show that everything a business does is fundamentally reliant on its culture. Culture determines how successful a strategy is and whether that strategy can be executed. If the culture in a business is out of alignment, it is imperative to change it. This paper examines how HR professionals can take ownership of this cultural space and help to create a growth mindset throughout the organisation. Design/methodology/approach The paper is based on experience gained through working with several large organisations to transform their people culture and performance by embracing a growth mindset and to help their HR leadership become the early champions of change, thus ensuring the process was successfully delivered. The paper includes case studies of two organisations where successful cultural shaping delivered improved results. Findings Companies with a growth mindset will outperform those with a fixed mindset. Changing mindsets is not overly complex, but it requires flawless implementation with the HR leaders at the forefront. Originality/value As Lou Gerstner, who turned around the computing giant IBM, said “I finally realised that culture is not part of the game, it is the game”. By understanding how individual mindsets impact culture, HR professionals can own and drive their organisation’s culture-shaping efforts.

Public convenience, private company

2015 ◽  
Vol 31 (11) ◽  
pp. 8-10
Keyword(s):  
Case Studies ◽  
Market Share ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Private Company ◽  
Content Type ◽  
Pertinent Information ◽  
Established Firms ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – The innovator’s dilemma is a relatively new story, although it seems to have been around in decades. The dilemma relates to established firms who cannot decide whether to “stick or twist” in their strategy. If they stay with their current offering, they will gradually lose market share or could quickly be overturned by a fast-paced competitor; if they invest in change, they will lose their profitable existence with no guarantee of success. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The Google Knowledge Graph

2014 ◽  
Vol 30 (4) ◽  
pp. 15-17 ◽  
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Social Impact ◽  
Knowledge Graph ◽  
Content Type ◽  
Principal Source ◽  
Pertinent Information ◽  
Practical Implications ◽  
The Web

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Becoming increasingly reliant on the web as a principal source of finding information is altering our brains and the way that we obtain and hold knowledge. We are becoming less reliant on our memories to hold knowledge, instead using technology – and search engines like Google in particular – to deposit and retrieve information. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Social implications – The paper provides strategic insights and practical thinking that can have a broader social impact. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Credit card account opening excellence using six sigma methodology

2016 ◽  
Vol 7 (3) ◽  
pp. 294-323 ◽  
Author(s):  
Samsul Islam
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Credit Card ◽  
Current Knowledge ◽  
Case Study Methodology ◽  
Content Type ◽  
Study Results ◽  
Six Sigma Methodology ◽  
Six Sigma Approach ◽  
Opening Process

Purpose This study aims to expand the current knowledge of the Six Sigma approach in a period of time when there is little direct evidence of the need to improve the credit card account opening process. This is an important but neglected area of focus in the Six Sigma literature. This study explores the extent to which process improvement practices are extended to the credit card department. Design/methodology/approach A case study methodology is adopted in this study to facilitate an exploration of the implemented Six Sigma approach in the credit card department of a leading commercial bank. The process improvement tool used is the define, measure, analyze, improve and control (DMAIC) cycle. Findings The study’s results confirm that the Six Sigma approach improves the quality of the credit card account opening process. So, the Six Sigma approach can account for a reduced number of keying-in errors, resulting in better data accuracy and improved customer satisfaction. Research limitations/implications The authors, in an attempt to render the study results more feasible for data collection, have chosen to focus on the process of the new accounts unit of the credit card department. Therefore, the authors have not taken into account the other units (e.g. transaction processing) of the same department. Practical implications The results of this study will be useful in persuading bank management to evaluate and implement the Six Sigma approach. Hence, this research will assist bank managers with replies to questions, such as: “What impact will Six Sigma have on process-centric improvement, such as the new accounts opening process of a credit card department?” Originality/value Within the literature on the Six Sigma practice, there is little research that focuses on the implementation of this particular toolset especially for credit card departments. This indicates a gap in the field. A new contribution to bridging that gap comes from the analysis of the results for the Six Sigma concept, which addresses the new accounts opening process.

Shared learning in restaurant kitchens

2016 ◽  
Vol 30 (1) ◽  
pp. 32-34
Keyword(s):  
Case Studies ◽  
Driving Force ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Content Type ◽  
Shared Learning ◽  
Cooking Shows ◽  
Pertinent Information ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Cooking is big business right now. Television cooking shows are highly popular and this in turn is generating interest in cooking as a pastime. As a result, many professional chefs are becoming celebrities, endorsing products and publishing books. Less obvious is their role as the leader of a team and the driving force behind the development of apprentice chefs. They set the pace and direction of learning in the kitchen and have an important role as a coach and facilitator. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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