Lean Six Sigma implementation case studies

2005 ◽  
Vol 1 (4) ◽  
pp. 369 ◽  
Author(s):  
Gary Pickrell ◽  
Harry J. Lyons ◽  
Judy Shaver
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Lean Six Sigma

scholarly journals Lean Six Sigma Implementation in Engineering Institutions

2021 ◽  
Author(s):  
CRS Kumar
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Cost Savings ◽  
Lean Six Sigma ◽  
Educational Institutions ◽  
Wide Spread ◽  
University Environment ◽  
And Performance

Lean Six Sigma has found wide spread applications in Industry with many benefits. However, its use in academics is limited. In this paper, we propose how Lean Six Sigma can be applied in University environment and many benefits can be observed in cost savings, quality and performance. The application of DMAIC approach of Lean Six Sigma to academics is illustrated with examples and case studies. The processes and practices in Universities and Educational Institutions are identified which can directly benefit from Lean Six Sigma.

Implementing a Lean Six Sigma standardized toolset in a manufacturing company: a case study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikolaos A. Panayiotou ◽  
Konstantinos E. Stergiou ◽  
Vassilis Chronopoulos
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Success Factors ◽  
Manufacturing Sector ◽  
Lean Six Sigma ◽  
Small Scale ◽  
Manufacturing Companies ◽  
Content Type ◽  
Manufacturing Company

PurposeThe first purpose of this paper is the implementation of Lean Six Sigma (LSS) in a manufacturing company operating in South East Europe in order to understand the importance of critical success factors (CSFs) in LSS adoption and to find out the benefits that the company gained. The second purpose is to propose a standardized toolset based on DMAIC phases, for the application of LSS in small scale projects, in order to facilitate LSS adoption by more manufacturing companies.Design/methodology/approachThis case study is based on the interlacement of the Yin's method about case studies and the DMAIC method for the improved deployment of LSS.FindingsThe analysis of this case study shows that the company attained to benefit financially, operationally and organizationally from the implementation of LSS. The already existing mentality of CI inside the company helped the project procedure and the application of changes and improvements fulfilling LSS adoption CSFs.Practical implicationsThe paper constructs a toolset and studies the role of CSFs in order to achieve the desirable benefits in a manufacturing environment, constituting a guide for future LSS initiatives.Originality/valueAs stated by literature reviews, even though there are several papers concerning LSS implementation in the manufacturing sector, there is a need for more case studies papers, such as this one, in order to enrich the literature. In this paper, it is also the first time that a specific toolset for small scale projects is proposed based on to DMAIC which can be implemented in further LSS projects.

A new framework to support Lean Six Sigma deployment in SMEs

2019 ◽  
Vol 10 (1) ◽  
pp. 58-80 ◽  
Author(s):  
Carlos Abraham Moya ◽  
Daniel Galvez ◽  
Laurent Muller ◽  
Mauricio Camargo
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Success Factors ◽  
Performance Indicator ◽  
Lean Six Sigma ◽  
Organizational Capabilities ◽  
Successful Implementation ◽  
Manufacturing Companies ◽  
Content Type ◽  
Readiness Level

Purpose The purpose of this paper is to propose an assessment approach to evaluate the organizational capabilities to deploy a Lean Six Sigma (LSS) strategy. Design/methodology/approach Based on a comprehensive literature review, critical success factors required to deploy LSS were defined. These key factors are evaluated by a questionnaire based on maturity grids and structured as a multi-criteria model to compute a potential LSS performance indicator. This approach is illustrated through two case studies. Findings To promote a successful implementation of LSS in SMEs, it is necessary to consider five main critical factors. The evaluation of these factors could be achieved thanks to a multi-criterion-based maturity indicator for the LSS implementation. The case studies show that this approach allows SMEs to understand their strengths and weaknesses and thus better prepare the implementation of LSS. Research limitations/implications The proposed tool identifies characteristics of companies leading to successful LSS implementation; but is not yet able to provide a detailed strategy to improve them. The case studies were applied to manufacturing companies; therefore, there is no evidence of conclusions in the context of services. Practical implications The proposed methodology will help managers and practitioners to evaluate the readiness level of a company to implement LSS. Then, they could estimate the effort required to achieve the LSS deployment. Originality/value This paper proposes a new metric of the capacity to implement the LSS successfully in SMEs: the Lean Six Sigma Global Index. This indicator is based on a survey completed by managers and supported by observable phenomena to establish a tailored diagnosis before the LSS implementation.

Case Studies of Lean Six Sigma

2020 ◽  
pp. 195-262
Author(s):  
JIJU ANTONY ◽  
RAJA SREEDHARAN V. ◽  
AYON CHAKRABORTY
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Lean Six Sigma

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 in French and Polish Small and Medium-Sized Enterprises - The Pilot Research Results

2015 ◽  
Vol 637 ◽  
pp. 1-6
Author(s):  
Piotr Grudowski ◽  
Małgorzata Wiśniewska ◽  
Ewa Leseure
Keyword(s):  
Case Studies ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Pilot Studies ◽  
Research Results ◽  
Individual Interviews ◽  
Six Sigma Methodology

The article presents results of the research conducted in Polish and French small and medium-sized enterprises referring to the context of the implementation and application of the concept of Lean Six Sigma. The research was conducted in the form of case studies, observations and individual interviews. The pilot studies led to the identification of the needs, expectations, concerns and experiences of these companies. At the same time possible benefits and the barriers related to the implementation of the Lean Six Sigma methodology in the SMEs were disclosed. The results of the research considered also the suggestions and expectations of the employees of the surveyed organizations. The majority of companies using elements of the LSS in both countries had difficulty with the correct use of the of Lean or Six Sigma tools. These results ultimately confirmed the demand for Lean Six Sigma methodology dedicated to SME sector.

A leadership maturity model for implementing Six Sigma in academic institutions – using case studies to build theory

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephen Graham Anthony ◽  
Jiju Antony
Keyword(s):  
Case Studies ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Leadership Teams ◽  
Academic Leadership ◽  
Maturity Model ◽  
Academic Institutions ◽  
Content Type ◽  
Capability Maturity

Purpose The purpose of this paper is to present a maturity model for academic leadership teams to benchmark their ability to deliver a culture of continuous improvement through the use of Lean Six Sigma. Teams will also be able to use this model to develop strategic action plans to improve the culture of continuous improvement within their institution. In addition, this paper explains the journey the authors have taken in creating this model by using a mixture of literature review, questionnaires and case studies to build the model and the use of test cases to refine and improve the model. Design/methodology/approach This paper uses a structured approach, focussing first on assessing the state of UK Lean Six Sigma(LSS) implementation and the, through the use of the case study method, the authors have designed a maturity model based on the classic capability maturity matrix approach. The final model has then been tested to refine the model into an improved version. Findings Key findings from interviewing the academic institutions that make up this paper highlight the current best practice in the UK and how far they still have to travel to become truly continuous improving organisations. Research limitations/implications This paper is limited to only focussing on UK institutions in the design and development of the maturity model. Future research should benchmark UK institutions more formally with international universities from North America and the Far East. Practical implications This paper present a final maturity model which can be used by academic leadership teams to both map their maturity at delivering continuous improvement projects and to act as an action plan to move the culture towards a quality-based, continuously improving institution. Originality/value To the best of the authors’ knowledge, this is the first such model to be produced focussing on the leadership and sustainability of deploying LSS in academic institutions.

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.

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