scholarly journals QUALITY BASED CREDIT RISK MITIGATION FOR BANK PERFORMANCE ENHANCEMENT: EMPIRIC STUDY IN AN INDONESIAN BANK

2014 ◽  
Vol 9 (1) ◽  
Author(s):  
Nini Avieni
Keyword(s):  
Credit Risk ◽  
Six Sigma ◽  
Business Performance ◽  
Corporate Strategy ◽  
Performance Enhancement ◽  
Risk Mitigation ◽  
Lean Six Sigma ◽  
Process Efficiency ◽  
Business Units ◽  
Performance Quality

There is an ongoing controversy over whether risk mitigation inherently enhances business performance. The aim of this paper is to settle the controversy, and provide insights roles of risk mitigation on corporate strategy. Author examined implication of Lean Six Sigma at credit risk mitigation system at one of Indonesia banks.  Based on responses from 112 credit analysts and database of business units performance indicators, this research showed a relationship between the implication of Lean Six Sigma at credit risk mitigation system and unit bank's performance. Quality Based Credit Risk Mitigation which is credit risk mitigation using Lean Six Sigma system will enhance business units’ performance through improvement in credit quality and credit process efficiency.

Applying Lean Production and Six Sigma in Global Operations

2018 ◽  
pp. 582-612 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Health Care ◽  
Organizational Performance ◽  
Six Sigma ◽  
Business Performance ◽  
Service Industry ◽  
Lean Production ◽  
Lean Six Sigma ◽  
Lean Product Development ◽  
Strategic Goals ◽  
Global Operations

This chapter aims to apply the Lean Production and Six Sigma in global operations, thus describing the theoretical and practical overviews of Lean Production; Lean Production in sustainable operations; Lean Production in human resource management; Lean Production in health care; Lean Production and environmental management; Lean product development; Lean Management and sustainability; Six Sigma; Six Sigma, learning, and knowledge management; Six Sigma in health care; Six Sigma in service industry; Lean Six Sigma; and the significance of Lean Production and Six Sigma in global operations. The creation of Lean Production and Six Sigma is crucial for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and acquire regular progress in global operations. The chapter argues that applying Lean Production and Six Sigma has the potential to enhance organizational performance and achieve strategic goals in global operations.

scholarly journals Using Lean Six Sigma to improve rates of day of surgery admission in a national thoracic surgery department

2019 ◽  
Vol 31 (Supplement_1) ◽  
pp. 14-21 ◽  
Author(s):  
Rachel Brown ◽  
Petra Grehan ◽  
Marie Brennan ◽  
Denise Carter ◽  
Aoife Brady ◽  
...  
Keyword(s):  
Thoracic Surgery ◽  
Six Sigma ◽  
Performance Indicator ◽  
Enhanced Recovery ◽  
Lean Six Sigma ◽  
Process Efficiency ◽  
Secondary Outcome ◽  
Operational Process ◽  
Day Of Surgery Admission ◽  
Surgery Department

Abstract Objective The aim of this study is to improve rates of day of surgery admission (DOSA) for all suitable elective thoracic surgery patients. Design Lean Six Sigma (LSS) methods were used to enable improvements to both the operational process and the organizational working of the department over a period of 19 months. Setting A national thoracic surgery department in a large teaching hospital in Ireland. Participants Thoracic surgery staff, patients and quality improvement staff at the hospital. Intervention(s) LSS methods were employed to identify and remove the non-value-add in the patient’s journey and achieve higher levels of DOSA. A pre-surgery checklist and Thoracic Planning Meeting were introduced to support a multidisciplinary approach to enhanced recovery after surgery (ERAS), reduce rework, improve list efficiency and optimize bed management. Main Outcome Measure(s) To achieve DOSA for all suitable elective thoracic surgery patients in line with the National Key Performance Indicator of 75%. A secondary outcome would be to further decrease overall length of stay by 1 day. Results Over a 19 month period, DOSA has increased from 10 to 75%. Duplication of preoperative tests reduced from 83 to <2%. Staff and patient surveys show increased satisfaction and improved understanding of ERAS. Conclusions Using LSS methods to improve both operational process efficiency and organizational clinical processes led to the successful achievement of increasing rates of DOSA in line with national targets.

Requirements, challenges and impacts of Lean Six Sigma applications – a narrative synthesis of qualitative research

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Alblooshi ◽  
Mohammad Shamsuzzaman ◽  
Michael Boon Chong Khoo ◽  
Abdur Rahim ◽  
Salah Haridy
Keyword(s):  
Six Sigma ◽  
Resistance To Change ◽  
Impact Category ◽  
Lean Six Sigma ◽  
Process Efficiency ◽  
Future Research ◽  
Narrative Synthesis ◽  
Qualitative Synthesis ◽  
Content Type ◽  
Research Studies

Purpose The purpose of this paper is to identify, present and categorise the main requirements, challenges and impacts of Lean Six Sigma (LSS) applications. Emphasis is given to the soft impacts of LSS applications, which are intangible in nature and difficult to quantify and measure, highlighting the most frequently cited ones. Design/methodology/approach A qualitative synthesis of the studies using the narrative synthesis approach is adopted to descriptively summarise and categorise the requirements, challenges and impacts of LSS applications. The studies were searched by using the following keywords: “LSS applications,” “LSS requirements,” “LSS challenges” and “LSS impacts” in almost all major electronic databases such as Emerald, Taylor and Francis, ScienceDirect and Wiley. A total of 116 articles published between 2007 and 2017 in 41 academic journals were collected and reviewed. Consideration was also given to a number of substantial publications in 2006, 2018 and 2019. Findings In addition to its process efficiency and financial impacts, LSS was found to have another impact category related to individual and organisational behaviours. Management commitment, training and organisational culture were concluded to be amongst the most important and required categories for successful LSS applications. It was also found that the lack of awareness of LSS tools and benefits and the lack of change management and resistance to change were amongst the most cited categories of implementation challenges. Research limitations/implications The studies published between 2007 and 2017 are mainly considered in this paper. It is believed that 10-year publication period considered in this research is sufficient to study the evolution, benefits, limitations and future trends of a particular research topic. However, the exclusion criteria used in the search process with respect to the articles’ year of publication and search terms and keywords may limit the generalisation of the research findings. In addition, the qualitative nature of this research study and the lack of empirical data to support its findings is another limitation that future research should consider. Practical implications This research paper may serve as a valuable source of information for LSS researchers as it will provide them with useful and new insights and directions for further research in LSS. It will also increase the awareness of LSS practitioners about the kind of impact LSS has, and therefore, achieve a better utilisation of its tools by ensuring availability of application requirements and overcoming application challenges. Originality/value This study differs from previous research studies as it focusses attention on the soft impacts of LSS applications and highlights them. The study identifies and prioritises LSS application impacts, requirements and challenges. The study on these aspects was found to be limited and lacking in previous research studies.

Top ten reasons for process improvement project failures

2019 ◽  
Vol 10 (1) ◽  
pp. 367-374 ◽  
Author(s):  
Jiju Antony ◽  
Sandeep Gupta
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Resistance To Change ◽  
Risk Mitigation ◽  
Recognition System ◽  
Lean Six Sigma ◽  
Mitigation Strategies ◽  
Monitoring And Control ◽  
Improvement Project ◽  
Content Type

Purpose The purpose of this paper is to provide the top ten reasons of process improvement projects termination or failure to Lean and Six Sigma professionals and researchers. Design/methodology/approach The top ten reasons of process improvement projects termination or failure are based on literature, interaction of authors with Lean Six Sigma Master Black Belts, consultants, practitioners and trainers on various topics of Lean, Six Sigma, general quality management and continuous improvement along several years’ experience of the authors. Findings The top ten reasons in our opinion include lack of commitment and support from top management; poor communication practices; incompetent team; inadequate training and learning; faulty selection of process improvement methodology and its associated tools/techniques; inappropriate rewards and recognition system/culture; scope creepiness; sub-optimal team size and composition; inconsistent monitoring and control; and resistance to change. Research limitations/implications The top ten reasons mentioned in this study are based on only literature and authors’ opinion. The authors of this paper have been pursuing a global study to critically evaluate the reasons behind process improvement projects failure based on a case-study approach. Originality/value The chief operations officers and senior executives of various businesses can use these top ten reasons to develop project failure risk mitigation strategies and save significant cash-savings associated with such project terminations or failures in some other cases.

scholarly journals Significant Factors of the Successful Lean Six-Sigma Implementation

2017 ◽  
Vol 2 (2) ◽  
pp. 85-109 ◽  
Author(s):  
Ljubisa Papic ◽  
Mihailo Mladjenovic ◽  
Andres Carrion Garcia ◽  
Deepti Aggrawal
Keyword(s):  
Six Sigma ◽  
Project Success ◽  
Lean Six Sigma ◽  
Extensive Literature ◽  
Management Support ◽  
Implementation Success ◽  
Business Units ◽  
Sigma Level ◽  
Main Factors ◽  
Significant Factors

Based on an extensive literature review we have selected factors critical for Lean Six Sigma implementation success. Four variables were selected to be used as output variables measuring this project success: project on time completion, achievement of financial goals, sigma level achieved (that was measured using Defects per Million Opportunities, DPMO), and overall project success. Using empirical data from 256 Lean Six Sigma Projects, we present the model developed and identify significant factors for Lean Six Sigma implementation success. Empirical results, which were collected during Lean Six Sigma implementation in 39 business units of an Automotive Sector Company in North America and Europe, were analysed using Multivariate Analysis of Variance (MANOVA) and General Linear Model (GLM). Two main factors were found as positively linked with the different aspects of project success: the competency of the Black Belts team and the management support to the project.

Developing a model for process improvement using multiple regression technique

2014 ◽  
Vol 26 (6) ◽  
pp. 625-638 ◽  
Author(s):  
Ashok Sarkar ◽  
Arup Ranjan Mukhopadhyay ◽  
Sadhan Kumar Ghosh
Keyword(s):  
Multiple Regression ◽  
Six Sigma ◽  
Model Development ◽  
Real Life ◽  
Analytical Techniques ◽  
Lean Six Sigma ◽  
Process Efficiency ◽  
Content Type ◽  
Study Approach

Purpose – Practitioners often face challenges in model development when establishing a relationship between the input and output variables and their optimization and control. The purpose of this paper is to demonstrate, with the help of a real life case example, the procedure for model development between a key process output variable, called the multi-stage flash evaporator efficiency, and the associated input process variables and their optimization using appropriate statistical and analytical techniques. Design/methodology/approach – This paper uses a case study approach showing how multiple regression methodology has been put into practice. The case study was executed in a leading Indian viscose fiber plant. Findings – The desired settings of the relevant process parameters for achieving improved efficiency have been established by appropriately using the tools and techniques from the Lean Six Sigma tool kit. The process efficiency, as measured by M3 of water evaporated per ton of steam, has improved from 3.28 to 3.48 resulting in satisfactory performance. Originality/value – This paper will be valuable to many practitioners of Six Sigma/Lean Six Sigma and researchers in terms of understanding the systematic application of quality and optimization tools in a real world situation.

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