scholarly journals Contamination Improvement of Touch Panel and Color Filter Production Processes of Lean Six Sigma

2019 ◽  
Vol 9 (9) ◽  
pp. 1893 ◽  
Author(s):  
Chia-Nan Wang ◽  
Po-Chih Chiu ◽  
I-Fang Cheng ◽  
Ying-Fang Huang
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Color Filter ◽  
Improvement Rate ◽  
Touch Panel ◽  
Touch Sensor ◽  
Average Defect ◽  
Component Manufacturing ◽  
One Year ◽  
Touch Panels

Color filter (CF) and touch panel (or touch sensor (TS)) are important components for optoelectronic materials and component manufacturing. Due to the cut-throat world of market in the manufacturing, the processes of color filters are similar to touch sensors. The case invested in the production of touch panels in 2009. After a long period of quality improvement, the problem of contamination pollution still accounts for ~30% of the total variation. In addition to the external problem, there is also the fail of communication caused by dirt or peeling. Therefore, the case was established to improve the dirt defect by setting up Lean Six Sigma project, and the project goal was to reduce the proportion to 0.18%. After three months of improvement and three months of continuous observation, the abnormal proportion of pollution decreased from 0.35% of the overall average defect loss to 0.13% (the improvement rate reached 63%). It is estimated that the entire product can generate 3 million (USD) of performance for the case in one year. It is also possible to increase the customer’s satisfaction and the company’s technical competitiveness by improving yield and achieving the continuous improvement of objectives.

Deploying Lean Six Sigma framework in an automotive component manufacturing organization

2016 ◽  
Vol 7 (3) ◽  
pp. 267-293 ◽  
Author(s):  
Vikas Swarnakar ◽  
S. Vinodh
Keyword(s):  
Six Sigma ◽  
Assembly Line ◽  
Lean Six Sigma ◽  
Bottom Line ◽  
Defect Reduction ◽  
Automotive Component ◽  
Content Type ◽  
Component Manufacturing ◽  
Manufacturing Organization ◽  
Tools And Techniques

Purpose This paper aims to deploy Lean Six Sigma (LSS) framework to facilitate defect reduction and enhance bottom line results of an automotive component manufacturing organization. Design/methodology/approach LSS is a business process improvement strategy widely used in the manufacturing field for enhancing manufacturing organization performance. The integration of Lean and Six Sigma will enable the attainment of defects reduction by eliminating non-value-adding activities from production line. LSS framework has been developed with the integration of define–measure–analysis–improve–control (DMAIC) tools and techniques. Findings The finding of this study is that the LSS framework has been successfully implemented in automotive component manufacturing organization, and non-value-adding activities and defects from assembly line have been reduced. The proposed LSS framework applies lean tools within Six Sigma DMAIC approach to facilitate waste elimination and defect reduction. The developed framework with linkage of DMAIC tools and techniques reduces defects and non-value-adding activities with enhanced bottom line results. The implementation of proposed LSS framework shows effective improvement in key metrics. Research limitations/implications The developed framework has been test implemented in an automotive component manufacturing organization. In future, more number of studies could be conducted. Further, advanced lean tools and techniques could be included in the framework for increasing the effectiveness of production line. Practical implications The proposed LSS framework with linkage of DMAIC tools and techniques has been successfully implemented in an assembly line of automotive component manufacturing organization. This method is presently applied for an automotive component manufacturing organization; in future, the approach could be applied in different industrial sectors with addition of new tools and techniques for improving its effectiveness. Originality/value LSS framework has been designed and test implemented in an assembly line of an automotive component manufacturing organization. Hence, the inferences are practical and key results of the study.

scholarly journals A Lean Six Sigma framework to enhance the competitiveness in selected automotive component manufacturing organisations

2018 ◽  
Vol 21 (1) ◽  
Author(s):  
Raveen Rathilall ◽  
Shalini Singh
Keyword(s):  
Six Sigma ◽  
Quantitative Methods ◽  
Target Population ◽  
Lean Six Sigma ◽  
Management Style ◽  
Automotive Component ◽  
The World ◽  
The Status ◽  
Component Manufacturing ◽  
Six Sigma Approach

Background: Currently, globalisation, economic uncertainty and fluctuating market demands prompt leaders all over the world to improve their operations and to enhance innovations in processes, products and services in a very reactive manner. Literature shows that the adoption of an integrated Lean Six Sigma tool can assist them to compete with the rest of the world in a manner where productivity, quality and operational costs reduction are crucial for economic success. Aim: This article investigates the integration of Lean and Six Sigma tools as a unified approach to continuous improvement and develops a Lean Six Sigma framework for selected automotive component manufacturing organisations in KwaZulu-Natal (KZN), South Africa. Method: The quantitative methods of research were adopted. The target population (42) was organisations within the Durban Automotive Cluster of which five were used for the pilot work. An empirical study was conducted using a survey questionnaire in measurable format to gather practical information from the sample organisations on the status of their existing business improvement programmes and quality practices. Results: The results of the study demonstratedthat the organisations had a very low success rate of Lean and Six Sigma adoption as standalone systems, as they found it difficult to maintain the transition from theory to practice. Conclusion: Hence the adoption of an integrated Lean Six Sigma approach was absent and it can be concluded that the proposed Lean Six Sigma framework affords the KZN automotive sector a unique opportunity to integrate and operate with both tools of quality that complement its management style and industry demands.

Defects Reduction in Steering Gear Product Using Six Sigma Methodology

2014 ◽  
Vol 598 ◽  
pp. 647-651
Author(s):  
Ganesh Kumar Nithyanandam ◽  
Manmohanraj Raju ◽  
Gokulraj Srinivasan
Keyword(s):  
Six Sigma ◽  
South India ◽  
Lean Six Sigma ◽  
Quality Level ◽  
Systematic Methodology ◽  
Data Driven Approach ◽  
World Class ◽  
Component Manufacturing ◽  
Six Sigma Methodology ◽  
Product Defect

Lean Six Sigma is a disciplined data driven approach to improve the quality and the performance of a process or a system with which finally results to the profitability of a firm. Many of the organizations have adopted Six Sigma methodology to improve their quality and their performance to competitive industrial world. This work is concentrated with one of the leading Automotive component manufacturing company in South India. The main objective of this paper was to reduce the product defect with the application of Lean Six Sigma methodology. The paper follows the DMAIC methodology to investigate defects and its root causes and provide a solution to reduce and/or eliminate these defects. This paper also explores how a manufacturing process can use a systematic methodology to move towards world-class quality level.

scholarly journals Productivity and process performance in a manual trimming cell exploiting Lean Six Sigma (LSS) DMAIC – a case study in laminated panel production

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Daniel Lee Hardy ◽  
Saikat Kundu ◽  
Muhammad Latif
Keyword(s):  
Six Sigma ◽  
Lean Manufacturing ◽  
Lean Six Sigma ◽  
Process Performance ◽  
Content Type ◽  
Intermittent Feeding ◽  
Staff Members ◽  
Component Manufacturing ◽  
Production Cell

PurposeThe purpose of this case study is to investigate inefficiency and downtime factors within a panel lamination process cell at a timber component manufacturing company. Areas of concern related predominantly to the manual trimming or finishing of a range of laminated timber panels for the caravan and leisure industry. The intermittent feeding of inputs and material outputs was also investigated during this case study.Design/methodology/approachThe case study was conducted over a six-month period using the Six Sigma defining, measuring, analysing, improving and controlling (DMAIC) construct. But was equally supported through a combination of tools both applied in lean manufacturing and statistical properties commonly assigned to Six Sigma projects.FindingsThis paper provides insights about the identification of the root causes for poor productivity and overall equipment effectiveness issues experienced by manual trimming/finishing operations in a laminated timber panel production cell. It also identifies solutions to overcome these issues and benefits (such as improved OEE, reduced downtime and savings in staffing costs) that were obtained due to the application of these solutions. This study contributes to understanding the interconnections of fork-lift truck movements with staff members working within manual finishing areas connected to a panel lamination cell.Originality/valueThis paper contributes new knowledge into the root causes of poor productivity and process performance within manual finishing operations in a laminated timber panel production cell at a small medium enterprise. By applying elements of Six Sigma' quality focussed analytical methods within the DMAIC structure, and simultaneously applying the waste reduction method of lean manufacturing, this paper provides useful perspective on why both these quality improvement-based ideologies are applied to overcome process issues in manufacturing.

Lean Six Sigma project selection using hybrid approach based on fuzzy DEMATEL–ANP–TOPSIS

2015 ◽  
Vol 6 (4) ◽  
pp. 313-338 ◽  
Author(s):  
S Vinodh ◽  
Vikas Swarnakar
Keyword(s):  
Decision Making ◽  
Six Sigma ◽  
Hybrid Approach ◽  
Project Selection ◽  
Lean Six Sigma ◽  
Automotive Component ◽  
Content Type ◽  
Industrial Sectors ◽  
Component Manufacturing ◽  
Manufacturing Organization

Purpose – The purpose of this paper is to select the optimal Lean Six Sigma (LSS) project using hybrid fuzzy-based Multi-Criteria Decision-Making (MCDM) approach for an automotive component manufacturing organization. Design/methodology/approach – The LSS project selection has been formulated as the MCDM problem. Hybrid MCDM method based on Decision-Making Trial and Evaluation Laboratory Model (DEMATEL), Analytical Network Process (ANP) and Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) has been used to select the optimal LSS project. The methodology enabled the practitioners to systematically prioritize LSS projects. Findings – The finding of this study is that, out of five LSS projects, project P3 is the best LSS project. P3 is the optimal LSS project with reduced failure risk, and efforts are being taken to implement the selected project. Research limitations/implications – The problem formulation and methodology has been tested for a single study. In future, more number of studies could be conducted using the hybrid approach. This method is presently applied for an automotive component manufacturing organization; in future, the approach could be applied in different industrial sectors for improving its effectiveness. Practical implications – The case study has been conducted in a real-time industrial problem. The practitioners expressed the usefulness of the methodology for prioritizing LSS projects Hence, the inferences derived are found to possess practical relevance. Originality/value – The original contribution of the study is the selection of optimal LSS project using hybrid MCDM technique.

EMPLOYEE ENGAGEMENT FOR HIGH FIRM PERFORMANCE: THE CASE OF LEAN SIX SIGMA AT A MALAYSIA TRADING COMPANY

2020 ◽  
Vol 9 (1) ◽  
Author(s):  
Hadijah Iberahim ◽  
Izmahariz Azman ◽  
Mohd Haniff Shahri ◽  
Nur Fara Ellyanie Abdul Hamid
Keyword(s):  
Knowledge Sharing ◽  
Employee Engagement ◽  
Six Sigma ◽  
Relevant Literature ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Management Support ◽  
High Productivity ◽  
Trading Company ◽  
Goal Clarity

Lean Six Sigma (LSS) is a method that helps an organization to maximize profit and minimize cost. One of the essential factors for a successful LSS project is the availability of employees who are willing to engage. Employee engagement brings about a strong sense of belonging and high productivity. Consequently, engaged employees will work harder to achieve the mission of the organization. This paper discusses a case of LSS project with a low level of employee engagement. As a result, LSS was less likely helpful in sustaining company’s performance. The purpose of this study is to identify factors that contribute to employee engagement in LSS practices. Review of the relevant literature suggests four variables, which include goal clarity, management support and trust, knowledge sharing and transfer, and teamwork. The questionnaire survey applied census in collecting feedback from 80 respondents. Statistical analysis results indicate that goal clarity, management support, and trust are significant to employee engagement. However, knowledge sharing and transfer as well as teamwork are not substantial. It is recommended for the organization to give attention to all the four factors. This paper extended understandings on critical inputs to a successful implementation of LSS for sustainable company’s performance and growth. Keywords: Lean Six Sigma, Employee Engagement, Goal Clarity, Management Support and Trust, Teamwork, Knowledge Sharing.

Sign in / Sign up

Export Citation Format

Share Document