scholarly journals Implementation of Lean Six Sigma for production process optimization in a paper production company

2021 ◽  
Vol 14 (3) ◽  
pp. 661
Author(s):  
Adefemi Adeodu ◽  
Mukondeleli Grace Kanakana-Katumba ◽  
Maladzhi Rendani
Keyword(s):  
Production Process ◽  
Real Time ◽  
Six Sigma ◽  
Production Line ◽  
Lean Six Sigma ◽  
Production Performance ◽  
Paper Production ◽  
Time Problem ◽  
Production Company ◽  
Cycle Efficiency

Purpose: This study aimed at implementing lean six sigma to evaluate the productivity and manufacturing waste in the production line of a paper companyMethodology/Approach: The study is a case study in nature. The method illustrates how lean six sigma (LSS) is used to evaluate the existing production process in a paper production company with focus on productivity and manufacturing waste. The study considered a real-time problem of customer’s dissatisfaction. The gathered data is based on machine functionality (up time, down time and cycle time); materials and labour flow at every process stages of the production line. The optimization of the production process was based on lean tools like value stream mapping, process cycle efficiency, Kaizen, 5S and pareto chartFindings: Based on lean six sigma application, it was discovered that the present production performance was below standard and more manufacturing wastes were generated. The present productivity and manufacturing wastes are reported as low process cycle efficiency (23.4 %), low takt time (4.11 sec), high lead time (43200sec), high number of products not conforming to six sigma values, high down time (32.64 %) and excess labour flow (33). After the implementation of the lean six sigma tools for certain period of time, there are lots of improvements in the production line in terms of all the parameters considered.Research Limitation/ Implications:  The study has demonstrated an application of lean six sigma in the case of solving real-time problems of productivity and manufacturing wastes which have a direct implication on customer’s satisfaction. The lesson learned and implications presented can still be further modeled using some lean based software for validityOriginality/Value: The study has contributed to the body of knowledge in the field of LSS with focus to process based manufacturing, unlike most literature in the field concentrate more on discrete based manufacturing.   

scholarly journals The use of the SMED method in improvement of production enterprises

2019 ◽  
Vol 132 ◽  
pp. 01022
Author(s):  
Joanna Stuglik ◽  
Zofia Gródek-Szostak ◽  
Danuta Kajrunajtys
Keyword(s):  
Production Process ◽  
Production Line ◽  
Production Lines ◽  
Carbonated Drinks ◽  
Glass Bottles ◽  
Production Company

The aim of the paper is to present the results of introducing the SMED method on one of the production lines in a selected production company. For the purposes of this study, a single bottling line for filling 200 ml and 250 ml glass bottles with carbonated drinks was selected. Upon analyzing the process of mixer washing in terms of time, it was shown that in individual steps, the total single washing time was 5 hours 3 minutes on average, which accounted for about 19% of the total retooling of the production line. However, after using the SMED method, this process has taken 3 hours 50 minutes. Thus, a saving of 1 hour 13 minutes was obtained after shortening the retooling, which allowed to extend the production process.

Integrating Lean Six Sigma in the daily operations of an ICU to achieve safe, quality patient care.

2016 ◽  
Vol 34 (7_suppl) ◽  
pp. 230-230
Author(s):  
Ann Marquis ◽  
Jacqueline Magurn ◽  
Joanne McGovern ◽  
Michelle Jetter ◽  
Sarah Beadling ◽  
...  
Keyword(s):  
Patient Care ◽  
Six Sigma ◽  
Journal Club ◽  
Lean Six Sigma ◽  
Thromboembolism Prophylaxis ◽  
Daily Production ◽  
Quality Patient Care ◽  
Journal Clubs ◽  
Time Problem ◽  
Team Alignment

230 Background: Developing and maintaining a culture of safety and quality in delivering patient care is critical in the intensive care unit (ICU) especially an oncology ICU. Incorporating the Lean Six Sigma program into daily operations of the ICU achieves, simplifies, and sustains continuous improvement in the delivery of safe quality patient care. This program engages the ICU team through visual management of quality, safety, and budget indicators including medication scanning, falls, sharps exposure, infection prevention including blood stream, catheter, hospital and ventilator acquired pneumonias, venous embolism prevention, and staffing compliance. Methods: The initiative focused on stakeholder development to increase professional certifications, improve engagement through development and implementation of educational events, and enhance participation in monthly journal club. Discussion of evidence-based research projects aligned each shift with data, metrics, and outcomes. Cost containment through charge capture, reduction in wasted supplies, and appropriate level of care order was implemented. With the support of Lean Six Sigma, the lean daily management board came to life each shift. Results: Outcomes included medication scanning rates increasing from 94% to 99.5%. Hospital acquired infection and pressure ulcer rates remained 0%. Venous thromboembolism prophylaxis rates increased form 77% to 100%. Staffing compliance increased from 90% to 100%. The number of chemotherapy certified nurses increased from 56% to 71%. The number of nurses with specialty certification improved from 28% to 47%. Stakeholders engaged in 32 professional educational events, and 12 journal clubs were led by the ICU nurses. Product charge capture began at $0 ending in an average of $1342 per month from 0% charge capture to 100% charge capture each month. Conclusions: Team alignment around daily production, patient flow, and staff development enables real-time problem solving around the daily issues of safety, quality, productivity, and stakeholder development. In this oncology critical care unit it has not only enhanced daily communication but every twelve hour shift engagement as well.

Using Lean-Sigma for the Integration of Two Products During a Ramp-Up Event

2020 ◽  
pp. 954-976
Author(s):  
Noe Alba-Baena ◽  
Francisco J. Estrada ◽  
Oswaldo Omar Sierra Torres
Keyword(s):  
Statistical Analysis ◽  
Production Process ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Production Line ◽  
Lean Manufacturing ◽  
New Product ◽  
Quality Level ◽  
Manufacturing Environment ◽  
Improvement Methodologies

Keeping up the quality level in in a manufacturing environment has become an issue when trying to start the production of a new product which is in a ramp-up stage into a running production line ramp-down model. If production of the old model is ended too fast will make shortages in the customer supply, and will have excessive inventory numbers of the newer product. Trying the re-design in a production line to keep building the old model while incorporating the newer tends to create an undesirable impact on quality and productivity. Nowadays, continuous improvement methodologies like Lean and Six Sigma are used to solve this challenge. While Lean Manufacturing tends to be efficient for quick fixes, Six Sigma works better when there is plenty of time to conduct deeper statistical analysis. This chapter describes a combination of Lean Manufacturing speed with the Six Sigma analysis' power. Combined to maintain the quality and productivity of a production process during such conditions.

Application of Lean Six Sigma framework for improving manufacturing efficiency: a case study in Indian context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Astha Sharma ◽  
Neeraj Bhanot ◽  
Ajay Gupta ◽  
Rajeev Trehan
Keyword(s):  
Simulation Model ◽  
Six Sigma ◽  
Production Line ◽  
Manufacturing Industry ◽  
Lean Six Sigma ◽  
Expected Improvement ◽  
Batch Size ◽  
Value Stream Mapping ◽  
Content Type ◽  
Value Stream

PurposeThis study aims to utilize DMAIC methodology along with value stream mapping and other Lean Six Sigma tools in a major automobile light manufacturing industry to reduce defect rates and increase production capacity in their manufacturing line. The study also proposes a modified framework based on lean principles and FlexSim to identify and reduce waste in the selected industry.Design/methodology/approachA Lean Six Sigma modified framework has been deployed with DMAIC to reduce the defect rate and increase the production rate. Various tools like value stream mapping, brainstorming, Pareto charts, 5S, kanban, etc. have been used at different phases of DMAIC targeting wastes and inventory in the production line. Also, a simulation model has been utilized for the automobile light manufacturing industry to improve the machine utilization time with varying batch sizes.FindingsThe results of the study indicated a 53% reduction in defect rates. Thus, there would be an expected improvement in sigma value from 3.78 to 3.89 and a reduction in defects per million opportunities (DPMO) from 11,244 to 8,493. Additionally, simulation model using FlexSim was developed, and the optimum ordering batch size of raw material was obtained. It was also analyzed that idle time for various stations could be reduced by up to 30%.Practical implicationsThe utilized framework helps identify defects for managers to increase production efficiency. The workers, operators and supervisors on the production line also need to be trained regularly for identifying the areas of improvement.Originality/valueThe modified Lean Six Sigma framework used in this study includes FlexSim simulation to make the framework robust, which has not been used with LSS tools in the literature studied. Also, the LSS finds very less application in the manufacturing domain, considering which this study tends to add value in existing literature taking a case of an automobile light manufacturing industry.

Improvement of Production Line Layout Using Arena Simulation Software

2013 ◽  
Vol 446-447 ◽  
pp. 1340-1346 ◽  
Author(s):  
Mohd Azrin Bin Mohd Said ◽  
Napsiah Binti Ismail
Keyword(s):  
Production Line ◽  
Manufacturing System ◽  
Simulation Modelling ◽  
Simulation Software ◽  
Production Performance ◽  
The Real ◽  
Factory Production ◽  
Manufacturing System Design ◽  
Improved Model ◽  
Production Company

This paper analyses the production line layout of the manufacturing system design to identify the key performance and to improve the production performance of a bicarbonate beverage production company by using simulation modelling approach. Due to our approach, a simulation model of the real production line layout and new improved production line layout was developed. The key performance indicators of the manufacturing system were evaluated using Arena software. The analysis of the indicator values revealed an improvement within new improved model compare to the real production line layout. The percentage errors for simulation of actual model with new improved model give an improvement percentage of 3.91% for Model A and 44.1% for Model B. All models that have been developed in this research by using the Arena software were also being validated. On the basis of these findings, factory production line layout can be simulated by using the Arena software that enhances the result for further improvement.

Lean Six Sigma in consumer banking – an empirical inquiry

2019 ◽  
Vol 36 (8) ◽  
pp. 1345-1369 ◽  
Author(s):  
Vijaya Sunder M. ◽  
L.S. Ganesh ◽  
Rahul R. Marathe
Keyword(s):  
Project Management ◽  
Real Time ◽  
Six Sigma ◽  
Academic Research ◽  
Selection Criterion ◽  
Lean Six Sigma ◽  
Future Research ◽  
Content Type ◽  
Managerial Implications ◽  
Practical Implications

Purpose The evolution of Lean Six Sigma (LSS) within the operations management theory has enjoyed significant success in both manufacturing and services. Though the applicability of LSS is evident in the services sector through various publications, academic research on the use of LSS in the Banking and Financial Services (BFS) is limited, and hence deserves greater attention. The purpose of this paper is to illustrate the application of LSS in consumer banking in real-time setting. Design/methodology/approach A case study method is used to study the application of LSS in two consumer banks with stage 1 featuring identification of appropriate consumer banks where LSS projects could be undertaken, and suitable LSS readiness assessment was performed. In stage 2, LSS project opportunities were identified in the select banks through stakeholder engagement. Finally, in stage 3, LSS projects were executed for process improvements in a real-time setting. Findings The case studies provide evidence of the successful application of LSS in consumer banking and the associated multiple benefits. The extent of applicability and appropriate managerial implications in project management context are elaborated. An LSS project selection criterion is recommended as a part of the study. Further, the study explains five important managerial implications in BFS context, with an outlook for future research. Research limitations/implications Practitioner research shows that BFS organizations have changed their ways of working by adapting LSS over the last decade. However, the academic research concerning the applicability of LSS in BFS is apparently limited, and none of these are specific to “consumer banking.” This study serves as a strong foundation for future research in this area, which is at its nascence and upcoming in the researchers’ community. However, strong generalizations should not be made as this study is limited to two cases. Practical implications Since the cases are executed in the real-time setup of consumer banks, the paper has several practical implications. First, the paper confirms the applicability of LSS in consumer banking and concludes that LSS project management is merely a sub-set of LSS deployment. Second, LSS needs to be understood using a “systems thinking” perspective in order to move away from a narrow project-only approach. An LSS project selection criterion is recommended as a part of the study, which could serve as a managerial resource. Other managerial implications include effective management of stakeholders and change leadership as essential elements of LSS project management in banks. Originality/value LSS has been successful in the past few decades in the manufacturing and service sectors. However, its application in BFS is limited. This study illustrates the applicability of LSS in consumer banks, which deals with high volumes of data, customer bases and associated financial transactions.

scholarly journals Clarisa Product Quality Control Using Methods Lean Six Sigma and Fmeca Method (Failure Mode And Effect Cricitality Analysis) (Case Study: Pt. Maspion Iii)

2021 ◽  
Vol 4 (1) ◽  
pp. 47-56
Author(s):  
Achmad Rifki Andriansyah ◽  
Wiwik Sulistyowati
Keyword(s):  
Quality Control ◽  
Production Process ◽  
Product Quality ◽  
Failure Mode ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Qualitative Approaches ◽  
Criticality Analysis ◽  
A Company

PT. Maspion III is a company engaged in household appliances products, In carrying out its production process activities PT. Maspion III experiences various problems. Clarisa products are products that are found reject or defective. because it is caused by suboptimal quality control. This can be seen from the number of reject or defect products. This study aims to determine the type of waste that causes defects, determine the capability of the production process, and provide recommendations for improvement in the production process. The research methods are quantitative and qualitative approaches to lean six sigma and yang and FMECA (Failure Mode and Effect Criticality Analysis). lean six sigma is a systemic and systematic approach to identifying and eliminating waste. FMECA (Failure Mode and Effect Criticality Analysis) is used as a reference for companies to take corrective actions to identify product critical points in the production process. The results obtained are waste that affects product quality, namely waste defect, there are two highest defects, namely floi with a cumulative presentation of 51% and a breakage of 65%. In August the capability process is 1.5012, In September the capability process is 1.6818, In October the capability process is 1.3727, In November the capability process is 1.4275, In December the capability process is 1.4366

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