scholarly journals An Integrated Lean Six Sigma Approach to Modeling and Simulation: A Case Study from Clothing SME

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Abbes Nedra ◽  
Sejri Néjib ◽  
Jaouachi Boubaker ◽  
Cheikhrouhou Morched
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Lean Manufacturing ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Small Medium Enterprises ◽  
Medium Enterprises ◽  
Six Sigma Approach ◽  
Quality Production

Abstract To improve quality, production, and service delivery, clothing industries look toward continuous improvement approaches such as lean manufacturing, Six Sigma, and Lean Six Sigma (LSS). Simulation is one of the effective methods which aim to examine different solution scenarios. This study explores how LSS and simulation can be integrated based on the Sim-Lean approach, using a process improvement effort in clothing small–medium enterprises (SMEs). A structured framework integrating these research methodologies is developed, which might benefit a variety of future clothing process improvement efforts, and could inform quality improvement efforts in other industries. The aim is to allow a successful implementation of the approach in the clothing industry to improve the lead time, the daily output, the average staying times (min) of jobs waiting in queues, and the resource utilization.

Modelling the barriers of Lean Six Sigma for Indian micro-small medium enterprises

2019 ◽  
Vol 31 (5) ◽  
pp. 673-695 ◽  
Author(s):  
Mahipal Singh ◽  
Pankaj Kumar ◽  
Rajeev Rathi
Keyword(s):  
Statistical Analysis ◽  
Six Sigma ◽  
Human Error ◽  
Practical Implication ◽  
Pairwise Comparison ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Pairwise Comparison Matrix ◽  
Content Type ◽  
Small Medium Enterprises

Purpose The purpose of this paper is to investigate the barriers of Lean Six Sigma (LSS) and develop the interrelationship among them using interpretive structural modelling (ISM) and Matriced Impact Croises Multiplication Appliquee a un Classement (MICMAC). Design/methodology/approach Using systematic literature review and expert’s opinions, 26 LSS barriers have been extracted and finalized through statistical analysis, that is importance-index analysis and corrected item minus total correlation methods. The statistical analysis of purified 22 LSS barriers has been carried out and consistency of finalized barriers has been checked through reliability statistical test in Statistical Package for the Social Sciences software. Finally, the contextual relationship among finalized LSS barriers is developed using ISM and MICMAC approach. Findings The ISM model indicates that insufficient management commitment and involvement, lack of resources, lack of training and education, lack of strategic thinking, lack of training funds are strategic factors; improper project selection, poor selection of employee for belt training, lack of total employee involvement, lack of awareness of about LSS are prudent factors; unclear vision, high implementation cost, resistance to culture change, weak supplier linkage, poor alignment between company’s goal and customer demand are burst factors. Furthermore, MICMAC analysis is splitting the LSSBs in four clusters according to their driving power and dependency. These results provide a clear mind-set to engineering manager for focusing more on LSS barriers according to their driving power and dependency. Research limitations/implications There may be biasness in making pairwise comparison matrix of barriers due to involvement of expert’s opinion as human error. Practical implications The outcome of this paper provides robust practical implication for LSS researchers and practitioners. The researcher and practitioners must consciously concentrate on the identified LSSBs more conventionally during LSS implementation, and they need to plan strategically to avoid any implementation failure. Originality/value For successful implementation of LSS in any organization, it is necessary and permeable to make strategy for controlling LSS barriers at initial stage. So this paper is a leading attempt to highlight main LSS barriers and interrelate them using ISM and MICMAC approach. It provides a clear path for tackling LSS barriers to engineering managers, researchers and consultants.

scholarly journals LEAN SIX SIGMA: MULTIPLE CASE STUDY

2018 ◽  
Vol 9 (1) ◽  
pp. 74
Author(s):  
Orlando Roque Da Silva ◽  
Alessandro Marco Rosini ◽  
Arnoldo J H Guevara ◽  
Angelo Palmisano ◽  
Delvio Venanzi
Keyword(s):  
Six Sigma ◽  
Lean Manufacturing ◽  
Lean Six Sigma ◽  
Value Stream Mapping ◽  
Exploratory Research ◽  
Value Stream ◽  
Multiple Case ◽  
Mapping Techniques ◽  
And Control

Lean Six Sigma is a management focused on quality and productive performance in operating systems. This article discusses the foundations of this methodology through of two different conceptions of management, Lean Manufacturing and Six Sigma. First of the article explain the DMAIC (define measure, analyze, improve and control) and their respective phases, after the Lean philosophy with the sipoc and value stream mapping techniques. The article aims to show integration of these two conception and their results. The methodology consisted in a theory was based on a literature search an exploratory research which consisted of three case studies in differences companies located in Sorocaba, São Paulo. In this article studies the applying of Lean Six Sigma and its results.

Continuous Improvement of Productivity and Quality with Lean Six-Sigma: A Case Study

2019 ◽  
Vol 889 ◽  
pp. 557-566
Author(s):  
Ly Duc Minh ◽  
Vo Thi Hoang Ni ◽  
Do Ngoc Hien
Keyword(s):  
Continuous Improvement ◽  
Six Sigma ◽  
Assembly Line ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Electronic Assembly ◽  
Popular Method ◽  
Pdca Cycle

Continuous improvement of productivity and quality is a potential requirement of any competitive organization. Lean six-sigma is known as the useful and popular method to do it. In this paper, a case study in the mechanical manufacturing process would be presented as a successful implementation. The seven quality control tools would be integrated in specific systematic steps of the PDCA cycle and DMAIC process, and lean technology. The case study shows the promising results on improvement of productivity and quality of a mechanical production line. It could be considered to implement for other production or assembly line in other fields such as electronic assembly line, garment line, and furnitune assembly line.

A lean six sigma approach for improving university campus office moves

2019 ◽  
Vol 10 (4) ◽  
pp. 928-947 ◽  
Author(s):  
Jennifer Wheeler-Webb ◽  
Sandra L. Furterer
Keyword(s):  
Standard Deviation ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Similar Process ◽  
University Campus ◽  
Content Type ◽  
Control Methodology ◽  
Six Sigma Approach ◽  
Improvement Effort

Purpose The purpose of this study was to improve the quoting, scheduling, invoicing and paying for campus office moves at a university. The Lean Six Sigma project goal was to improve the campus office move process by making it less complicated, free-up program managers’ time and pay the vendor on time. Design/methodology/approach The team used the Lean Six Sigma Define-Measure-Analyze-Improve-Control methodology to improve the process. Findings The average time from the campus move to when the invoice was paid improved by 27%, with an improved median of 16%. The standard deviation was greatly reduced by 51%. The average invoiced date to paid date remained statistically the same, and the median increased from 20 to 30 days, due to a policy change to move the target from 20 to 30 days. The standard deviation of the invoice to paid date was greatly reduced by 38%. This was a successful project because the sponsors were on-board from the beginning and included the process owners in the improvement effort. Originality/value Other higher education institutions or other industry areas with a similar process can implement this methodology and processes outlined in this case study to improve efficiency and cost effectiveness and as a guide for improving other processes within institutions.

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