PReS-FINAL-2023: Uveitis surveillance through lean-six sigma for quality assurance in juvenile idiopathic arthritis

Classic intention, which pursues the management of any company – is to improve the quality and competitiveness of its own production, aiming at the end to speed up the receiving of profit. Such an implementation is primarily made possible by optimizing production processes. The manufacturing processes are influenced by various factors that may lead to deviations from the process requirements. Management of processes is needed to counteract such change in the process.Processes that are not managed, can lead to the production of a large number of defective products earlier before the detection of nonconformity, causing significant damage and lead to disruption of production schedules. It is important to develop an effective system of management and control, capable of detecting variations in the process as early as possible so you can take corrective action before it is produced by a large number of defective products. To optimize production processes in quality assurance the following systems have been known as Theory of Constraints, Lean, Six Sigma. Typically, these systems are used separately. However, their combination and comprehensive utilization can be more efficient and can give a much better result.As a rule, first by using Theory of Constraints (TOC) the bottleneck is defined – weak area, which is an obstacle of improving of the quality and efficiency of the company and profit increasing. Then Lean tools manage this area. And the next phase includes Six Sigma, which allows you to receive a significant increase in the effectiveness and efficiency of production and profit.Each of these techniques is unique and their complex usage is important in managing the quality of processes and products.

Download Full-text

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

Download Full-text

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.

Download Full-text