Implementation of Six-Sigma methodology to achieve a competitive edge in Saudi universities

2021 ◽  
Vol 39 (10) ◽  
Author(s):  
Saad Aziz Al-Otaibi
Keyword(s):  
Organizational Performance ◽  
Process Improvement ◽  
Six Sigma ◽  
Data Extraction ◽  
Research Work ◽  
Lean Six Sigma ◽  
Screening Process ◽  
Competitive Edge ◽  
Six Sigma Methodology ◽  
Six Sigma Approach

Six Sigma is a business process improvement method that aims to discover and eliminate the causes of defects, mistakes, and errors. Six Sigma is a process improvement methodology that focuses on critical processes that result in unacceptable defects to customers. This study aims to Implementation of Six-Sigma methodology to achieve a competitive edge in Saudi universities. For this purpose, we used the Scopus database for the data extraction; the PRISMA statement 2015 inclusion and exclusion framework is used to select data. Six sigma keywords are used in the search bar, and 12279 results are shown and follow the screening process. The final 48 articles and reviews are used for the systematic literature review after the detailed screening process. The results have classified the literature into three significant categories, organizational performance, Lean Six Sigma, and higher education. The Saudia Arabia universities are also focusing on the collaborative research work with the different regional and international universities for the Six Sigma implementation in universities. The study's findings of the study demonistrating that universities in Saudia are focusing on developing the education structure and methods using the Six Sigma methodology and Lean Six Sigma approach.

Credit card account opening excellence using six sigma methodology

2016 ◽  
Vol 7 (3) ◽  
pp. 294-323 ◽  
Author(s):  
Samsul Islam
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Credit Card ◽  
Current Knowledge ◽  
Case Study Methodology ◽  
Content Type ◽  
Study Results ◽  
Six Sigma Methodology ◽  
Six Sigma Approach ◽  
Opening Process

Purpose This study aims to expand the current knowledge of the Six Sigma approach in a period of time when there is little direct evidence of the need to improve the credit card account opening process. This is an important but neglected area of focus in the Six Sigma literature. This study explores the extent to which process improvement practices are extended to the credit card department. Design/methodology/approach A case study methodology is adopted in this study to facilitate an exploration of the implemented Six Sigma approach in the credit card department of a leading commercial bank. The process improvement tool used is the define, measure, analyze, improve and control (DMAIC) cycle. Findings The study’s results confirm that the Six Sigma approach improves the quality of the credit card account opening process. So, the Six Sigma approach can account for a reduced number of keying-in errors, resulting in better data accuracy and improved customer satisfaction. Research limitations/implications The authors, in an attempt to render the study results more feasible for data collection, have chosen to focus on the process of the new accounts unit of the credit card department. Therefore, the authors have not taken into account the other units (e.g. transaction processing) of the same department. Practical implications The results of this study will be useful in persuading bank management to evaluate and implement the Six Sigma approach. Hence, this research will assist bank managers with replies to questions, such as: “What impact will Six Sigma have on process-centric improvement, such as the new accounts opening process of a credit card department?” Originality/value Within the literature on the Six Sigma practice, there is little research that focuses on the implementation of this particular toolset especially for credit card departments. This indicates a gap in the field. A new contribution to bridging that gap comes from the analysis of the results for the Six Sigma concept, which addresses the new accounts opening process.

An examination of changing patterns in Lean Six Sigma research

2019 ◽  
Vol 27 (7) ◽  
pp. 23-25
Keyword(s):  
Six Sigma ◽  
Keyword Search ◽  
Fixed Time ◽  
Lean Six Sigma ◽  
Integrated System ◽  
Content Type ◽  
Time Period ◽  
Changing Patterns ◽  
Six Sigma Methodology ◽  
Six Sigma Approach

Purpose The purpose of this study was to examine patterns in the research contributions from individuals in the field to detect whether they reflect the evolution of academic discussion concerning integration of Lean and Six Sigma methodology over a fixed time period. Design/methodology/approach Data was gathered from a keyword search of articles in the SCOBUS data base to determine the most frequent contributors in the areas of Lean, Six Sigma and Lean Six Sigma research. Searches were carried out over five-yearly intervals from 2000 to 2015 and the twenty-one top contributors in each time period were identified. Findings The findings show that research contributions have moved away from looking at the single methodologies of Lean and Six Sigma and towards research based on the integrated Lean Six Sigma approach. The analysis also suggested that researchers may be publishing papers using different methodologies in response to different challenges in selecting the most appropriate tools to meet the needs of the specific issues they are addressing rather than advocating a particular approach. Practical implications For organizations to optimize performance a flexible approach would be beneficial with consideration being given to the specific issue and the correct tools and methodology selected from an integrated system or from Lean or Six Sigma systems alone. Originality/value This paper has originality in its’ consideration of the patterns of research contributions over a fixed time period as a reflection of the shift in debate from exclusive Lean or Six Sigma approaches to a more integrated Lean Six Sigma system.

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 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.

Lean Six Sigma approach to reduce LOS through a diagnostic-therapeutic-assistance path at A.O.R.N. A. Cardarelli

2019 ◽  
Vol 31 (5) ◽  
pp. 657-672 ◽  
Author(s):  
Carlo Ricciardi ◽  
Antonella Fiorillo ◽  
Antonio Saverio Valente ◽  
Anna Borrelli ◽  
Ciro Verdoliva ◽  
...  
Keyword(s):  
Six Sigma ◽  
Statistical Tests ◽  
Lean Six Sigma ◽  
Content Type ◽  
Femur Fractures ◽  
Before And After ◽  
Six Sigma Methodology ◽  
Socio Economic Impact ◽  
Therapeutic Assistance ◽  
Six Sigma Approach

Purpose The rise of the mean age incremented the occurrence of femur fractures with respect to the past, leading thus to serious consequences, as regards morbidity and socio-economic impact. The direction of the A.O.R.N. Cardarelli of Naples has introduced a DTAP whose aim was the reduction of LOS. The paper aims to discuss this issue. Design/methodology/approach The aim of this paper is to analyze the introduction of DTAP, employing Lean Thinking and Six Sigma methodology based on the DMAIC cycle. To evaluate the effectiveness of DTAP, two groups of patients have been observed for 14 months (before and after the implementation of DTAP). Findings Statistical tests were performed on the groups and graphics were provided to visualize the decrease of LOS (29.9 per cent). The overall population was also divided in subgroups according to six variables potentially influencing LOS. Research limitations/implications Authors considered six variables of influences; yet, others could be taken into account in the future. Practical implications The decrease of costs due to the management of elderly patients with femur fracture, the optimization of care processes in hospitals and a faster recovery for patients is the tangible contribute of DTAP. Originality/value The implementation of DTAP allowed the hospital to obtain a significant reduction of LOS with a consequently decrease of costs alleviating the hospital and the society from the socio-economic burden and the morbidity of this pathology.

Determination of linagliptin and empagliflozin by UPLC and HPTLC techniques aided by Lean Six Sigma approach

2021 ◽  
Author(s):  
Ebrahim A. El‐Desouky ◽  
Ahmed M. Abdel‐Raoof ◽  
Ashraf Abdel‐Fattah ◽  
Ahmed Abdel‐Zaher ◽  
Ayman O. E. Osman ◽  
...  
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Six Sigma Approach
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