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.

The Application of Lean Six Sigma Methodology in Execution Process, Management and Attribution of Maintenance Activities

2014 ◽  
Author(s):  
Robson Ferreira de Souza ◽  
Luciane G. Tomaz ◽  
Vicente J. C. Real ◽  
Tatiana Malafaia Cardoso
Keyword(s):  
Natural Gas ◽  
Cultural Change ◽  
Six Sigma ◽  
Process Management ◽  
Action Plan ◽  
Lean Six Sigma ◽  
Workforce Training ◽  
Improvement Project ◽  
Six Sigma Methodology ◽  
Market Solutions

One of any company’s major assets is information and there is no information without data. In this regard, there are numerous market solutions for maintenance data records. At times, data quality is not satisfactory and this prevents obtaining information, thus jeopardizing reliability of the assets, affecting efficacy of a company’s management decisions and causing serious problems. This article aims to explain the use of the six sigma methodology to improve quality in maintenance records in the Natural Gas Department of Transpetro. To this end, the Maintenance Record Improvement Project was created, which involved plotting the execution process and maintenance records, development of portable tools for field records, redefining execution and management of routine maintenance processes, workforce training and cultural change. The article demonstrates how improvement opportunities were identified, mapping and measuring gaps, analysis of needs jointly with ways for treating them and preparing the action plan to prioritize the correction of deviations. In order to control the process, an indicator was developed to monitor progress in the quality of completing the records in the diverse Work Centers in the Transpetro Natural Gas Department (DGN) maintenance area.

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.

Critical review of literature on Lean Six Sigma methodology

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anand S. Patel ◽  
Kaushik M. Patel
Keyword(s):  
Critical Review ◽  
Six Sigma ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Research Field ◽  
Content Type ◽  
Entry Level ◽  
Critical Success ◽  
Six Sigma Methodology ◽  
Failure Factors

Purpose This paper aims to develop an initial understanding of the Lean Six Sigma methodology since its inception and examine the few Lean Six Sigma dimensions as a research domain through a critical review of the literature. Design/methodology/approach The paper is structured in two-part. The first part of the paper attempts to dwell on the evolution of the Lean Philosophy and Six Sigma methodology individually and the emergence of Lean Six Sigma methodology, covered under the Lean Six Sigma: a historical outline section. The second part of the study examines the dimensions associated with Lean Six Sigma such as frameworks, critical success factors, critical failure factors, type of industry, performance metric, year, publisher and journal, based on a total of 223 articles published in 72 reputed journals from the year 2000 to 2019 as a literature review. Findings The adoption of Lean Six Sigma, as a continuous improvement methodology, has grown enormously in the manufacturing and few service sectors such as health care and higher education during the past decade. The study revealed that researchers came out with conceptual frameworks for the implementation of Lean Six Sigma, whereas the validation through case studies seems to be lacking. The integration of Lean Six Sigma and other approaches with a focus on sustainability and the environment has emerged as a research field. A few of the most common critical success and failure factors were identified from the articles studied during the study. Research limitations/implications This paper may not have included some of the studies due to the inaccessibility and selection criteria followed for the study. Originality/value This paper will provide an initial introduction on Lean, Six Sigma and Lean Six Sigma and research insights Lean Six Sigma to beginners such as students, researchers and entry-level professionals.

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.

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.

Using Lean Six Sigma implied assumptions

2020 ◽  
Vol 32 (6) ◽  
pp. 1561-1575
Author(s):  
Victor E. Kane
Keyword(s):  
Organizational Performance ◽  
Organizational Support ◽  
Six Sigma ◽  
Business Strategy ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Content Type ◽  
Project Assessment ◽  
Leadership Management ◽  
Six Sigma Methodology

PurposeThe intent of this work is to state the implied assumptions that define the setting for using a Lean Six Sigma (LSS) business strategy to conduct successful improvement projects.Design/methodology/approachThe execution of define, measure, analyze, improve, and control (DMAIC) phases utilizes philosophies, principles, concepts, success factors, and so forth for successful project completion. These traditional concepts form implied setting assumptions for conducting a successful project.FindingsTo establish the desired setting, it is necessary to state organizational performance modeling assumptions required for the use of many tools. Since Lean Six Sigma requires a unique organizational support structure, these assumptions must be added for completeness. Using the 15 collective assumptions is shown to provide benefits in four areas: training clarity, project assessment, leadership support, and theory foundation.Research limitations/implicationsAny list of assumptions is likely incomplete since project application settings are varied and some tools may have unique requirements.Practical implicationsThe most useful of the four benefits for practitioners is establishing a familiar framework for communicating with leadership. Management is trained to evaluate assumptions for any new business strategy such as an LSS process improvement initiative. A thoughtful leader will expect to evaluate LSS assumptions for a proposed project. Stating these implied assumptions will meet those expectations.Originality/valueMost of the stated assumptions exist in some implied form in the Lean Six Sigma literature. However, the familiar term “assumption” is not typically used in presenting Lean Six Sigma methodology. Using this traditional framework is shown to produce multiple benefits for learners and users.

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.

scholarly journals Features and prospects of implementation of the integrated Lean Six Sigma methodology at the enterprise

2021 ◽  
pp. 123-129
Author(s):  
N. N. Trofimova
Keyword(s):  
Six Sigma ◽  
Success Factors ◽  
Lean Six Sigma ◽  
Practical Significance ◽  
Enterprise Management ◽  
Product Portfolio ◽  
Lean Enterprise ◽  
Strategic Goals ◽  
Six Sigma Methodology ◽  
Work Done

The article considers the integrated Lean Six Sigma methodology. The author shows that today enterprises use the Lean Six Sigma methodology to improve production indicators, optimize the product portfolio, achieve strategic goals. The paper clarifies the essence of the American (Six Sigma) and Japanese (Lean) enterprise management methodology. The study highlights some features, system tools and methods of continuous improvement in the framework of the implementation of the integrated Lean Six Sigma methodology at the enterprise. The article highlights a number of key success factors for the implementation of this methodology. The paper proposes the criteria for assessing the readiness of the enterprise to its implementation. The scientific novelty of the study is that the author identified the advantages and problems of implementing the Lean Six Sigma methodology at enterprises. The author made a proposal on the need for mandatory assessment of the company's readiness to work on the Lean Six Sigma methodology using fuzzy logic tools, and also highlighted the stages of its implementation. The practical significance of the work done is that it can serve as a basis for further scientific research in the field of the Lean Six Sigma methodology.

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
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