Design Process Innovation of Mechanical Objects with the Use of Design for Six Sigma Methodology

2010 ◽  
Vol 165 ◽  
pp. 274-279 ◽  
Author(s):  
Sebastian Koziołek ◽  
Damian Derlukiewicz ◽  
M. Ptak
Keyword(s):  
Six Sigma ◽  
Product Formation ◽  
Poor Quality ◽  
Lean Six Sigma ◽  
Necessary Condition ◽  
Total Quality ◽  
Design For Six Sigma ◽  
Quality Costs ◽  
Six Sigma Methodology ◽  
Mechanical Objects

According to the strategy of Total Quality Management (TQM) [7] effective quality assurance of mechanical objects is maintained by means of permanent monitoring processes carried out in the cycle of product formation. The quality assessment of processes and the optimization of their crucial elements are the necessary condition for the improvement of efficiency and achievement of high level of customer satisfaction [15]. So far most of the techniques used for the process improvement are adopted to Lean Six Sigma methodology [1, 2, 11, 12, 17]. Achieving the quality on the level of 6 sigma is a primary goal of applying this methodology. Opinions exist that Lean Six Sigma should be implemented in the large number of areas of the life, and its effects (essential improvement in financial results through the reduction of poor quality costs) are hard to overrate. High effectiveness of every single process that is possible to achieve by applying the Lean Six Sigma strategy, became a source of inspiration for the study of Design For Six Sigma (DFSS) [4, 8, 12, 13], with purpose to improve object quality by implementing the innovation in product development.

Impact Employing of Six Sigma Methodology onto Poor Quality Costs

2020 ◽  
Vol 12 (05-SPECIAL ISSUE) ◽  
pp. 1176-1190
Author(s):  
Dr. Zuher Hassan Abdullah ◽  
Dr. Saadia Haief Kadhum
Keyword(s):  
Six Sigma ◽  
Poor Quality ◽  
Quality Costs ◽  
Six Sigma Methodology

scholarly journals Reengineering Business Processes as a Tool for Successful Business

2019 ◽  
Vol 5 (12) ◽  
pp. 281-291
Author(s):  
G. Korolev ◽  
V. Barinov
Keyword(s):  
Total Quality Management ◽  
Business Process ◽  
Six Sigma ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Lean Six Sigma ◽  
Process Reengineering ◽  
Total Quality ◽  
Long Time ◽  
Successful Business

Currently, most companies can select a number of methodologies to improve their business processes, including Six Sigma, Lean Six Sigma, Total Quality Management, Kaizen and Business Process Reengineering (BPR). Obviously, the choice of an appropriate methodology should be guided by the goals of the organization. In this regard, BPR is one of the best methodologies that can help companies ensure the continuity of their business so that they remain relevant for a long time. More importantly, BPR can help members rethink their existing practices and make significant improvements to the existing business process. The authors conducted a study of the theory of BPR. The main definitions are considered in detail, the essence of reengineering is revealed, five stages of implementation are named, possible positive and negative points in the process of BPR implementation are noted, examples are given. Based on the foregoing, it was concluded that companies that need to make changes in their business processes can adopt BPR as the most suitable methodology that will help to make improvements in their workplace.

New Horizons for Shipbuilding Process Improvement

2005 ◽  
Author(s):  
Bahadir Inozu ◽  
M. J. Niccolai ◽  
Clifford A. Whitcomb ◽  
Brian Brian MacClaren ◽  
Ivan Ivan Radovic ◽  
...  
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Defense Contractors ◽  
New Era ◽  
Process Improvements ◽  
New Horizons ◽  
Direct Reports ◽  
Design For Six Sigma ◽  
Strategy Design

“In 2004, we start an Initiative --Lean Six Sigma Initiative to achieve our Op Ex Goals. We will be conducting a number of on boarding sessions for Six Sigma with senior leaders in DOD, NAVY, and most importantly Defense Contractors. We will require Six Sigma training for direct reports.” John Young, ASN (RDA) The announcement of NAVSEA’s Lean Six Sigma initiative has ushered in a new era in the ways that naval combatants are designed, built, and operated. As the Navy’s budgetary constraints increase in the coming years, the challenges they face in the 21st century will grow. New levels of process performance are mandated. This paper first highlights the opportunities that the Lean Six Sigma roadmap brings to shipbuilding process improvement and then details the efforts to adopt Lean Six Sigma and align it with the continuous improvement initiative at NGSS. Aspects of management strategy, Design for Six Sigma, replicating process improvements as part of integrating Lean Six Sigma with Knowledge Management are discussed.

How Project Management Overlaps with Lean Six Sigma

2018 ◽  
Vol 6 (2) ◽  
pp. 39-55 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Project Management ◽  
Six Sigma ◽  
Vital Role ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Customer Requirements ◽  
Project Outcomes ◽  
Management Concepts ◽  
Management Perspective ◽  
Six Sigma Methodology

This article seeks to discuss how project management can help the Lean Six Sigma methodology impact project outcomes. It is found that projects managers play a vital role in the successful implementation of the LSS tools and on meeting customer requirements. This article analyzes and identifies the factors and constraints that projects face with the implementation of Lean Six Sigma methodology within the project management perspective. Further, this study provides a comparative analysis of different studies based on LSS tools and analyzes their applicability in different industries. This study found that there is a strong need for project management concepts and tools in the LSS methodology and vice versa. The article also identifies specific concepts and tools of project management that can help to improve the likelihood of success of LSS projects and initiatives. This article discusses how these project specific concepts and tools can be effectively used in LSS environments.

Environmental Performance as Key Performance Indicators in the Lean Six-Sigma Methodology

2012 ◽  
Vol 488-489 ◽  
pp. 1082-1086 ◽  
Author(s):  
Pregiwati Pusporini ◽  
Kazem Abhary ◽  
Lee H.S. Luong
Keyword(s):  
Product Quality ◽  
Continuous Improvement ◽  
Performance Indicators ◽  
Six Sigma ◽  
Environmental Performance ◽  
Key Performance Indicators ◽  
Lean Six Sigma ◽  
New Paradigm ◽  
Quality Cost ◽  
Six Sigma Methodology

Lean six-sigma methodology focuses on continuous improvement approach with an emphasis on improving the product quality and reducing waste. Recent studies of lean six-sigma methodology indicated that this methodology commonly focus on four areas of performance namely quality, cost time and service. In this paper, an environmental performance is proposed into lean six-sigma methodology. An environmental performance needs to be integrated into lean six-sigma as a new paradigm of lean six-sigma methodology to achieve overall competitiveness of product.

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