scholarly journals Lean Six Sigma: Methodology and Practice in Operations Management Case: Bottle Water Distribution in Serbia

2020 ◽  
Author(s):  
Slobodan Antić
Keyword(s):  
Operations Management ◽  
Six Sigma ◽  
Business Strategy ◽  
Lean Manufacturing ◽  
Water Distribution ◽  
Lean Six Sigma ◽  
Manufacturing Techniques ◽  
Six Sigma Methodology ◽  
Tools And Techniques

Six Sigma and Lean Manufacturing are the two most popular and successful programs espoused by the industries over the last few decades. Many companies such as Toyota, Danaher Corporation, General Electric, Motorola and many others have achieved impressive results by implementing either a Lean or Six Sigma methodology in their organisation. Six Sigma, originated in Motorola in mid 1980s, brought revolution in the industries worldwide and has become the long term business strategy to achieve competitive advantage and to excel in operations excellence. Six Sigma is widely recognized as a methodology that employs statistical and non-statistical tools and techniques to maximize an organization’s Return on Investment (ROI) through the elimination of defects in processes (Antony et al. 2011). Lean Manufacturing, on the other hand, was another quality initiative proposed by Americans in response to compete with Japanese manufacturers and its superior manufacturing techniques (following the concept of Toyota Production System (TPS) to resolve quality problems in their organization) as their import became serious concern to western producers.

Using Lean Six Sigma implied assumptions

2020 ◽  
Vol 32 (6) ◽  
pp. 1561-1575
Author(s):  
Victor E. Kane
Keyword(s):  
Organizational Performance ◽  
Organizational Support ◽  
Six Sigma ◽  
Business Strategy ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Content Type ◽  
Project Assessment ◽  
Leadership Management ◽  
Six Sigma Methodology

PurposeThe intent of this work is to state the implied assumptions that define the setting for using a Lean Six Sigma (LSS) business strategy to conduct successful improvement projects.Design/methodology/approachThe execution of define, measure, analyze, improve, and control (DMAIC) phases utilizes philosophies, principles, concepts, success factors, and so forth for successful project completion. These traditional concepts form implied setting assumptions for conducting a successful project.FindingsTo establish the desired setting, it is necessary to state organizational performance modeling assumptions required for the use of many tools. Since Lean Six Sigma requires a unique organizational support structure, these assumptions must be added for completeness. Using the 15 collective assumptions is shown to provide benefits in four areas: training clarity, project assessment, leadership support, and theory foundation.Research limitations/implicationsAny list of assumptions is likely incomplete since project application settings are varied and some tools may have unique requirements.Practical implicationsThe most useful of the four benefits for practitioners is establishing a familiar framework for communicating with leadership. Management is trained to evaluate assumptions for any new business strategy such as an LSS process improvement initiative. A thoughtful leader will expect to evaluate LSS assumptions for a proposed project. Stating these implied assumptions will meet those expectations.Originality/valueMost of the stated assumptions exist in some implied form in the Lean Six Sigma literature. However, the familiar term “assumption” is not typically used in presenting Lean Six Sigma methodology. Using this traditional framework is shown to produce multiple benefits for learners and users.

scholarly journals Application of lean six sigma methodology to improve the weight inconsistency problem of coffee powder packaging

2021 ◽  
Vol 5 (2) ◽  
pp. 74-86
Author(s):  
Nik Alimi Nik Aziz ◽  
Rosmaini Ahmad ◽  
Shaliza Azreen Mustafa ◽  
Tan Chan Sin ◽  
Muhammad Shahar Jusoh
Keyword(s):  
Six Sigma ◽  
Lean Manufacturing ◽  
Manufacturing Industry ◽  
Evaluation Process ◽  
Lean Six Sigma ◽  
Improvement Strategy ◽  
Packaging Process ◽  
Root Cause ◽  
Coffee Powder ◽  
Six Sigma Methodology

This paper presents a continuous improvement (CI) project based on the application of Lean Six Sigma (LSS) methodology. This project was carried out at coffee manufacturing industry located in northern area of Malaysia. The focus of this presented CI project is to improve the weight inconsistency problem of coffee powder packaging. The presented CI project was mainly guided with Six Sigma methodology of Define, Measure, Analyze, Improve and Control (DMAIC) steps, and related Lean tools applications. The step of Define summaries the overall view of CI project. In the step of Measure, current level of sigma based on defect per million of opportunities (DPMO) calculation was determined. Initially, 6% of rejected products were recorded, which it presents the sigma level at 3.1. In the step of Analyze, a series of team-based activities towards root cause identification was carried out. It included the applications of cause effect (CE) analysis and possible causes prioritization and close observations on packaging process. In the step of Improve, the related Lean tool was proposed to improve the problem under study. In the final step of Control, related supportive actions were suggested to sustain the effectiveness of the proposed solution. There are fourteen possible causes are initially identified in CE analysis and based on team’s evaluation process of possible causes prioritization four causes are collectively to be the most possible of root cause(s). Three close observation sessions were carried out to finalize the most possible root cause of the problem. Result strongly suggested that the high variation of coffee powder’s size and inconsistency is the root cause. An improvement strategy based on Lean Manufacturing approach called ‘poka yoke’ is proposed. The proposed improvement strategy was then validated based on real packaging process scenario. Result shows that the proposed improvement strategy is significantly effective to solve the problem with 0% of reject product was recorded so far, where it is not only produced the product within the acceptable weight of 215 and 208 grams, but also presents the reduction of weight fluctuation that close to ideal weight of 208 grams.

scholarly journals Waste and Cost Reduction for a Water Bottling Process Using Lean Six Sigma

2019 ◽  
Vol 4 (12) ◽  
pp. 71-77
Author(s):  
Ovundah King Wofuru-Nyenke ◽  
Barinyima Nkoi ◽  
Felix Ezekiel Oparadike
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Water Volume ◽  
Alignment Error ◽  
Value Stream ◽  
Manual Inspection ◽  
Current State ◽  
Standard Quality ◽  
Six Sigma Methodology ◽  
Tools And Techniques

In this paper, Lean Six Sigma tools and techniques were utilized to determine the root causes of waste in a water bottling process and proffer solutions to remove these sources of waste in order to produce only standard quality items with minimal to zero waste generated, and also to attain a reduction in production cost. The Value Stream Map (VSM) tool was used to highlight the sources of waste in the current state of operations at the plant, as well as to proffer an improved future state of the production processes at the plant. Also, the Define-Measure-Analyze-Improve-Control (DMAIC) framework of Lean Six Sigma methodology was employed to statistically analyze the root causes of waste in the plant. The analysis showed that the major sources of waste which constitute approximately 80 per cent of waste in the plant are water volume variation, alignment error in the shrink wrapping machine and manual inspection. After implementation of the proposed solutions, manufacturing lead time and cycle time are expected to reduce by approximately 42.1 per cent and 22.2 per cent respectively, with a reduction of 2 quality inspectors in the bottling process, leading to a drop in labour cost.

Measure and Analyze the Problems of Concrete Mixture Production via Six Sigma DMAIC Tools: Central Concrete Mix Plant as a Case Study

2012 ◽  
Vol 622-623 ◽  
pp. 472-477
Author(s):  
Ali A. Karakhan ◽  
Angham E. Alsaffar
Keyword(s):  
Six Sigma ◽  
Business Strategy ◽  
Concrete Mixture ◽  
Statistical Tools ◽  
Sigma Level ◽  
Defect Rate ◽  
Concrete Production ◽  
Concrete Mix ◽  
Six Sigma Methodology

The aims of this study are to measure the defect rate and analyze the problems of production of ready concrete mixture plant by using Six Sigma methodology which is a business strategy for operations improvement depending basically on the application of its sub-methodology DMAIC improvement cycle and the basic statistical tools where the process sigma level of concrete production in the case study was 2.41 σ.

A directed content analysis of viewpoints on the changing patterns of Lean Six Sigma research

2019 ◽  
Vol 31 (4) ◽  
pp. 641-654 ◽  
Author(s):  
Bryan A. Rodgers ◽  
Jiju Antony ◽  
Zhen He ◽  
Elizabeth A. Cudney ◽  
Chad Laux
Keyword(s):  
Continuous Improvement ◽  
Six Sigma ◽  
Design Methodology ◽  
Lean Six Sigma ◽  
Current Status ◽  
Short Term ◽  
Content Type ◽  
Changing Patterns ◽  
Practical Implications

Purpose The purpose of this paper, builds on previous studies that explored the research patterns over 15 years, is to consider the current status of the integration of Lean and Six Sigma. More specifically, this research addresses whether Lean and Six Sigma are stronger together and explores the reasons why Lean researchers and practitioners may be less likely to integrate Six Sigma in their work. Design/methodology/approach The research utilises a survey of 25 established and respected academics and practitioners from 16 countries. The questionnaire is analysed using a direct content approach and coded in NVivo. Findings The findings suggest that challenges may lie in the perception and understanding of statistics as well as short-term rather than long-term focus on improvement. The findings also suggest that academics and practitioners believe that Lean Six Sigma has developed over time and will continue to develop and improve as a methodology rather than being replaced with a new methodology. Research limitations/implications The survey has a sample size of 25, albeit all respondents are established and very experienced practitioners and academics. Practical implications For organisations that are introducing or refreshing their continuous improvement initiatives, this research identifies some of the challenges and provides the opportunity to address them to maximise the opportunities for success and sustainability. Originality/value The value of this paper is that it further addresses the debate over the integration of Lean and Six Sigma for many organisations which still employ Lean alone, but beyond this it explores how they will continue to develop and whether they are a permanent edition to the quality management landscape or a transition to something else.

scholarly journals IMPLEMENTASI KONSEP LEAN MANUFACTURING GUNA MENGURANGI PEMBOROSAN DI LANTAI PRODUKSI

OPSI ◽  
2018 ◽  
Vol 11 (1) ◽  
pp. 14 ◽  
Author(s):  
Almer Panji Pradana ◽  
Mochammad Chaeron ◽  
Muhammad Shodiq Abdul Khanan
Keyword(s):  
Six Sigma ◽  
Lean Manufacturing ◽  
Lean Six Sigma ◽  
Assessment Model ◽  
Value Stream ◽  
Event Simulation ◽  
Analysis Tools ◽  
Big Picture

CV Marga Jaya (Pabrik II) adalah perusahaan yang bergerak di bidang pembuatan paving/conblock secara masal. CV Marga Jaya (Pabrik II) selalu berusaha mengurangi pemborosan yang terjadi selama proses produksi paving/conblock. Pemborosan yang terjadi antari lain, adanya produksi berlebih, transportasi, waktu menunggu, dan cacat yang berlebih.  Lean Manufacaturing merupakan pendekatan yang bertujuan untuk merampingkan proses dengan mengurangi pemborosan yang terjadi selama proses produksi. Pendekatan konsep lean manufacturing dimulai dengan membuat big picture mapping, dilanjutkan dengan waste assessment model (WAM), diagram cause and effects, value stream analysis tools (VALSAT), usulan perbaikan waste yang terjadi, dan pembuatan descrete event simulation (DES). Hasil yang didapat bahwa waktu menunggu yang terjadi diperbaiki dengan menggunakan conveyor, produksi berlebih yang terjadi diperbaiki dengan melakukan perencanaan produksi, dan cacat berlebih yang terjadi diperbaiki dengan menggunakan 5W+1H dengan sebelumnya menggunakan konsep lean six sigma dan didapat nilai sigma sebesar 4,31 sigma. Simulasi proses menunjukkan dengan mengurangi pemborosan, kemampuan produksi naik 15,36% (penjemuran 30 hari) dan 147,20% (penjemuran 7 hari).

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.

Determination of the Critical Success Factors of Philosophies, Techniques, and Tools for Continuous Improvement Applied in the Service Sector

2020 ◽  
pp. 237-260
Author(s):  
Karla F. Madrigal ◽  
Erwin Martinez Gomez ◽  
Salvador A. Noriega Morales ◽  
Vianey Torres-Arguelles ◽  
Roberto Romero López
Keyword(s):  
Six Sigma ◽  
Lean Manufacturing ◽  
Critical Success Factors ◽  
Manufacturing Industry ◽  
Service Sector ◽  
Success Factors ◽  
Service Industry ◽  
Lean Six Sigma ◽  
Growth Trend ◽  
Critical Success

At the global level, the service industry represents a critical component for the economy and its growth trend is above of the other sectors. This sector alone is responsible for 63% of the gross domestic product and 45.5% of labor occupation worldwide. Despite its role in modern economies, the sector receives very little attention. In the literature, the authors have found the efforts that have been made to increase the efficiency and productivity of this type of organizations: adapting philosophies, tools, and/or techniques that were born to achieve this goal in the manufacturing industry, such as Lean manufacturing, total quality management, six sigma, lean six sigma, among others. The objective of this study is to perform an exhaustive literature review of the critical success factors reported in diverse studies of the implementation of these tools or philosophies in the service sector, as well as their differences, similarities, and results.

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