scholarly journals A new lean Six Sigma hybrid method based on the combination of PDCA and the DMAIC to improve process performance: Application to clothing SME

2019 ◽  
Vol 70 (05) ◽  
pp. 447-456 ◽  
Author(s):  
ABBES NEDRA ◽  
SEJRI NÉJIB ◽  
CHAABOUNI YASSINE ◽  
CHEIKHROUHOU MORCHED
Keyword(s):  
Six Sigma ◽  
Lead Time ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Process Performance ◽  
Combination Technique ◽  
Sigma Level ◽  
Quality Certification ◽  
Tools And Techniques ◽  
And Control

This paper proposes a new Lean Six Sigma (LSS) methodology to improve process for clothing small- and medium-sized enterprise SME. The methodology is based on combination of two approaches which are the PDCA (Plan, Do, Check, and Act) and the DMAIC (Define, Measure, Analyze, Improve, and Control). The combination technique consists in applying the PDCA to continuously improve and control every DMAIC steps. The DMAIC approach has included Lean Six Sigma tools and techniques, as well as the success factors obtained from a survey, to improve its efficiency. The proposed approach is applied to improve the performances indicators such as Z sigma, Cp, cycle time, and lead time for the case of clothing SME in Tunisia. As an example, the Z-sigma has increased from the sigma level was improved from 1.45 to 3.85. The process capability Cp from 0.5 to 1.3 and the lead time was decreased from 39.47 days to 30.23 days. Finally, the study is concluded by sorting out the effects of the type of produced articles and the presence or not of the quality certification on the application of the proposed approach. The effectives from using PDCADMAIC technique are better when it’s applied with certified company, than non-certified one.

scholarly journals ANALISIS PERBAIKAN KUALITAS INJECTION PART DENGAN PENDEKATAN LEAN SIX SIGMA

2020 ◽  
Vol 1 (01) ◽  
pp. 79-90
Author(s):  
Miftakul Huda
Keyword(s):  
Injection Molding ◽  
Six Sigma ◽  
Rejection Rate ◽  
Lean Six Sigma ◽  
Factorial Experiment ◽  
Full Factorial Experiment ◽  
Yield Rate ◽  
Sigma Level ◽  
And Control ◽  
Full Factorial

Lean Six Sigma is a collective approach, which uses various techniques and tools for quality improvement. Here, Lean Six Sigma methodology was applied to a small injection molding unit (which can be taken as representative of small and medium-size industries) manufacturing casing of electronics part. The DMAIC (Define, Measure, Analyze, Improve and Control) approach of Lean Six Sigma was applied to reduce the rejection rate of the casing (child part of an electronic product) by changing setting parameters: mold temperature, injection pressure and injection speed in the injection mold process. The statistical techniques such as DOE full factorial experiment, and process capability analysis were done to finding the process capability before and after the Lean Six Sigma implementation. After implementing the Lean Six Sigma DMAIC approach it was found that injection molding firms can increase their profit by increase yield rate and deleting rejection rate of casing part. Lean Six Sigma implementation increase the process sigma level from 4,3σ to 4,7σ by a reduction in casing flow mark variation and transparency. This increase in sigma level will give defect cost reduction to the industry which is a good figure for such an industry.  Abstrak Lean Six Sigma adalah pendekatan kolektif, yang menggunakan berbagai teknik dan alat untuk peningkatan kualitas. Di sini, metodologi Lean Six Sigma diterapkan pada unit injection molding kecil (yang dapat dianggap mewakili industri ukuran kecil dan menengah) manufaktur casing part. Pendekatan DMAIC (Define, Measure, Analyze, Improve and Control) Lean Six Sigma diterapkan untuk mengurangi tingkat penolakan casing part (bagian anak dari produk elektronik) dengan mengubah tiga setting parameter: suhu mold, tekanan dan kecepatan injection dalam proses cetakan injeksi. Teknik statistik seperti DOE full factorial experiment,dan  analisis kemampuan proses dilakukan untuk menemukan kemampuan proses sebelum dan sesudah implementasi Lean Six Sigma. Setelah menerapkan pendekatan Lean Six Sigma DMAIC ditemukan bahwa perusahaan injection molding dapat meningkatkan keuntungannya dengan menaikan yield rate dengan mengendalikan tingkat penolakan casing part. Implementasi Lean Six Sigma meningkatkan tingkat sigma proses dari 4,3σ menjadi 4,8σ dengan mengurangi variasi flow mark dan transperancy. Kenaikan tingkat sigma ini akan memberikan pengurangan biaya akibat cacat ke industri yang merupakan contoh yang baik untuk industri semacam ini.                                                                                                                                                

Pengendalian Kualitas Dengan Menggunakan Pendekatan Lean Six Sigma di PT. XYZ

2019 ◽  
Vol 2 (2) ◽  
Author(s):  
Khawarita Siregar ◽  
Khalida Syahputri ◽  
Rahmi M Sari ◽  
Farida Putri
Keyword(s):  
Six Sigma ◽  
Lead Time ◽  
Lean Six Sigma ◽  
Production Data ◽  
Lead Times ◽  
Total Production ◽  
Manufacturing Companies ◽  
Sigma Level ◽  
Market Product ◽  
Six Sigma Approach

Persaingan yang sangat kuat diantara perusahaan yang semakin ketat terhadap produk yang sejenis di dalam hal menghasilkan suatu produk pasar nasional maupun internasional untuk pemasaran produk. Berdasarkan data yang didapatkan dari pengamatan pendahuluan yang dilakukan di PT. XYZ bahwa untuk setiap periode produk yang dihasilkan adalah diantara 2.500-4.000 unit produk. Salah satunya berdasarkan data produksi produk berupa sprocket gear sebagai objek penelitian, didapatkan data produksi pada bulan Maret 2016 sebanyak 3.050 unit dengan jumlah kecacatan mencapai sebesar 15% dari jumlah produksi sekitar 458 unit produk cacat. Penerapan metode lean six sigma dengan mengurangi lead time dan cacat pada produk pada proses produksi. Hasil dengan menggunakan distribusi normal yang terdapat pada batas kontrol dan mempunyai nilai ARL= 200 dan UCL = 12,78, namun tingkat sigma perusahaan dalam produksi produk sprocket gear diperoleh nilai sigma sebesar 3. Hal ini bahwa setiap 1.000.000 kali produksi menunjukkan kemungkinan mengakibatkan kecacatan diantara 70.675,1055 ~ 70.675. Hal tersebut memperlihatkan bahwa tingkat sigma perusahaan masih berada jauh dibawah rata rata karena tingkat sigma dalam persaingan yang terjadi secara global diantara perusahaan manufaktur sejenis, yaitu 4,0-4,5 Sigma.   Very strong competition among companies that are increasingly strict on similar products in terms of producing a national and international market product for product marketing. Based on data obtained from preliminary observations conducted at PT. XYZ that for each period the product produced is between 2,500-4,000 units of product. One of them is based on product production data in the form of gear sprocket as the object of research, obtained production data in March 2016 as many as 3,050 units with a number of disabilities reaching 15% of the total production of about 458 units of defective products. Application of lean six sigma methods by reducing lead times and defects in products in the production process. The results using the normal distribution found at the control boundary and have ARL = 200 and UCL = 12.78, but the sigma level of the company in the production of gear sprocket products is obtained by sigma value of 3. This is that every 1,000,000 times the production shows the possibility disability between 70,675,1055 ~ 70,675. This shows that the company's sigma level is still far below the average because the sigma level in competition that occurs globally among similar manufacturing companies, namely 4.0-4.5 Sigma. Keyword: Quality Control, Lean Six Sigma Approach.

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.

A Lean Six Sigma implementation model based on Critical Success Factors

2017 ◽  
Author(s):  
Fernando Forcellini ◽  
Milton Pereira ◽  
Helio Aisenberg Ferenhof ◽  
Arthur Boeing Ribeiro
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Implementation Model ◽  
Model Based ◽  
Critical Success

Critical success factors of Lean Six Sigma deployment: a current review

2015 ◽  
Vol 6 (4) ◽  
pp. 339-348 ◽  
Author(s):  
Fairul Anwar Abu Bakar ◽  
Khairanum Subari ◽  
Mohd Amran Mohd Daril
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Success Story ◽  
Content Type ◽  
Critical Success ◽  
Improvement Methodologies ◽  
Practical Implications ◽  
A Current

Purpose – The purpose of this paper is to review and gather the latest critical success factors (CSF) of Lean Six Sigma (LSS) deployment and implementation into a comprehensive list of factors. Design/methodology/approach – The approach taken by authors in this study was to analyze the latest literature review starting 2010 onwards and focus on CSFs of LSS (not dedicated as Lean or Six Sigma) by excluding other improvement methodologies or initiatives, e.g. Lean, Six Sigma, TQM, TRIZ etc. Findings – Five significant CSFs were identified (initially 97 CSFs listed from 13 papers) out of nine groups/headers listed in clustering analysis using Affinity Diagram tool and new headers mapping. Practical implications – Most of the organisations were aware of the success story on LSS, but did not scrutinize or consider its CSFs. By knowing the outcome of this paper, it can help open eyes regarding readiness before implementing LSS. Originality/value – At the end of this paper, the authors tried to cluster the CSFs similarities that could intentionally provide the guidelines and references to industries/companies for successful deployment and implementation of LSS in future endeavours.

Identify critical success factors to implement integrated green and Lean Six Sigma

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mrigendra Nath Mishra
Keyword(s):  
Six Sigma ◽  
Critical Success Factors ◽  
Success Factors ◽  
Comparative Investigation ◽  
Subject Area ◽  
Lean Six Sigma ◽  
Lean Management ◽  
Content Type ◽  
Critical Success ◽  
The Subject

Purpose The purpose of this paper is analysis of Green and Lean Six Sigma, based on the success factors in its use through a well thought-out literature review, is being planned; a framework has been integrated in a productive manner with the Green and Lean and Six Sigma methods so as to incorporate and actualize the execution. Design/methodology/approach The methodology consists of comparative investigation of Green, Lean management and Six Sigma using open written work, essential analysis at data and master experience of the researchers. To achieve this goal, a significant review of the existing literature of the subject area has been done to prepare a framework in view of the critical success factors. A study was arranged and flowed survey from various businesses utilizing John’s Macintosh Project (JMP) statistical software. Findings The paper establishes the distinguishing proof of five success factors with their situational importance and shows that the integrated Green and Lean Six Sigma can drive the organizations to optimize their resources and cost of services or productions. Practical implications A Green and Lean Six Sigma organization would take profits by the use of the proposed framework in an alternate extent of organizations should be dynamic. The organizations should assess their shortcomings and qualities, set needs and perceive objectives for fruitful implementation. Originality/value Suggestions are being made regarding thoughts and methods that would constitute a Green and Lean Six Sigma organization. The suggested framework compare the method for improvements that may occur in organizations while implementation of the Green and Lean management or Six Sigma.

scholarly journals Quality improvements on creative industry by using Six Sigma: a study case

2018 ◽  
Vol 154 ◽  
pp. 01088
Author(s):  
Dwi Adi Purnama ◽  
Riadho Clara Shinta ◽  
Vembri Noor Helia
Keyword(s):  
Six Sigma ◽  
Textile Industry ◽  
Fuzzy Ahp ◽  
Creative Economy ◽  
Creative Industry ◽  
Quality Improvements ◽  
Sigma Level ◽  
Study Case ◽  
And Control ◽  
Hierarchy Process

Indonesia has several creative economy sectors that rapidly developed and potentially can be improved to 7% annually. One of them is textile industry specifically bag industry. This industry’s development could enhance the production of commodities and emerge other SMEs to initiate the similar field. Therefore, to raise its profit, customer’s satisfaction must be elevated by minimizing defected products. In order to support it, an improvement on production process is a must. This research employs Six Sigma methods integration with Fuzzy Analytical Hierarchy Process (Fuzzy AHP)-Failure Mode and Effect Anlysis (FMEA). Six Sigma is designated to analyze the level of products’ defect through Define, Measure, Analyze, Improve, and Control (DMAIC) stages and assess the factors that cause the defects by using Fuzzy AHP decision support system and FMEA in risk analysis on defect. The result of the research shows the shortage of defects that demonstrated by DPMO indicator and Sigma level. It is identified that the number of DPMO was being reduced from 20003.75 to 11185.73. While Six Sigma level demonstrated the enhancement from 3.61 to 3.86. Those suggest that the improvement solution provides has significant effect on the defects decreasing at the bag convection industry.

scholarly journals QUALITY IMPROVEMENT ON CERAMIC TILES PROUCTION PROCESS WITH SIX SIGMA METHOD (DMAIC) AT PT ARWANA CITRAMULIA

2018 ◽  
Vol 3 (2) ◽  
pp. 101
Author(s):  
Priskila Christine Rahayu ◽  
Vanesa Darvin
Keyword(s):  
Quality Improvement ◽  
Production Process ◽  
Six Sigma ◽  
Ceramic Tiles ◽  
Control Approach ◽  
Sigma Level ◽  
And Control

This study focused on quality improvement on ceramic tiles production process at PT Arwana Citramulia. This study used data defects for 12 months (May 2016 – April 2017) and only focus on one type of defect and it is chop corner. Six sigma with DMAIC (define, measure, analyze, improve, and control) approach was used to improve the process. Each step of DMAIC was conducted to carefully analyze and keep the process precisely. The ceramic tiles production process contains a number of 4375 products defects in million opportunities (DPMO), with sigma level of 4.13. In the improve step of DMAIC, FMEA form was used to propose some recommendations in order to improve the process, some of that that are provision of lubricant periodically by the operator, polishing on the surface of the liner to clean and clear, examination and maintenance periodically. Keyword : Quality, Six Sigma, DMAIC, Defects.

scholarly journals ANALISIS KECACATAN KEMASAN PRODUK OKKY JELLY DRINK PERISA BLACKCURRANT SEBAGAI UPAYA PERBAIKAN KUALITAS DENGAN METODE DMAIC PADA PT. TRITEGUH MANUNGGAL SEJATI

2019 ◽  
Vol 3 (1) ◽  
Author(s):  
Suharto Suharto ◽  
Keyword(s):  
Quality Control ◽  
Production Process ◽  
Six Sigma ◽  
Cause And Effect ◽  
Sigma Level ◽  
Quality Control Tool ◽  
And Control ◽  
Cause And Effect Diagram ◽  
Control Tool

Abstract This study aims to determine and identify the causes of defects in the production process of PT. Triteguh Manunggal Sejati and know the level of sigma level. This research uses the six sigma method with the DMAIC approach as a quality control tool, which includes the Define, Measure, Analyze, Improve and Control stages. Based on this study the results obtained are the level of sigma level at PT.Triteguh Manunggal Sejati is 4.96, which means that in the stage of sigma level the company has not reached the level of six sigma levels because in the production process at PT.Triteguh Manunggal Sejati still has product defects in the production process not yet achieved zero defect. The causes of product defects are based on cause and effect diagrams namely lid / seal defects are leaky lid, broken lid, and tilted lid. Kata kunci : Defect, Six Sigma, DMAIC, cause and effect diagram

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