Prioritizing Lean Six Sigma Efforts Using Bayesian Networks

2014 ◽  
pp. 77-91
Author(s):  
Yanzhen Li ◽  
Rapinder S. Sawhney ◽  
Joseph H. Wilck IV
Keyword(s):  
Six Sigma ◽  
Probabilistic Inference ◽  
External Environment ◽  
Lean Six Sigma ◽  
Systematic Evaluation ◽  
Competitive Advantages ◽  
Graphical Approach ◽  
Production Processes ◽  
Proposed Model ◽  
Manufacturing Organizations

In order to retain competitive advantages, many manufacturing organizations have applied Lean Six Sigma techniques to improve production processes. The general approach for implementing Lean Six Sigma is to perform various projects to tackle specific problems or areas. However, with the manufacturing system and its external environment becoming more and more complex, it is simply not possible to solve all the problems given the limited resources. The purpose of this chapter is to develop a model that provides a systematic evaluation for potential opportunities to enhance the effectiveness of Lean Six Sigma. Deriving from the Bayesian Network methodology, the proposed model combines a graphical approach to represent cause-and-effect relationships between events of interests and probabilistic inference to estimate their likelihoods in the area of process improvement. The developed model can be used for assessing the problems associated with Lean Six Sigma initiatives and prioritizing efforts to solve these problems.

Applying Bayesian Network Techniques to Prioritize Lean Six Sigma Efforts

2013 ◽  
Vol 4 (2) ◽  
pp. 1-15 ◽  
Author(s):  
Yanzhen Li ◽  
Rapinder S. Sawhne ◽  
Joseph H. Wilck
Keyword(s):  
Bayesian Network ◽  
Process Improvement ◽  
Six Sigma ◽  
Manufacturing System ◽  
Lean Six Sigma ◽  
Limited Resources ◽  
Systematic Evaluation ◽  
Competitive Advantages ◽  
Proposed Model ◽  
Manufacturing Organizations

In order to retain competitive advantages, many manufacturing organizations have applied Lean Six Sigma techniques to improve production processes. The general approach for implementing Lean Six Sigma is to perform various projects to tackle specific problems or areas. However, with the manufacturing system and its external environment becoming more and more complex, it is simply not possible to solve all the problems given the limited resources. The purpose of this study is to develop a model that provides a systematic evaluation for potential opportunities to enhance the effectiveness of Lean Six Sigma. Deriving from the Bayesian Network methodology, the proposed model combines a graphical approach to represent cause-and-effect relationships between events of interests and probabilistic inference to estimate their likelihoods in the area of process improvement. The developed model can be used for assessing the problems associated with Lean Six Sigma initiatives and prioritizing efforts to solve these problems.

scholarly journals Commercial Banks Versus BPR: Advantages Based On Perception, Hope And Customer Interest

2017 ◽  
Vol 1 (2) ◽  
pp. 102-112
Author(s):  
Hesti Budiwati
Keyword(s):  
Competitive Advantage ◽  
Six Sigma ◽  
Commercial Banks ◽  
Public Trust ◽  
Lean Six Sigma ◽  
Point Of View ◽  
Competitive Advantages ◽  
Public Funds ◽  
Different Types ◽  
Six Sigma Approach

Commercial banks and Bank Perkreditan Rakyat are two different types of banks whose existence in society aims to raise and channel public funds to improve people's lives. The facts show that there is a sharp competition between the two types of banks in terms of gaining public trust to become bank customer but although these two types of banks are different but still able to develop well in society. This study aims to identify the factors that become competitive advantage at Commercial Banks and Bank Perkreditan Rakyat from the customer's point of view based on customers' perceptions, expectations and interests so banks can determine competitive strategy. The approach used in this research is Lean Six Sigma approach with a sample of 60 respondents consisting of 30 customers of Commercial Banks and 30 customers of Bank Perkreditan Rakyat. Respondents will be asked to respond to research instruments based on their perceptions, expectations and interests. The results of the study there are five competitive advantages in Commercial Banks (1) promotions made, (2) reward appeal, (3) saving security, (4) cleanliness and comfort of the room, (5) friendliness, courtesy and neatness. Bank Perkreditan Rakyat obtained competitive advantage that is (1) cleanliness and comfort of the room,(2) ability and alertness of the officers, (3) friendliness, courtesy and neatness, (4) saving security, (5) familiarity  of the officer with the customer. In addition there are similarities there are interesting differences that is on the excellence of promotional activities and the attractiveness of prizes at Commercial Banks. and the familiarity of officers with customers at Bank Perkreditan Rakyat.

Analyzing the Lean Six Sigma enabled organizational performance to enhance operational efficiency

2020 ◽  
Vol 27 (8) ◽  
pp. 2401-2434
Author(s):  
Shruti J. Raval ◽  
Ravi Kant ◽  
Ravi Shankar
Keyword(s):  
Organizational Performance ◽  
Six Sigma ◽  
Role Model ◽  
Operational Efficiency ◽  
Lean Six Sigma ◽  
Optimum Level ◽  
Content Type ◽  
Efficient Organization ◽  
Manufacturing Organizations ◽  
The Impact

PurposeThe aim of this analysis is to review the Indian manufacturing organizations practicing Lean Six Sigma (LSS) tools/techniques with an objective of monitoring the performance of an organization and to develop recommendation for strategies to benchmark organizational operational efficiency.Design/methodology/approachThis study offers insights of the LSS performance measurement aspects of the Indian manufacturing organizations based on Data envelopment analysis (DEA) approach. The five inputs and two outputs are considered on the basis of literature review and discussed with the practitioners.FindingsIn this analysis, the relative efficiency score of 18 Indian manufacturing organizations has been determined in order to assist evaluation of the impact of monetary investment on the outputs. The present analysis not only investigates the optimum level of input variables but also lays down a significant observation that an organization having higher profit and inventory turnover ratio is not necessarily an efficient organization.Practical implicationsThe results assist to determine the best practice units, potential source of inefficiency and deliver beneficial data for the consistent enhancement of the operational efficiency. The DEA results assist managers and decision makers to derive appropriate strategies to enhance their performance with reference to the efficient organization and to regard it as their role model.Originality/valueThis analysis renders a DEA based framework of LSS practicing Indian manufacturing organizations. The framework is unique in terms of its input-outputs variable selection and measurement procedure.

Evaluating critical failure factors for implementing sustainable lean six sigma framework in manufacturing organization

2020 ◽  
Vol 11 (6) ◽  
pp. 1083-1118 ◽  
Author(s):  
Vikas Swarnakar ◽  
Anil Kr Tiwari ◽  
A.R. Singh
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Structured Model ◽  
Content Type ◽  
Solution Approach ◽  
Manufacturing Organizations ◽  
Manufacturing Organization ◽  
Case Organization ◽  
Failure Factors

Purpose The purpose of this study is to identify, evaluate and develop a structured model to measure the interrelation between critical failure factors (CFFs) that affects the implementation of the sustainable Lean Six Sigma (SLSS) framework in a manufacturing organization. Further solution approaches have been provided that inhibit those CFFs and help in successful implementation of the framework. Design/methodology/approach To find the interrelation among the selected CFFs and develop a systematic structured model, a total interpretive structural modeling (TISM) approach has been used. A 13-level model for selected CFFs has been formed after the application of the TISM approach. Further classification of CFFs has been performed for a better understanding of their nature through MICMAC analysis. Findings A total of 26 SLSS CFFs have been identified through a detailed study of case organization, various literature reviews and experience of panel experts toward developing a systematic model of CFFs. The solution approach has been provided by panel experts based on their industrial experiences after observing the role of CFFs in the developed model. Based on the analysis, it was found that most dependent and dominant CFFs affect the implementation of the SLSS framework in the case organization. Practical implications This study helps SLSS practitioners, project managers, decision-makers and academicians of manufacturing industries to a better understanding of the failure factors and their interrelations while implementing the SLSS framework in manufacturing organizations. This study also guides the systematic solution approach which helps in tackling such problems that occurred in manufacturing organizations. Originality/value In this study, the TISM-based structural model of CFFs for implementing the SLSS framework in manufacturing organizations has been proposed which is a very new effort in the area of a manufacturing environment.

Development of structural equation model for Lean Six Sigma system incorporated with sustainability considerations

2020 ◽  
Vol 11 (4) ◽  
pp. 687-710 ◽  
Author(s):  
Ben Ruben R. ◽  
S. Vinodh ◽  
Asokan P.
Keyword(s):  
Organizational Performance ◽  
Six Sigma ◽  
Structural Equation ◽  
Structural Model ◽  
Sustainable Manufacturing ◽  
Measurement Model ◽  
Lean Six Sigma ◽  
Equation Modeling ◽  
Content Type ◽  
Manufacturing Organizations

Purpose The study aims to describe the development of a structural measurement model using structural equation modeling technique to validate the association that exists between Lean Six Sigma (LSS) and sustainable manufacturing strategies. Design/methodology/approach Both LSS and sustainable manufacturing aim at improving the firm’s business competitiveness which forms a strategic link that benefits the manufacturing organizations. The study aims to investigate the relationship among constructs that leads to operational excellence while deploying LSS and sustainable manufacturing strategies in organizations. Findings Empirical data needed for the study are collected from experts belonging to various industries that are implementing both LSS and sustainable manufacturing practices. Later statistical estimates (hypotheses) are being formulated to confirm the developed measurement model. Based on the obtained results after analysis of the structural model, the statistical estimate is either being accepted or rejected. Results of this study reveal that there exists a strong correlation between LSS and sustainable manufacturing factors that leads to organizational performance. Research limitations/implications Additional indicators could be included to deal with technological advancements in sustainable manufacturing. Practical implications The study has been done with regard to Indian automotive component manufacturing organizations scenario. Hence, the inferences derived have practical relevance. Originality/value The development of structural model for the Lean Six Sigma system with sustainability considerations is the original contribution of the authors.

A conceptual examination of Lean, Six Sigma and Lean Six Sigma models for managing waste in manufacturing SMEs

2020 ◽  
Vol 17 (1) ◽  
pp. 20-32 ◽  
Author(s):  
Harsimran Singh Sodhi ◽  
Doordarshi Singh ◽  
Bikram Jit Singh
Keyword(s):  
Six Sigma ◽  
Lean Manufacturing ◽  
Lean Six Sigma ◽  
Shop Floor ◽  
Content Type ◽  
Manufactured Products ◽  
Manufacturing Organizations ◽  
Scrap Reduction ◽  
Manufacturing Organization

Purpose The purpose of this paper is to examine and evaluate various Lean, Six Sigma and Lean Six Sigma (LSS) models proposed by various researchers, which have been implemented in manufacturing organizations. Design/methodology/approach The present study has followed three major steps in methodology. In the first step, pooling of various research articles has been done, followed by development of the primary results. At the final step, analysis and development of the LSS model have been performed. Findings This paper evaluated and examined various models of Lean Manufacturing, Six Sigma and LSS and developed an advanced LSS model that can be deployed in any manufacturing organization with the purpose of scrap reduction. Originality/value The findings of this study will assist shop floor managers to implement an LSS model in their organizations, which can effectively reduce the waste and enhance the overall productivity and quality of the manufactured products.

Lean six sigma project management – a stakeholder management perspective

2016 ◽  
Vol 28 (1) ◽  
pp. 132-150 ◽  
Author(s):  
Vijaya Sunder M.
Keyword(s):  
Project Management ◽  
Six Sigma ◽  
Financial Services ◽  
Stakeholder Management ◽  
Phase 1 ◽  
Lean Six Sigma ◽  
Project Managers ◽  
Service Industries ◽  
Content Type ◽  
Proposed Model

Purpose – The purpose of this paper is to understand the success of Lean Six Sigma (LSS) in banking and financial services industry and to develop a structured stakeholders management model for successful LSS project management. Design/methodology/approach – A two-phase methodology is used. Phase 1 establishes the literature to understand two key process improvement methodologies – Lean and Six Sigma and to derive synergies by their combination leading to success in banking and financial services. The literature also helps to recognize the importance of stakeholder management in LSS projects and to understand how it helps in accelerating change in organizations. Phase 2 of the methodology is based on the interviews conducted by 56 global LSS project managers. This is to understand the practical challenges faced by the LSS project managers in banking and financial services tying back to the existing literature. Findings – The paper identifies the possible opportunities for structured stakeholder management across different phases of Define-Measure-Analyze-Improve-Control (DMAIC) project flow. The first of this kind, “Inform-Involve-Influence” model has been developed based on the understanding from literature and conclusions from the interviews conducted. The proposed model highlights the different set of stakeholders involved in LSS projects and their role in the project. The model also helps categorizing the stakeholders based on the DMAIC phases. Research limitations/implications – The paper is limited to readymade use in banking and financial service environments for LSS projects. However the paper sets a platform for further research to customize the proposed model for other service industries. Practical implications – The model proposed as part of the paper helps project managers to inform, involve and influence different set of stakeholders at different phases of the DMAIC flow. The model leaves an opportunity for further research and customization for other service industries outside the banking and financial services space like hospitality, government, heath care, etc. Benefits and limitations of the model were presented as part of the paper. Originality/value – The paper is the original work contributed by the author. Both the survey findings and the model developed are author’s original contribution for both academicians and corporate professionals.

Lean Six Sigma effect on Jordanian pharmaceutical industry’s performance

2019 ◽  
Vol 10 (1) ◽  
pp. 23-43 ◽  
Author(s):  
William Hanna Alkunsol ◽  
Abdel-Aziz Ahmad Sharabati ◽  
Nidal Amin AlSalhi ◽  
Hamza Sultan El-Tamimi
Keyword(s):  
Pharmaceutical Industry ◽  
Six Sigma ◽  
Business Performance ◽  
Manufacturing Industry ◽  
Lean Six Sigma ◽  
Pharmaceutical Manufacturing ◽  
Future Research ◽  
Content Type ◽  
Manufacturing Organizations ◽  
Strong Relationships

Purpose This study aims to investigate the effect of Lean Six Sigma elements on the Jordanian Pharmaceutical Manufacturing organizations’ business performance. Design/methodology/approach Data were collected from 120 managers out of about 300 managers by means of questionnaire. After confirming normality, validity and reliability of the study tool, correlation analysis was carried out, and then multiple regressions were used to test the hypotheses. Findings The results show that there is an agreement on high implementation of Lean Six Sigma variables among Jordanian Pharmaceutical Manufacturing organizations; there are strong relationships among Lean Six Sigma variables, except between non-utilized talent and transportation; there are strong relationships between Lean Six Sigma variables and business performance. All Lean Six Sigma variables have effect on business performance, except extra processing and waiting time. Research limitations/implications This study was carried out on the pharmaceutical industry in Jordan, generalizing results of one industry and/or one country to other industries and/or countries may be questionable. Extending the analyses to other industries and countries represents future research opportunities. Practical implications Implementing Lean Six Sigma variables in all Jordanian Pharmaceutical Manufacturing organizations can improve their business performance; also, it can be applied to other manufacturing industry. Social implications The aim of all organizations is to reduce waste, which leads to reserve the natural resources, which is considered as a corporate social responsibility. Originality/value Only few studies related to Lean or Six Sigma have been carried out in pharmaceutical industry in Jordan. Therefore, this study might be considered as an initiative study, which studies the effect of both Lean and Six Sigma on pharmaceutical industry in Jordan.

Combined Usage of Theory of Constraints, Lean and Six Sigma in Quality Assurance of Manufacturing Processes

2015 ◽  
Vol 637 ◽  
pp. 21-26 ◽  
Author(s):  
Lesya Demchuk ◽  
Roman Baitsar
Keyword(s):  
Quality Assurance ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Theory Of Constraints ◽  
Manufacturing Processes ◽  
Production Processes ◽  
Significant Damage ◽  
Effective System ◽  
Speed Up ◽  
And Control

Classic intention, which pursues the management of any company – is to improve the quality and competitiveness of its own production, aiming at the end to speed up the receiving of profit. Such an implementation is primarily made possible by optimizing production processes. The manufacturing processes are influenced by various factors that may lead to deviations from the process requirements. Management of processes is needed to counteract such change in the process.Processes that are not managed, can lead to the production of a large number of defective products earlier before the detection of nonconformity, causing significant damage and lead to disruption of production schedules. It is important to develop an effective system of management and control, capable of detecting variations in the process as early as possible so you can take corrective action before it is produced by a large number of defective products. To optimize production processes in quality assurance the following systems have been known as Theory of Constraints, Lean, Six Sigma. Typically, these systems are used separately. However, their combination and comprehensive utilization can be more efficient and can give a much better result.As a rule, first by using Theory of Constraints (TOC) the bottleneck is defined – weak area, which is an obstacle of improving of the quality and efficiency of the company and profit increasing. Then Lean tools manage this area. And the next phase includes Six Sigma, which allows you to receive a significant increase in the effectiveness and efficiency of production and profit.Each of these techniques is unique and their complex usage is important in managing the quality of processes and products.

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