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.

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.

scholarly journals PERAN INOVASI DAN PENGUATAN DAYA SAING BISNIS DENGAN PENERAPAN LEAN SIX-SIGMA CONCEPT

2019 ◽  
Vol 2 (2) ◽  
pp. 446
Author(s):  
Hari Supriyanto
Keyword(s):  
Quality Control ◽  
Failure Mode ◽  
Six Sigma ◽  
Net Present Value ◽  
Lean Six Sigma ◽  
Risk Priority Number ◽  
Present Value ◽  
Packaging Process ◽  
Value Stream ◽  
Root Cause

ABSTRAKDinamika dan perkembangan ekonomi global dapat memberikan sinyal positif terhadap pentingnya peningkatan pemberdayaan dan daya saing produk di pasar. Dibutuhkan pemikiran untuk membangun keunggulan kompetitif, yang menjadi dasar bagi peningkatan produksi dan daya saing bisnis. Peningkatan produksi merupakan serangkaian aktifitas untuk membentuk produktifitas. Bila salah satu aktifitas produksi mengalami kegagalam maka akan berpengaruh pada kualitas dan kapasitas produksi. Kegagalan biasanya terindikasi dari waste/ pemborosan yang muncul di sepanjang value stream. Terdapat indikasi defect yang tinggi melebihi 10% di sortir dan packaging process. Permasalahan utama adalah adanya waste/ pemborosan yang mengakibatkan penurunan kualitas dan kapasitas produksi. Paper ini akan mengidentifikasi waste yang terjadi di proses produksi, mencari akar penyebab terjadinya waste, dan membangun alternatif solusi perbaikan.  Diperlukan pemikiran kreatif untuk dapat menaikkan efisiensi sumber daya dan daya saing bisnis di pasar. Metoda yang dipakai untuk menyelesaikan permasalahan adalah Lean six-sigma. Konsep ini menelusuri permasalahan inefisiensi dengan cara mencari nonvalue added activity dari munculnya waste di sepanjang value stream.  Kemunculan waste selanjutnya diidentifikasi lebih dalam dengan root cause analisys (RCA) dan failure mode and effects analysis (FMEA). Hasil akhir dari FMEA adalah risk priority number (RPN) yang menggambarkan prioritas atas mode resiko untuk dilakukan perbaikan. Dari hasil prioritas dirancang 3 alternatif perbaikan yaitu pelatihan operator, pembuatan SOP proses produksi, dan pelatihan karyawan quality control.   Dengan pendekatan net present value (NPV), maka diperoleh nilai NPV yang positif, artinya alternatif tersebut adalah layak untuk dijalankan. Alternatif ini meningkatkan nilai sigma dari sigma awal sebesar 2,80 menjadi 3,30. Kenaikan nilai sigma akan memberi indikasi adanya penurunan tingkat defect per million opportunities (DPMO), dan berakibat pada penurunan biaya sampai 20%.  Kata kunci: daya saing, keunggulan kompetitif, Lean Six Sigma, RCA, FMEA, DPMO

The implementation of Lean Six Sigma methodology in a multidisciplinary outpatient clinic for gastrointestinal cancer.

2014 ◽  
Vol 32 (3_suppl) ◽  
pp. 659-659 ◽  
Author(s):  
Yara Basta ◽  
Matthijs Monster ◽  
Thomas Rohof ◽  
Kristien M. A. J. Tytgat ◽  
Jean H. G. Klinkenbijl
Keyword(s):  
Outpatient Clinic ◽  
Six Sigma ◽  
Manufacturing Industry ◽  
Lean Six Sigma ◽  
Medical Facility ◽  
Gastrointestinal Malignancies ◽  
Number Of Patients ◽  
High Care ◽  
Six Sigma Methodology ◽  
Referring Physicians

659 Background: In order to reduce long waiting times, a one-stop fast-track multidisciplinary outpatient clinic for gastrointestinal malignancies was initiated. Lean Six Sigma (LSS) is a combination of Lean-management and the Six Sigma methodology. LSS incorporates means to systematically identify and address suboptimal performance of a process. Lean and Six Sigma have their origin in the manufacturing industry, like the Toyota car factory, with largely homogenous products. In contrast, a complex high care oncology facility deals with heterogeneous patients. Our aim is to use the tools and strategies of LSS to increase the number of patients with an admission time (AT) of five days or less to ≥ 85% and to ensure that ≥ 90% of referring physicians receive the decisions formulated at the Multidisciplinary Team Meeting (MDTM) within one day. Methods: We have applied the DMAIC-cycle (Define, Measure, Analyse, Improve and Control) to our processes. The DMAIC-cycle is the management cycle of Lean Six Sigma. Results were measured before implementation of LSS and after for at least one month. Results: After implementing LSS causes for lags in AT, as well as for sending the documented decisions were identified. The lags in AT included patient delay, incomplete referral, official holidays and absences due to medical conferences. After the obstacles were successfully addressed we increased the percentage of patients with an AT ≤ 5 days from 48% to 70%, a 45% improvement. Causes for lags in sending the decisions, included verifying and signing the missive. Currently 99% of referring physicians receive the decision formulated by the MDT in ≤ 1 day. This is a substantial improvement from 2% to 99%. Conclusions: Lean Six Sigma is applicable in a multidisciplinary high care medical facility. Obstacles in the logistics of a complex medical facility can be identified and greatly improved.

scholarly journals Pemberdayaan dan Penguatan Daya Saing Usaha dengan Penerapan Lean Six-Sigma Concept, Studi Kasus

2018 ◽  
Vol 20 (1) ◽  
Author(s):  
Hari Supriyanto
Keyword(s):  
Quality Control ◽  
Six Sigma ◽  
Net Present Value ◽  
Value Added ◽  
Lean Six Sigma ◽  
Risk Priority Number ◽  
Present Value ◽  
Packaging Process ◽  
Value Stream ◽  
Root Cause

Dinamika dan perkembangan ekonomi global dapat memberikan sinyal positif terhadap pentingnya peningkatan pemberdayaan dan daya saing produk di pasar. Dibutuhkan pemikiran untuk membangun keunggulan kompetitif, yang menjadi dasar bagi peningkatan produksi dan daya saing bisnis. Peningkatan produksi merupakan serangkaian aktifitas untuk membentuk produktifitas. Bila salah satu aktifitas produksi mengalami kegagalam maka akan berpengaruh pada kualitas dan kapasitas produksi. Kegagalan biasanya terindikasi dari waste/ pemborosan yang muncul di sepanjang value stream. Terdapat indikasi defect yang tinggi melebihi 10% di sortir dan packaging process. Permasalahan utama adalah adanya waste/ pemborosan yang mengakibatkan penurunan kualitas dan kapasitas produksi. Paper ini akan mengidentifikasi waste yang terjadi di proses produksi, mencari akar penyebab terjadinya waste, dan membangun alternatif solusi perbaikan.  Diperlukan pemikiran kreatif untuk dapat menaikkan efisiensi sumber daya dan daya saing bisnis di pasar. Metoda yang dipakai untuk menyelesaikan permasalahan adalah Lean six-sigma. Konsep ini menelusuri permasalahan inefisiensi dengan mencari non value added activity dari munculnya waste di sepanjang value stream.  Kemunculan waste selanjutnya diidentifikasi lebih dalam dengan root cause analisys (RCA) dan failure mode and effects analysis (FMEA). Hasil akhir dari FMEA adalah risk priority number (RPN) yang menggambarkan prioritas atas mode resiko untuk dilakukan perbaikan. Dari hasil prioritas dirancang 3 alternatif perbaikan yaitu pelatihan operator, pembuatan SOP proses produksi, dan pelatihan karyawan quality control.   Dengan pendekatan net present value (NPV), maka diperoleh nilai NPV yang positif, artinya alternatif tersebut adalah layak untuk dijalankan. Alternatif ini meningkatkan nilai sigma dari sigma awal sebesar 2,80 menjadi 3,30. Kenaikan nilai sigma akan memberi indikasi adanya penurunan tingkat defect per million opportunities (DPMO), dan berakibat pada penurunan biaya sampai 20%.

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.

Leveraging Lean Six Sigma: Reducing defects and rejections in filter manufacturing industry

2021 ◽  
Author(s):  
Prateek Guleria ◽  
Abhilash Pathania ◽  
Himani Bhatti ◽  
Kuldeep Rojhe ◽  
Dalgobind Mahto
Keyword(s):  
Six Sigma ◽  
Manufacturing Industry ◽  
Lean Six Sigma

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).

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