scholarly journals Definición del KPi Porcentaje de sacos con defecto y Takt Time

2019 ◽  
pp. 21-29
Author(s):  
Verónica Petra Hernández-Pastrana ◽  
Juan Carlos Kido-Miranda ◽  
Pascual Felipe Pérez-Cabrera ◽  
Norma Rodríguez-Bucio
Keyword(s):  
Recent Work ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Work Team ◽  
Takt Time ◽  
Successful Execution ◽  
Six Sigma Methodology ◽  
And Control

In the defining phase of the Lean Six Sigma Methodology, opportunities for improvement must be identified, determined and interpreted the client’s voice to define the objectives with the work team that applies the tools, skills and knowledge so that the company is productive and competitive. This recent work shows how to obtain an objective that is specific, realistic, measurable and on time, being the key to a successful execution of improvement, the KPi that was worked was the percentage of bags with defect in the first section of a Manufacturer, identifying the average of defective bags, specifying to lower said average by 90% to be significant and quantifiable, so that the company can continue with the Measure, Analyze, Improve and Control phases, two of the critical operations identified with the parameters of quality required by the client as well as the calculation of the Takt Time of the process of the first section of the Manufacturer in order to observe the bottlenecks in the different operations that make up the area.

Application of Lean Six Sigma Methodology in Software Continuous Integration

2016 ◽  
Vol 693 ◽  
pp. 1893-1898 ◽  
Author(s):  
Xue Qi Xu ◽  
Chao Huang ◽  
Hao Lu
Keyword(s):  
Six Sigma ◽  
Success Factors ◽  
Action Plan ◽  
Lean Six Sigma ◽  
Engineering Practice ◽  
Green Belt ◽  
Continuous Integration ◽  
Managerial Implications ◽  
Six Sigma Methodology ◽  
And Control

Lean Six Sigma (LSS) is an effective methodology that aims to maximize shareholder value by improving quality, efficiency, customer satisfaction and costs. Continuous integration is the software engineering practice of rapid and automated development and testing. A case study presented in this paper demonstrates how LSS tools help software R&D teams to improve product quality and reduce development cost. The define, measure, analyze, improve and control (DMAIC) methodology is applied to develop an action plan to achieve continuous integration at an anonymous software R&D organization's LSS Green Belt project. The LSS implementation has had a significant impact on the financial performance of the organization. It is showed that the package continuous integration (PCI) success ratio (3 months average) increased from 27% to 74%, meanwhile an operational saving of approximately 56.87K Euro was reported from this project. Finally, some key success factors that are critical to the implementation of an effective Green Belt program are examined, and managerial implications are provided.

scholarly journals Lean Six Sigma for Intravenous Therapy Optimization: A Hospital Use of Lean Thinking to Improve Occlusion Management

2018 ◽  
Vol 23 (1) ◽  
pp. 42-50 ◽  
Author(s):  
Lee Steere ◽  
Marc Rousseau ◽  
Lisa Durland
Keyword(s):  
Plasminogen Activator ◽  
Tissue Plasminogen Activator ◽  
Six Sigma ◽  
Central Venous Access ◽  
Lean Six Sigma ◽  
Lean Thinking ◽  
Hartford Hospital ◽  
Tissue Plasminogen ◽  
Six Sigma Methodology ◽  
And Control

Abstract Background: Continual improvement is a necessary part of hospital culture. This occurs by identifying opportunities for improvement that influence efficiency while saving money. Methodology: An investigation of intravenous device-related practices was performed by the nurses of the intravenous access team, pharmacy, and hospital operations at Hartford Hospital using Lean Six Sigma methodology. Central venous access device occlusion and tissue plasminogen activator variability was identified. Using observation, measurement of performance, and root cause analysis, the hospital's practices, policies, and equipment were evaluated for the process of occlusion management. The team utilized a Six Sigma strategy employing the elements define, measure, analyze, improve, and control, which is a disciplined, data-driven methodology that focuses on eliminating defects (waste). Interventions initiated based on the assessment performed by the team using the define, measure, analyze, improve, and control approach included replacement of negative displacement needleless connectors with antireflux needleless connectors and specialty team assessment before tissue plasminogen activator use. Results: Over the course of the 26-month study, Hartford Hospital experienced a 69% total reduction in tissue plasminogen activator use representing a total 26-month savings of $107,315. Other cost savings were reflected in areas of flushing, flushing disposables, and in a decrease in needleless connector consumption. Central line-associated bloodstream rates fell 36% following the intervention as an unexpected secondary gain, resulting in further savings related to treating this nonreimbursable hospital-acquired condition. Conclusions: This study examined the influence of using Lean Thinking and Six Sigma methodology as a tool in saving hospital money, resulting in better patient outcomes.

scholarly journals Bending Metal: Improving Sheet Metal Repair at Tobyhanna Army Depot through Lean Six Sigma

2022 ◽  
Vol 9 (2) ◽  
pp. 99-109
Author(s):  
James Enos ◽  
Abigail Burris ◽  
Liam Caulfield ◽  
Robert DeYoung ◽  
Sebastian Houng ◽  
...  
Keyword(s):  
Sheet Metal ◽  
Cycle Time ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Cost Center ◽  
Six Sigma Methodology ◽  
Time Required ◽  
Individual Asset ◽  
And Control ◽  
Repair Cycle

The Army's Lean Six Sigma methodology includes five phases: Define, Measure, Analyze, Improve, and Control (DMAIC); each of these phases includes interaction between the stakeholder and process team. This paper focuses on the application of Lean Six Sigma methodology at Tobyhanna Army Depot to help reduce overruns and repair cycle time within the sheet metal cost center. At the initiation of the project, the process incurred over 4,000 hours of overruns, a situation in which it takes longer to repair an asset than the standard hours allocated for the repair. Additionally, the average repair cycle time, amount of time required to repair an individual asset, exceeded customer expectations by almost four days. The paper describes recommended solutions to address both problems.

scholarly journals The use of Lean Six-Sigma tools in the improvement of a manufacturing company – case study

2020 ◽  
Vol 26 (1) ◽  
pp. 30-35
Author(s):  
Tuan-Anh Tran ◽  
Khai Luu-Nhan ◽  
Rajab Ghabour ◽  
Miklos Daroczi
Keyword(s):  
Six Sigma ◽  
Production Method ◽  
Lean Six Sigma ◽  
Skill Levels ◽  
Planning And Control ◽  
Training Activities ◽  
Six Sigma Methodology ◽  
Handicraft Production ◽  
And Control

AbstractHandicraft production is usually chaotic and difficult to monitor, since its products and manufacturing processes are complex. As all the manufacturing steps rely on varied skill levels of the workers, the situation is even more stochastic. There are several common problems, such as inappropriate production method, line unbalance, excessive stock, lack of production planning and control phases, etc. They stem from the lack of suitable operation model, redundant workforce usage, and insufficient internal training activities, which lead to the waste of human resources. In this paper, a roadmap to improve the operational efficiency of handicraft manufacturing is suggested, using Lean-Six Sigma methodology and tools. A case study is conducted in a Vietnamese firm to show the validity of the approach.

How Project Management Overlaps with Lean Six Sigma

2018 ◽  
Vol 6 (2) ◽  
pp. 39-55 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Project Management ◽  
Six Sigma ◽  
Vital Role ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Customer Requirements ◽  
Project Outcomes ◽  
Management Concepts ◽  
Management Perspective ◽  
Six Sigma Methodology

This article seeks to discuss how project management can help the Lean Six Sigma methodology impact project outcomes. It is found that projects managers play a vital role in the successful implementation of the LSS tools and on meeting customer requirements. This article analyzes and identifies the factors and constraints that projects face with the implementation of Lean Six Sigma methodology within the project management perspective. Further, this study provides a comparative analysis of different studies based on LSS tools and analyzes their applicability in different industries. This study found that there is a strong need for project management concepts and tools in the LSS methodology and vice versa. The article also identifies specific concepts and tools of project management that can help to improve the likelihood of success of LSS projects and initiatives. This article discusses how these project specific concepts and tools can be effectively used in LSS environments.

Environmental Performance as Key Performance Indicators in the Lean Six-Sigma Methodology

2012 ◽  
Vol 488-489 ◽  
pp. 1082-1086 ◽  
Author(s):  
Pregiwati Pusporini ◽  
Kazem Abhary ◽  
Lee H.S. Luong
Keyword(s):  
Product Quality ◽  
Continuous Improvement ◽  
Performance Indicators ◽  
Six Sigma ◽  
Environmental Performance ◽  
Key Performance Indicators ◽  
Lean Six Sigma ◽  
New Paradigm ◽  
Quality Cost ◽  
Six Sigma Methodology

Lean six-sigma methodology focuses on continuous improvement approach with an emphasis on improving the product quality and reducing waste. Recent studies of lean six-sigma methodology indicated that this methodology commonly focus on four areas of performance namely quality, cost time and service. In this paper, an environmental performance is proposed into lean six-sigma methodology. An environmental performance needs to be integrated into lean six-sigma as a new paradigm of lean six-sigma methodology to achieve overall competitiveness of product.

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