Integration of Taguchi and Shainin DOE for Six Sigma improvement: an Indian case

2017 ◽  
Vol 34 (7) ◽  
pp. 898-924 ◽  
Author(s):  
Anupama Prashar
Keyword(s):  
Six Sigma ◽  
Single Case ◽  
Case Study Research ◽  
Poor Performance ◽  
Generation Process ◽  
Damping Force ◽  
Content Type ◽  
Optimal Setting ◽  
Assembly Unit ◽  
Taguchi Orthogonal Arrays

Purpose The purpose of this paper is to demonstrate the application of Six Sigma/design of experiments (DOE) hybrid framework for improving damping force (DF) generation process in a shock absorber assembly unit. Design/methodology/approach The study adopted a case study research method with single case (holistic) design. This research design was found to be appropriate for testing the projected framework for integrating DOE approaches within Six Sigma define-measure-analyze-improve-control (DMAIC) cycle. In the proposed framework, Shainin’s component search technique (CST) was deployed at the “analysis” phase of DMAIC for the first stage filtering of process parameters, followed by the use of Taguchi orthogonal arrays (OA) at the “improve” phase for identifying the optimal setting of the parameters. Findings The application of Shanin CST facilitated in ascertaining that assembly component (piston with rebound stopper) was causing the variation and not the assembly process. Further, the use of Taguchi OA at the improve phase allowed the collection of necessary data to determine the significant piston parameters with minimum experimentation (eight experimental runs in this case as opposed to the expected 64) and analysis of variance on the collected data facilitated the selection of parameter settings to optimize the “critical to quality”, i.e. rebound DF. Originality/value This study provided a stimulus for wider application of integrated DOE approaches by the engineering community in the problem solving and the identification of parameters responsible for poor performance of the process.

Lean Six Sigma strategy in telecom manufacturing

2014 ◽  
Vol 114 (6) ◽  
pp. 904-921 ◽  
Author(s):  
Roy Andersson ◽  
Per Hilletofth ◽  
Peter Manfredsson ◽  
Olli-Pekka Hilmola
Keyword(s):  
Supply Chain ◽  
Six Sigma ◽  
Single Case ◽  
Lean Six Sigma ◽  
Content Type ◽  
Strategic Emphasis ◽  
Company Culture ◽  
Difficult Times ◽  
Practical Implications

Purpose – The purpose of this paper is to elaborate, how the use of a joint-use strategy of Lean and Six Sigma can improve flexibility, robustness, and agility. Telecom manufacturing has been under tremendous change after dot.com bubble burst in the early 2000, and new competition has originated from Asia. Being successful requires now more than before, and joint-use of strategies is one option to survive. Design/methodology/approach – A single case study from a Swedish company operating in the telecom manufacturing was conducted. In particular, a Six Sigma project was followed and analyzed during 2002. However, the outcome of the Six Sigma project has been studied in longitudinal manner until 2014. Findings – The Lean Six Sigma strategy ensures flexible, robust, and efficient processes. However, to make them more agile in order to sustain in today's highly competitive environment, something more is required. This could include staff training, strengthening company culture and collaborating with key partners in the supply chain. Research limitations/implications – This study is limited to large company that usually has a lot of resources and choices where to put the strategic emphasis as well as has level of control of the supply chain operations. The situation could be very different in small and medium-sized companies and thus it may be more difficult to realize the Lean Six Sigma strategy in such environment. On the other hand, the processes in these companies are often less complex. Practical implications – This research provides guidance on how to manage the Lean Six Sigma strategy in order to ensure more flexible, robust, and efficient processes as well as how to perform a Six Sigma project in Lean environment, in a proper manner. Originality/value – This research provides guidance to companies regarding the applicability and properties of the Lean Six Sigma strategy. The paper will also serve as a basis for other companies and industries, on how to survive in difficult times.

Value co-creation in asset integrity and improvement portfolio: evidence from the Australian mining industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Brenton Lawson ◽  
Larissa Statsenko ◽  
Morteza Shokri-Ghasabeh
Keyword(s):  
Project Management ◽  
Value Creation ◽  
Single Case ◽  
Case Study Research ◽  
Mining Industry ◽  
Mining Company ◽  
Improvement Project ◽  
Content Type ◽  
Project Portfolios ◽  
Project Lifecycle

Purpose Adopting a qualitative research design and following a single case study research methodology 21 semi-structured interviews with asset integrity project managers (PM), project sponsors (PS) and members of the project management office (PMO) were conducted. These were complemented with company’s project management framework documents and tools and direct observation by the researcher’s observation. Design/methodology/approach The data on the value creation in the mining asset integrity and improvement project portfolio was collected through 21 interviews with PM, PS and members of the PMO and complemented by observational data and the analysis of the Australian mining company process documentation. Findings The study finds that establishing a culture of delivering value supported by functional governance is critical for effective value creation practice in asset integrity and improvement project portfolios. In addition, early engagement of the key stakeholders with clearly defined roles and utilisation of project value management artifacts, enables effective value delivery throughout the project lifecycle. Originality/value The research offers an empirically grounded framework to facilitate value creation throughout the project lifecycle in asset integrity and improvement project portfolios drawing on a benchmarking case of an Australian mining company.

Lean Six Sigma in higher education institutes: an Irish case study

2019 ◽  
Vol 10 (4) ◽  
pp. 948-974 ◽  
Author(s):  
Seamus J. O’Reilly ◽  
Joe Healy ◽  
Tom Murphy ◽  
Rónán Ó’Dubhghaill
Keyword(s):  
Higher Education ◽  
Six Sigma ◽  
Single Case ◽  
Lean Six Sigma ◽  
Research Approach ◽  
Content Type ◽  
Training Programmes ◽  
The Impact

Purpose This paper aims to contribute to a developing literature on continuous improvement (CI), enabled by Lean Six Sigma (LSS), in higher education institutions (HEIs). It reports on the key learning points arising from the initial steps taken by an Irish university on its CI journey. Design/methodology/approach A case study strategy was adopted following a participatory research approach. This approach supports reflexivity and also provides access to all relevant documentation and staff within the case university. Thematic analysis was supported by data reduction and display techniques. Findings The introduction of a LSS approach rather than a reliance on lean alone introduced a structured methodology (DMAIC) that supported simplification of a number of administrative processes. A number of specific improvements were achieved including: Cycle time and cost reduction; customer or employee satisfaction; and rework and error reduction. The findings support the importance of the Readiness Factors as identified by Antony (2014), with particular insight into the role of senior and middle management, the impact of training and deployment of expertise. Research limitations/implications This paper is based on an ongoing, longitudinal, empirical study of a single case study in Ireland. Originality/value This paper tracks the development of CI in a HEI in a longitudinal manner and adds to the emerging the literature in this area. The paper evaluates the role of management at various levels, analyses the use of LSS tools and techniques and evaluated the role of training and capacity building. Implications for Management are shared including: design and role of training programmes, role of champions at various organisational levels, including key functional areas and sustaining momentum.

Leveraging resource ecologies for sustainability transitions – a waste management case

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rumy Narayan ◽  
Annika Tidström
Keyword(s):  
Waste Management ◽  
Social Intelligence ◽  
Single Case ◽  
Continuous Process ◽  
Case Study Research ◽  
Management Program ◽  
Single Case Study ◽  
Diverse Range ◽  
Content Type

Purpose Addressing fundamental sustainability challenges has now become strategic for multi-national corporations. However, such challenges by their very nature are complex and require resources that are frequently beyond those that are traditionally accepted as relevant and crucial to a firm’s core business operations. The purpose of this paper is to illustrate how firms identify and integrate diverse groups of actors using social intelligence to build an ecology of resources to tackle these complex challenges. Design/methodology/approach The empirical part is based on qualitative single case study research of a packaging company and its waste management program. Findings Organizing for sustainability requires business activities to be conceptualized as a continuous process of project building, involving actors in diverse settings and responsibilities divided thematically and spatially forming nets within a network to solve problems, collectively. There is a fundamental analytical problem of integrating a diversity of value spheres, and society has a set of rational methods for planning and action where decisions are made to privilege one aspect to the exclusion of others. Artificial separation of activities that are interdependent and failure to allow these activities to evolve through interactions in time and space could threaten sustainability. Research limitations/implications This is a single case study within a certain context, therefore ways for orchestrating resource ecologies need further investigation. Practical implications For managers, it is very important to recognize and appreciate the interconnectedness of resource ecologies but also that interactions resulting in joint actions can often have different rewards and benefits for the diverse range of actors implicated in such networks. This kind of social intelligence offers managers options to experiment with transitional pathways that match the objectives of diverse network actors and provide unique resource combinations for building competitive advantage. There is only so much that is under the control of managers or even firms, which means both must embrace uncertainty and the phenomenon of emergence. Social implications From a societal perspective, the findings of the study show how the open and transparent activities for the sustainability of one firm spread through different layers of the society through connecting, sharing and developing resources. Therefore, it is important for societies to enable and support the open sharing of resources for sustainability. Investments in large programs for transitions to sustainability tend to spread from a focal company into various projects for sustainability involving several layers of actors within society. This ensures that awareness, behaviors and attitudes related with sustainability become rooted in society and give rise to valuable innovations. Originality/value This study illustrates how resources are created and shaped through nets during transitions toward sustainability using social intelligence.

The generation process of internal-driven management innovation in companies in transitional economies

2018 ◽  
Vol 31 (4) ◽  
pp. 895-919 ◽  
Author(s):  
Jie Xue ◽  
Zhengang Zhang
Keyword(s):  
Single Case ◽  
Change Agents ◽  
Transitional Economy ◽  
Generation Process ◽  
Management Innovation ◽  
Content Type ◽  
Exploration Process ◽  
Theoretical Support ◽  
External Change Agents

Purpose The purpose of this paper is to analyze how internal-driven management innovation (IDMI) takes shape, which highlights the objective-oriented and problem-oriented property of the innovation. Design/methodology/approach Based on a case study of a new practice called 11X integration strategy in Guangzhou Pharmaceutical Holdings Limited, a Chinese pharmaceutical group in Guangdong province, through applying Grounded Theory the authors get a concise systematic framework of generation process that is more practical and more understandable than the counterparts in current literature. Findings First, this paper uncovers five stages and two parallel sub processes in the generation process of IDMI. The sub processes involves practical exploration process (i.e. primary activities) carried out by the internal change agents and theoretical support process (i.e. support activities) carried out by the external change agents. Second, by adopting a process perspective the authors are able to demonstrate how the different activities in both types of processes are combined over time in an intertwined way. Research limitations/implications First, the case the authors studied is embedded in the context of China’s transitional economy, and the single case study limits us to make comparisons of the generation process of management innovation between different market economies. Second, the external-driven management innovation is still a field untouched. Third, in the research the authors explore the issues of how new management innovation is generated and implemented, but the authors do not systematically research on why different companies exhibit different levels of management innovativeness. Practical implications First, the findings suggest that firms should consciously and systematically invest in IDMI to create sustainable competitive advantage. Second, the process framework provides a clear guidance to the managers in Chinese state-owned enterprises who are engaged in developing or adopting management innovation. Third, the study indicates the managers in Chinese company should be aware of the importance of external change agents to IDMI. Fourth, this study could facilitate the enterprises to develop or adopt management innovation based on their real needs rather than just “jumping on the bandwagon” when adopting certain new management skills. Originality/value This study offers a new generation framework by identifying possible facilitators of IDMI that does not yet exist in extant literatures, and the two sub processes – the practical exploration process and the theoretical support process – deepen the understanding of the generation mechanisms of IDMI. Furthermore, the study contributes to reaching a better understanding of management innovation in the context of transitional economy such as China.

Lean Six Sigma in policing services

2018 ◽  
Vol 67 (5) ◽  
pp. 935-940 ◽  
Author(s):  
Jiju Antony ◽  
Bryan Rodgers ◽  
Inness Coull ◽  
Vijaya Sunder M.
Keyword(s):  
Six Sigma ◽  
Design Methodology ◽  
Single Case ◽  
Lean Six Sigma ◽  
Single Case Study ◽  
Content Type ◽  
The Public ◽  
Study Approach ◽  
Learning Points

Purpose This paper is based on a single case study carried out as part of a change programme but is used as a reflective tool to draw on some of the wider organisational learning which can be considered when implementing, reviewing or re-energise a Lean Six Sigma (LSS) Programme. The paper aims to discuss this issue. Design/methodology/approach A case study approach has been used and referenced throughout the paper with references to literature to support the wider learning points drawn which are then applied to any continuous improvement (CI) programmes. Findings The paper presents a range of learning points which are drawn from a successful deployment of LSS within a change project carried out as part of an overall programme in Scottish policing services. Research limitations/implications The points are drawn from a single case study which was deployed within a wider change programme and is supported by wider literature but is used as a vehicle for informing strategic considerations within an organisation. Originality/value This case study is drawn from policing services in the public sector which alone is an area that has not been significantly studied. It is used to explore wider implications in terms of strategic alignment, organisational performance and project management and presents the argument that the design of a CI programme is much wider than the implementation of LSS itself.

Application of Lean Six Sigma in conservative dentistry: an action research at an Indian dental college

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ajay Noronha ◽  
Shreeranga Bhat ◽  
E.V. Gijo ◽  
Jiju Antony ◽  
Suma Bhat
Keyword(s):  
Action Research ◽  
Six Sigma ◽  
Single Case ◽  
Lean Six Sigma ◽  
Lessons Learned ◽  
Healthcare Sector ◽  
Content Type ◽  
Conservative Dentistry ◽  
Tools And Techniques

PurposeThe article evaluates the obstacles, lessons learned and managerial implications of deploying Lean Six Sigma (LSS) in a dental college hospital in India.Design/methodology/approachThe work adopts the action research (AR) methodology to establish a case study, which is carried out using the LSS define–measure–analyze–improve–control (DAMIC) approach in a dental college. It uses LSS tools to enhance the productivity and performance of the Conservative Dentistry Department of a dental college and to unravel the obstacles and success factors in applying it to the education and healthcare sector together.FindingsThe root cause for high turn-around time (TAT) is ascertained using LSS tools and techniques. The effective deployment of the solutions to the root causes of variation assists the dental college to reduce the TAT of the Conservative Dentistry process from an average of 63.9 min–36.5 min (i.e. 42.9% improvement), and the process Standard Deviation (SD) was reduced from 2.63 to 2 min. This, in turn, raises the sigma level from 0.48 to 3.23, a noteworthy successful story for this dental college.Research limitations/implicationsWhile the results and recommendations of this research are focused on a single case study, it is to be noted that the case study is carried out with new users of LSS tools and techniques, especially with the assistance of interns. This indicates the applicability of LSS in dental colleges; thus, the adopted modality can be further refined to fit India's education and hospital sector together.Originality/valueThis article explains the implementation of LSS from an aspiring user viewpoint to assist dental colleges and policymakers in improving competitiveness. In addition, the medical education sector can introduce an LSS course in the existing programme to leverage the potential of this methodology to bring synergy and collaborative research between data-based thinking and the medical field based on the findings of this study. The most important contribution of this article is the illustration of the design of experiments (DOE) in the dental college process.

Lean Six Sigma in developing countries: evidence from a large Brazilian manufacturing firm

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alisson Christian Scheller ◽  
Thayla T. Sousa-Zomer ◽  
Paulo A. Cauchick-Miguel
Keyword(s):  
Developing Countries ◽  
Six Sigma ◽  
Single Case ◽  
Current Approach ◽  
Lean Six Sigma ◽  
Multiple Sources ◽  
Manufacturing Firm ◽  
Content Type ◽  
Manufacturing Company ◽  
Failure Factors

Purpose Although the literature on Lean Six Sigma (LSS) implementation has evolved, a deeper understanding of the LSS practices applied in organisations in developing countries is needed. This paper aims to analyse LSS in a manufacturing company in the context of LSS implementation in an emerging economy. Design/methodology/approach This paper uses case-based research. Data collected in a large manufacturing company through multiple sources of evidence were triangulated to derive the findings. This paper analyses aspects related to the implementation of both programmes and their synergy, as well as some critical and failure factors. Findings The main results show that Lean and Six Sigma are applied separately in two different programmes. Some aspects that are necessary to increase the integration of both approaches were identified while considering each phase of the DMAIC and the current approach applied by the company. Although some positive results have been achieved, there are many critical and failure factors that may influence the implementation of both approaches, such as employee training and changes in the organisational environment. Finally, the comprehensive integration of both approaches needs to be undertaken by the company. Research limitations/implications The findings from this single case study cannot be generalised. Practical implications This paper may be used as a guiding reference for managers and consultants to help them when working towards more successful LSS implementation. Originality/value First, this paper investigates LSS in a manufacturing firm located in a developing country; this issue is still seldom addressed in the literature. Second, it may contribute to practitioners’ knowledge by delivering insights into a real context, as well as the relevant issues to be addressed when implementing LSS in similar contexts.

A methodology to define strategic processes in organizations

2008 ◽  
Vol 14 (2) ◽  
pp. 219-227 ◽  
Author(s):  
Payam Hanafizadeh ◽  
Sorousha Moayer
Keyword(s):  
Balanced Scorecard ◽  
Single Case ◽  
Case Study Research ◽  
Holistic View ◽  
Content Type ◽  
Holding Companies ◽  
Study Approach ◽  
Strategic Processes ◽  
High Level

PurposeTo elaborate a methodology enabling organizations to define their strategic processes among other processes.Design/methodology/approachA case study approach has been chosen due to the nature of this research. Case study research method is qualitative method but it can be positivist. The mix of techniques is appropriate and some degree of quantification is necessary. Three high‐level steps are designed and these steps are developed in the managerial holding companies (research case study).FindingsBecause of limitations on budget and time, organizations are able to define the processes which are critical to achieve organizations' goals. This methodology has a holistic view in organizations by using balanced scorecard framework.Research limitations/implicationsThis research is based on a single case. Generalization based on this case should be interpreted cautiously and a limitation of the case study should be kept in mind. Furthermore, the strategy of the research case is a competitive strategy and the strategic processes are chosen according to this strategy. They may be changed based on other strategies. In interpreting the result, these limitations should be kept in mind.Originality/valueDefining the strategic processes helps organizations to use their resources based on their objectives. This paper presents a methodology that improves the ability of organizations in managing and directing their resources efficiently.

Exploring the “mid office” concept as an enabler of mass customization in services

2015 ◽  
Vol 35 (6) ◽  
pp. 866-894 ◽  
Author(s):  
Rhian Silvestro ◽  
Paola Lustrato
Keyword(s):  
Mass Customization ◽  
Organizational Design ◽  
Single Case ◽  
Case Study Research ◽  
High Volume ◽  
Content Type ◽  
Product Service ◽  
Organizational Modularity ◽  
Service Interface

Purpose – Mass customization (MC) is a well-established strategy for providing high levels of customization while achieving the scale economies of high volume production. The purpose of this paper is to explore a new service design configuration, the “mid office,” as a service interface which may support front office customization capabilities while protecting the back office from disruption. The authors posit that it may facilitate MC by enabling product/service and organizational modularity. Design/methodology/approach – The research is based on a single case study of a large European bank’s payment services, traditionally high volume, low variety operations. The bank adopted a MC strategy which involved the creation of a mid office. The analysis spans product/service and organizational design. Findings – When combined with menu-driven customization and reuse modularization, the mid office appears to support partial rather than full MC. It facilitates postponement of customization to the assembly stage through service coproduction, organizational decoupling, and the streamlining of employee adaptive behaviors. Research limitations/implications – The study bears the limitations typical of case study research; however this was appropriate given the exploratory nature of the research into a nascent concept. Practical implications – The paper identifies a series of design decisions to enable practitioners to choose between full and partial service MC, ensuring design coherence through a mirror effect of service modularity and organizational modularity. Originality/value – It is argued that the mid office is a service interface which facilitates partial MC by enabling service and organizational modularity. The paper reinterprets the archetypes of full and partial MC in service terms, and proposes a contingent approach to service MC implementation based on service value.

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