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.

scholarly journals Effective implementation of ISO 50001 energy management system

2017 ◽  
Vol 9 ◽  
pp. 184797901769871 ◽  
Author(s):  
Leen G Mkhaimer ◽  
Mazen Arafeh ◽  
Ahmad H Sakhrieh
Keyword(s):  
Energy Management ◽  
Six Sigma ◽  
Management System ◽  
Price Volatility ◽  
Lean Six Sigma ◽  
Energy Management System ◽  
Effective System ◽  
The Right ◽  
And Control ◽  
Six Sigma Approach

Organizations are spending large amounts of money on their energy consumption. The scarcity of energy resources, along with their price volatility, has become a major concern for all industries. Consequently, the need for managing and conserving energy has recently gained larger attention. A good management always pursues savings opportunities with minimum investments; hence, establishing an energy management system can provide the right approach to detect opportunities and sustain improvements. This article proposes the Lean Six Sigma energy management model (LSS_EnMS) based on the framework of International Organization for Standardization (ISO) 50001 for energy management, supported by the LSS approach define, measure, analyse, improve and control (DMAIC). The LSS_EnMS model applies the DMAIC approach to the energy management process in companies and incorporates the needed tools to define system requirements, analyse energy data, establish a systematic approach to identify energy opportunities and finally to guarantee sustainable system improvements. The model has shown the compatibility of Six Sigma approach with the ISO 50001 framework and has provided guidelines for effective system implementation. A prominent pharmaceutical company in Jordan was taken as a case study to show the significance of this model, and how this approach can lead to valuable and advantageous results in terms of real case application.

scholarly journals The Lean Six Sigma Algorithm—A Pathway for Decreasing the Continuous Improvement Projects Failure Rate

Proceedings ◽  
2020 ◽  
Vol 63 (1) ◽  
pp. 47
Author(s):  
Karam Al-Akel ◽  
Liviu-Onoriu Marian
Keyword(s):  
Failure Rate ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Manufacturing Processes ◽  
Timely Manner ◽  
Improvement Project ◽  
Project Failures ◽  
Specific Order ◽  
Selection Of

Even if Lean and Six Sigma tools are available for large audiences, many of the continuous improvement projects fail due to the lack of a pathway that ensures appropriate results in a timely manner. We would like to address this universal issue by generating, testing and validating an algorithm that improves manufacturing processes in a controlled manner. With a selection of the most valuable set of tools and concepts implemented in a specific order, a guideline for successful project implementation is proposed. Decreasing the overall number of continuous improvement project failures is the main scope of our algorithm and suggested methodology.

The Peruvian furniture industry: an integration model for lean, Six Sigma and theory of constraints

2020 ◽  
Vol 11 (4) ◽  
pp. 333
Author(s):  
Carla Chavez ◽  
Karla Bazan ◽  
Juan Carlos Eyzaguirre ◽  
Edgar Ramos ◽  
Anshuman Neil Basu
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Theory Of Constraints ◽  
Furniture Industry ◽  
Integration Model

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.

scholarly journals LEAN SIX SIGMA: MULTIPLE CASE STUDY

2018 ◽  
Vol 9 (1) ◽  
pp. 74
Author(s):  
Orlando Roque Da Silva ◽  
Alessandro Marco Rosini ◽  
Arnoldo J H Guevara ◽  
Angelo Palmisano ◽  
Delvio Venanzi
Keyword(s):  
Six Sigma ◽  
Lean Manufacturing ◽  
Lean Six Sigma ◽  
Value Stream Mapping ◽  
Exploratory Research ◽  
Value Stream ◽  
Multiple Case ◽  
Mapping Techniques ◽  
And Control

Lean Six Sigma is a management focused on quality and productive performance in operating systems. This article discusses the foundations of this methodology through of two different conceptions of management, Lean Manufacturing and Six Sigma. First of the article explain the DMAIC (define measure, analyze, improve and control) and their respective phases, after the Lean philosophy with the sipoc and value stream mapping techniques. The article aims to show integration of these two conception and their results. The methodology consisted in a theory was based on a literature search an exploratory research which consisted of three case studies in differences companies located in Sorocaba, São Paulo. In this article studies the applying of Lean Six Sigma and its results.

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.                                                                                                                                                

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 An analysis on the improvement of system for proof of delivery

2021 ◽  
Vol 10 (3) ◽  
pp. 53-64
Author(s):  
Aliya Dharaningtyas ◽  
Adirizal Nizar
Keyword(s):  
Telecommunication Network ◽  
Standard Operating Procedure ◽  
Lean Six Sigma ◽  
Third Party ◽  
Telecommunications Infrastructure ◽  
Logistics Company ◽  
Soft Copy ◽  
Speed Up ◽  
And Control ◽  
Administrative Tasks

The delivery system for Base Transceiver System (BTS) to strengthen the telecommunication network throughout Indonesia maritime country is needed to speed up the process due to uneven distribution of sufficient telecommunications infrastructure. PT. Gunadhya Rajawali Logistik (GRL) is a third-party logistics company that focuses on transportation and warehouse management and delivery for telecommunication equipment tools. Unfortunately, in delivering BTS installation part throughout Indonesia, PT. GRL received several warning letters and had to pay a penalty from one of customers, for being late in reporting the delivery proof. This study aims to analyze the root causes of late submission of Soft Copy of Proof of Delivery (SCPOD) to avoid penalty given by the customer and determine suitable solutions to improve the process. The approach used in this study is lean six sigma with the help of Define, Measure, Analyze, Improve, and Control (DMAIC) roadmap. According to the interview with the employees related, the root causes of late submission of SCPOD are irresponsible drivers, indiscipline drivers in carrying out deliveries, and lack of data management in the transportation system. To be able to solve this problem, several proposed solutions can be applied. The proposed solutions to overcome the root causes that should be applied by the company are to hire a document control, retraining the Standard Operating Procedure (SOP) for drivers, utilize transportation management system application, and apply incentive systems for drivers. In the future, it is recommended for PT. GRL to have a minimum standard in recruiting the drivers for example only recruit who possess a minimum of high school education to ease the completion of administrative tasks.  

Employees factors importance in Lean Six Sigma concept

2016 ◽  
Vol 28 (5) ◽  
pp. 774-785 ◽  
Author(s):  
Vesna Spasojevic Brkic ◽  
Branislav Tomic
Keyword(s):  
Supply Chain ◽  
Six Sigma ◽  
Structural Equation ◽  
Lean Six Sigma ◽  
Future Research ◽  
Content Type ◽  
And Control ◽  
Future Work ◽  
Response Variables

Purpose – Lean management and Six Sigma concepts are derived from two different points of view, but it is evident that the role of employees is crucial in both concepts. The purpose of this paper is to survey which employees’ behaviour dimensions can lead organization to better concepts integration and how Lean Six Sigma activity contributes to employees’ performance. Design/methodology/approach – Research methodology is designed to empirically check, on large sample of companies in multinational company supply chain, if employees’ factors are both predictor and response variables of Lean Six Sigma concept. To check stated hypothesis factor, reliability and multiple regression analysis are used. Findings – The first finding of this study is that reward system and training are significant predictors of Lean Six Sigma activities. The second part of findings shows that Lean Six Sigma dimensions, such as Define, Measure, Analyze, Improve, and Control/Define, Measure, Analyze, Design, and Validate, 5S and Kanban positively influences employees’ performance, described by employee satisfaction, absenteeism, salaries and benefits, employees’ commitment and employee turnover rate. Research limitations/implications – Poka-Yoke application is not found as a significant predictor of employees’ performance. Accordingly, to explore that interesting finding, possible future research topic is more detailed analysis of Poka-Yoke application in similar supply chains. A longitudinal analysis using structural equation is possible direction of future work, too. Practical implications – This survey answers the need for Lean and Six Sigma unified methodology achievement in soft factors area and gives applicable results for companies in supply chain that produces low-volume, high-complexity products. Originality/value – Original and valuable conclusion is that employees’ factors are both predictor and response variables of Lean Six Sigma concept application.

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