The implementation of Lean Six Sigma concept at national bank of Kenya-operation division

2015 ◽  
Vol 27 (6) ◽  
pp. 683-690 ◽  
Author(s):  
Paul Mumo Ndaita ◽  
Thomas Gachie ◽  
Christopher W. Kiveu
Keyword(s):  
Six Sigma ◽  
Financial Services ◽  
Error Rates ◽  
Lean Six Sigma ◽  
Content Type ◽  
Cycle Times ◽  
Adoption And Implementation ◽  
Research Findings ◽  
National Bank ◽  
The Impact

Purpose – The purpose of this paper is to determine the level of Lean Six Sigma (LSS) implementation at National bank Operations Division by utilizing the five stages of progress identified by Gygi et al. (2005), namely, initialize, deploy, implement, expand and sustain. A further aim was to determine the impact of implementation so far on various operations within the division. Design/methodology/approach – The study was conducted within the head office. Data were gathered through a questionnaire distributed to all employees working in the operations division via e-mail. Responses were analyzed using SPSS v20. Findings – The results obtained indicated that 99 percent of the respondents agreed or strongly agreed that the bank has past stages 1 and 2 and are now implementing stage 3. The finding also showed that there was a significant impact on a number of operations including reductions in average process cycle times, reductions in costs, reductions in turnaround times and reductions in error rates. Research limitations/implications – The research findings are limited to National Bank of Kenya Ltd and may not be generalized to other organizations. Further research will have to be carried out to cover other types of organizations to establish general impact. Practical implications – The findings of the study provide evidence of the practical benefits of LSS as well as justification for the adoption and implementation of LSS principles and techniques in the National Bank of Kenya with possible similar benefits for other financial services organizations. Originality/value – This study is the first to report on the implementation of LSS in a Kenya bank.

Impact of lean six sigma at pharmacy unit on hospital profitability before and during Covid-19 pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
A. Heri Iswanto
Keyword(s):  
Six Sigma ◽  
Inpatient Care ◽  
Design Method ◽  
Lean Six Sigma ◽  
Term Care ◽  
New Normal ◽  
Content Type ◽  
Unit Level ◽  
The Impact

Purpose The purpose of this paper is to compare the impact of lean six sigma (LSS) implementation carried out in a pharmaceutical unit on the profitability of outpatient and inpatient care before and during the Covid-19 pandemic. Design/method/approach The data were analyzed descriptively to see the development patterns in four periods: before implementation, during the implementation before the pandemic, during the pandemic and during the enforcement of new normal, in general, and by the length of stay (LOS). Findings The inventory purchase in the pharmaceutical unit dramatically decreased after implementation even during the pandemic and new normal wherein the pre-pandemic it decreased by 27%, during the pandemic 29% and in the new normal 37% compared to pre-LSS. The hospital deficit decreased after implementation before the pandemic by 26% and during the pandemic by 10% from the pre-LSS time. However, during the new normal, the deficit increased by 29%, indicating a diminished effect of LSS on the hospital profits. Research limitations/implications This research raised the possible implication that the implementation of LSS needed to be carried out in the entire hospital to have a large effect, especially on the inpatient care and long-term care installations. Originality/value This research provided empirical evidence regarding the effect of the Covid-19 pandemic on the ability of LSS at the unit level to provide efficiency at the unit level and the entire hospital at various levels of LOS.

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.

Analyzing the Lean Six Sigma enabled organizational performance to enhance operational efficiency

2020 ◽  
Vol 27 (8) ◽  
pp. 2401-2434
Author(s):  
Shruti J. Raval ◽  
Ravi Kant ◽  
Ravi Shankar
Keyword(s):  
Organizational Performance ◽  
Six Sigma ◽  
Role Model ◽  
Operational Efficiency ◽  
Lean Six Sigma ◽  
Optimum Level ◽  
Content Type ◽  
Efficient Organization ◽  
Manufacturing Organizations ◽  
The Impact

PurposeThe aim of this analysis is to review the Indian manufacturing organizations practicing Lean Six Sigma (LSS) tools/techniques with an objective of monitoring the performance of an organization and to develop recommendation for strategies to benchmark organizational operational efficiency.Design/methodology/approachThis study offers insights of the LSS performance measurement aspects of the Indian manufacturing organizations based on Data envelopment analysis (DEA) approach. The five inputs and two outputs are considered on the basis of literature review and discussed with the practitioners.FindingsIn this analysis, the relative efficiency score of 18 Indian manufacturing organizations has been determined in order to assist evaluation of the impact of monetary investment on the outputs. The present analysis not only investigates the optimum level of input variables but also lays down a significant observation that an organization having higher profit and inventory turnover ratio is not necessarily an efficient organization.Practical implicationsThe results assist to determine the best practice units, potential source of inefficiency and deliver beneficial data for the consistent enhancement of the operational efficiency. The DEA results assist managers and decision makers to derive appropriate strategies to enhance their performance with reference to the efficient organization and to regard it as their role model.Originality/valueThis analysis renders a DEA based framework of LSS practicing Indian manufacturing organizations. The framework is unique in terms of its input-outputs variable selection and measurement procedure.

Lean Six Sigma: a clinical treatment for the recovery of Indian manufacturing sector from the after-effects of coronavirus

2020 ◽  
Vol 17 (3) ◽  
pp. 311-322 ◽  
Author(s):  
Harsimran Singh Sodhi
Keyword(s):  
Six Sigma ◽  
Manufacturing Industry ◽  
Manufacturing Sector ◽  
Lean Six Sigma ◽  
Clinical Treatment ◽  
Content Type ◽  
After Effects ◽  
The World ◽  
Tools And Techniques ◽  
The Impact

PurposeManufacturing industry is quite badly hit due to the coronavirus. Manufacturing has been stopped in every country. The present study will provide assistance to the practitioners to recover manufacturing sector from the after-effects of coronavirus.Design/methodology/approachA thorough review of the recent articles published in the newspaper and web has been done to make a viewpoint on the global industrial impact due to epidemic corona. Reports of WHO, IMF, World Bank, RBI and so forth are also reviewed. Further, Lean Six Sigma has been suggested which can be implemented to recover manufacturing industry from the ill effects of corona.FindingsIn present study the problem causd in the manufacturing sector due to corona virus has been identified and a clinical treatment for the same has been proposed by using the tools and techniques of Lean Six Sigma.Originality/valueThe impact of coronavirus has become a huge issue not only for the physical health of human beings but also for the economic health of most of the countries in the world, as it is pushing the world economy toward huge economic depression. Therefore, it becomes the moral responsibility of industrial experts to suggest the tools and techniques to the manufacturing industry for faster recovery.

Effect of Lean Six Sigma on quality performance in Malaysian hospitals

2018 ◽  
Vol 31 (8) ◽  
pp. 973-987 ◽  
Author(s):  
Selim Ahmed ◽  
Noor Hazilah Abd Manaf ◽  
Rafikul Islam
Keyword(s):  
Significant Relationship ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Senior Management ◽  
Medical Laboratory ◽  
Quality Performance ◽  
Workforce Management ◽  
Content Type ◽  
Management Commitment ◽  
Research Findings

Purpose The purpose of this paper is to investigate the effects of Lean Six Sigma (LSS) and workforce management on the quality performance of Malaysian hospitals. This paper also investigates the direct and indirect relationships between top management commitment and quality performance of the healthcare organisations in Malaysia. Design/methodology/approach This study applied stratified random sampling to collect data from 15 different hospitals in Peninsular Malaysia. The self-administered survey questionnaires were distributed among 673 hospital staff (i.e. doctors, nurses, pharmacists, and medical laboratory technologists) to obtain 335 useful responses with a 49.47 per cent valid response rate. The research data were analysed based on confirmatory factor analysis and structural equation modelling by using AMOS version 23 software. Findings The research findings indicated that LSS and workforce management have a significant impact on quality performance of the Malaysian hospitals, whereas senior management commitment was found to have an insignificant relationship with quality performance. The research findings indicate that senior management commitment has no direct significant relationship with quality performance, but it has an indirect significant relationship with quality performance through the mediating effects of LSS and workforce management. Research limitations/implications This research focussed solely on healthcare organisations in Malaysia and thus the results might not be applicable for other countries as well as other service organisations. Originality/value This research provides theoretical, methodological, and practical contributions for the LSS approach and the research findings are expected to provide guidelines to enhance the level of quality performance in healthcare organisations in Malaysia as well as other countries.

Celebrating a decade of International Journal of Lean Six Sigma – a bibliometric analysis to uncover the “as is” and “to be” states

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Praveen Puram ◽  
Anand Gurumurthy
Keyword(s):  
Bibliometric Analysis ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Future Research ◽  
Content Type ◽  
The Usa ◽  
Number Of Publications ◽  
The Uk ◽  
The Impact

Purpose International Journal of Lean Six Sigma (IJLSS) has completed a decade. To celebrate the same, this study aims to review the articles published in IJLSS from its inception to the year 2020. The journal’s trends and professional impact over the years are investigated and potential future research directions are proposed. Design/methodology/approach A bibliometric analysis comprising of citation, co-citation and keyword co-occurrence methods is used on all the articles published in IJLSS till the year 2020. Content analysis is further done to analyse the type of research, type of industry studied and the articles’ target audience. Findings The journal has improved its reputation, productivity and impact over the years. Currently, studies published in IJLSS have been cited more than 5,000 times, with the most prominent themes being Six Sigma, Lean Six Sigma (LSS) and Lean in manufacturing and services. Researchers from India, the USA and the UK have contributed a significant number of publications. Most of the work published is case-based. There is a need for more empirical or survey-based research having high generalizability. Future studies should also focus on integrating LSS with emerging topics such as sustainability, Industry 4.0 and the like. Research limitations/implications The study provides evidence of the impact of IJLSS and highlights the trend in the domain of LSS. It can be of use for the editorial board members to identify potential areas to focus on in the future. Researchers can use it to further their research by working on the research gaps identified. Originality/value This paper is the first to trace the progress of IJLSS from its inception till the year 2020.

Application of Lean Six Sigma in IT support services – a case study

2019 ◽  
Vol 31 (3) ◽  
pp. 417-435 ◽  
Author(s):  
Gijo E.V. ◽  
Jiju Antony ◽  
Vijaya Sunder M.
Keyword(s):  
Support Services ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Resolution Time ◽  
Manufacturing Firm ◽  
Content Type ◽  
It Support ◽  
System Maintenance ◽  
The Impact

Purpose Lean Six Sigma (LSS) has been accepted globally across the service sector as a management strategy for achieving process excellence. In the past one decade, the application and success of LSS in services is remarkable across Information Technology (IT) organisations. However academic research has seldom derived implications from this practitioner’s science of improving processes. The purpose of this paper is to feature the application of LSS in the system maintenance department of a manufacturing firm. Design/methodology/approach The research reported in this paper is based on a case study carried out in system maintenance department using the Six Sigma Define-Measure-Analyse-Improve-Control (DMAIC) approach and its application in reducing complaint resolution time. Findings The LSS article presented here highlights a real-world case study of how LSS DMAIC methodology help reduce the complaint resolution time from 12.5 to 8.5 h (~30 per cent improvement) and the corresponding standard deviation from 28 to 17.4 days. This study also has resulted in reducing the turn-around-time of all the core processes in the organisation. The indirect financial savings estimated as a result of this overall impact was around INR2.5m. Research limitations/implications The research was restricted to studying the impact of LSS in one organisation. The validity of the results can be improved by including more organisations and more case studies from the IT support services. Originality/value This could serve as a resource for both practitioners to derive useful implications and to academicians as it contributes to the LSS body of knowledge towards theory testing.

Lean Six Sigma for the healthcare sector: a multiple case study analysis from the Indian context

2019 ◽  
Vol 37 (1) ◽  
pp. 90-111 ◽  
Author(s):  
Shreeranga Bhat ◽  
Jiju Antony ◽  
E.V. Gijo ◽  
Elizabeth A. Cudney
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Medical Records ◽  
Lean Six Sigma ◽  
Healthcare Sector ◽  
Value Stream Mapping ◽  
Private Hospitals ◽  
Content Type ◽  
Multiple Case ◽  
The Impact

Purpose The purpose of this paper is to explore the voice of the customer, key performance indicators, critical to quality characteristics, critical success factors, and commonly used tools and techniques for deploying the Lean Six Sigma (LSS) strategy in Indian private hospitals, with special attention to the medical records. Design/methodology/approach The study utilizes the action research methodology to obtain a greater understanding of the use of LSS in the Indian healthcare sector. Multiple case studies were designed and successfully deployed to understand and ascertain challenges in LSS implementation. Five case studies were carried out in the Medical Records Departments (MRD) of four private hospitals in India. Findings Patients perceive that waiting in queue harms their health, which can be rectified by addressing the cycle time of the system. The research also found that effective leadership, availability of data, involvement of cross-functional team and effective communication are critical to the success of LSS projects. In addition, control charts, cause and effect diagram, 5S, gemba, two-sample t-test, standardization, waste analysis and value stream mapping are some of the common tools used to improve healthcare systems. Research limitations/implications The research was restricted to studying the impact of LSS on the workflow and resource consumption of the MRD in Indian allopathic hospitals only. The validity of the results can be improved by including more hospitals and more case studies from the healthcare sector in different countries. Originality/value The findings will enable researchers, academicians and practitioners to incorporate the results of the study in LSS implementation within the healthcare system to increase the likelihood of successful deployment. This will provide greater stimulus across other departments in the hospital sector for wider and broader application of LSS for creating and sustaining process improvements.

Lean Six Sigma journey in a UK higher education institute: a case study

2018 ◽  
Vol 35 (2) ◽  
pp. 510-526 ◽  
Author(s):  
Jiju Antony ◽  
Abhijeet Ghadge ◽  
Stephanie A. Ashby ◽  
Elizabeth A. Cudney
Keyword(s):  
Higher Education ◽  
Six Sigma ◽  
Management Practices ◽  
Lean Six Sigma ◽  
Extensive Literature ◽  
Content Type ◽  
Efficiency And Effectiveness ◽  
Uk Higher Education ◽  
The Impact

Purpose The purpose of this paper is to explore the fundamental challenges and critical success factors in the development of a Lean Six Sigma (LSS) initiative within a UK higher education institute (HEI). The paper also illustrates examples of the types of projects completed and share some of the key lessons learned as part of the LSS journey. Design/methodology/approach The authors have initially carried out an extensive literature review on the application of LSS in higher education to understand the existing body of work carried out by other scholars in the field. This is followed by presenting a case study explaining how a HEI in the UK has embarked on its LSS journey as a process excellence methodology to improve the efficiency and effectiveness of core and supporting business processes. Findings There has been a clear lack of support and commitment from senior management in the sustainability of LSS within the case study organization. There was a general lack of understanding of the benefits of LSS in the higher education context and there is a lack of knowledge on the use of LSS tools for tackling process efficiency and effectiveness problems across the case study organization. Although a number of LSS projects were executed across finance, administrative, and human resources, as well as IT and library services, no projects were carried out for improving academic processes such as teaching effectiveness. Research limitations/implications As the case study is limited to one higher education institution (HEI), the findings of the study cannot be broadly generalized. Moreover, the paper does not report the findings of any strategic projects as most projects were carried out at the operational level. Originality/value This is possibly one of the first studies reporting project examples of LSS in a HEI. The results of the study can also be used to benchmark with similar studies in other HEIs to understand the impact of certain management practices of LSS.

scholarly journals Lean Six Sigma and marketing: a missed opportunity

2014 ◽  
Vol 63 (5) ◽  
pp. 665-674 ◽  
Author(s):  
Lara Chaplin ◽  
Simon T.J. O’Rourke
Keyword(s):  
Six Sigma ◽  
Single Case ◽  
Lean Six Sigma ◽  
Illustrative Case ◽  
Content Type ◽  
Marketing Function ◽  
Marketing Orientation ◽  
Csr Strategy ◽  
The Impact

Purpose – The purpose of this paper is to assess the current use being made of the sustainability message within business improvement activity and project justification within individual businesses. Design/methodology/approach – This is a reflective paper that looks at an illustrative case study against the wider perspectives of Lean Six Sigma (LSS) implementation, market orientation and business improvement initiatives in general. Findings – The piece discusses the gains derived from the LSS projects and identifies gaps in potential benefits in particular the paper questions how well any potential marketing messages were exploited by the organisation. The findings critically evaluates the impact that marketing function involvement could have in helping to promote the wider productivity message and its contribution to the wider corporate social responsibility (CSR) strategy for the organisation. The document also suggests how the company could leverage internally focused projects to adopt a companywide marketing orientation and use such leverage to support future LSS project selection and justification. Research limitations/implications – The observations are limited to a single case study, although tempered by the authors’ wider experience. Further empirical research is required to validate the observations and conclusions. Practical implications – The proposed approach to future improvement initiatives can help to increase the wider productivity message and assist organisations to exploit their internal projects in external communications and wider CSR strategy. Originality/value – The paper proposes an approach that can be used to widen organisational involvement in improvement initiatives allowing future project justification to be less internally cost focused, more holistic with a focus on customer voice.

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