Lean Six Sigma – getting better all the time
26 Mar 2010-International Journal of Lean Six Sigma (Emerald Group Publishing Limited)-Vol. 1, Iss: 1, pp 9-29
TL;DR: In this paper, the authors assess Lean Six Sigma to identify important advances over the last ten to 15 years and discuss emerging trends that suggest how the methodology needs to evolve and how to assist those developing improvement methodologies.
Abstract: Purpose – The purpose of this paper is to assess Lean Six Sigma to identify important advances over the last ten to 15 years and discuss emerging trends that suggest how the methodology needs to evolve. The goal is to aid those who want to use the method to improve performance as well as assist those developing improvement methodologies.Design/methodology/approach – The use and development of Lean Six Sigma is reviewed including the origins of the method, the what, why and benefits of the method, how the approach is different, the integration of Lean and Six Sigma, implementation mistakes made, lessons learned and developments needed in the future.Findings – It is found that organizations have many different improvement needs that require the objectives and methods contained in the lean and Six Sigma methodologies. It is also found that deployment and sustaining improvements are major issues that can be overcome by building a sustaining infrastructure and making improvement a business process. Critical is...
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TL;DR: The new economics for industry government education by is one of the most effective vendor books worldwide as mentioned in this paper. But have you had it? Not at all? Foolish of you. Currently, you could get this fantastic book just here.
Abstract: the new economics for industry government education by is one of the most effective vendor books worldwide? Have you had it? Not at all? Foolish of you. Currently, you could get this fantastic book just here. Locate them is format of ppt, kindle, pdf, word, txt, rar, and also zip. Exactly how? Merely download and install and even check out online in this website. Currently, never ever late to read this the new economics for industry government education.
990 citations
TL;DR: A review of Lean Manufacturing (LM) literature can be found in this paper, where the authors highlight the divergent definitions, scopes, objectives, and tools/techniques/methodologies.
Abstract: Purpose
– The advent of recession at the beginning of twenty-first century forced many organizations worldwide to reduce cost and to be more responsive to customer demands. Lean Manufacturing (LM) has been widely perceived by industry as an answer to these requirements because LM reduces waste without additional requirements of resources. This led to a spurt in LM research across the globe mostly through empirical and exploratory studies which resulted in a plethora of LM definitions with divergent scopes, objectives, performance indicators, tools/techniques/methodologies, and concepts/elements. The purpose of this paper is to review LM literature and report these divergent definitions, scopes, objectives, and tools/techniques/methodologies.
Design/methodology/approach
– This paper highlights various definitions by various researchers and practitioners. A total of 209 research papers have been reviewed for the research contribution, research methodology adopted, tools/techniques/methodologies used, type of industry, author profile, country of research, and year of publication.
Findings
– There are plethora of LM definitions with divergent objectives and scope. Theory verification through empirical and exploratory studies has been the focus of research in LM. Automotive industry has been the focus of LM research but LM has also been adopted by other types of industries also. One of the critical implementation factors of LM is simultaneous adoption of leanness in supply chain. LM has become an integrated system composed of highly integrated elements and a wide variety of management practices. There is lack of standard LM implementation process/framework.
Originality/value
– The paper reviews 209 research papers for their research contribution, research methodology, author profile, type of industry, and tools/techniques/methodology used. Various characteristics of LM definitions are also reviewed.
665 citations
TL;DR: In this article, a systematic literature review of 56 papers that were published on Lean, Six Sigma and LSS in well-known academic databases from 1995 to 2013 was conducted to explore the critical failure factors for LSS.
Abstract: Purpose – Lean Six Sigma (LSS) is a continuous improvement methodology that aims to reduce the costs of poor quality, improve the bottom-line results and create value for both customers and shareholders. The purpose of this paper is to explore the critical failure factors for LSS in different sectors, such as manufacturing, services, higher education, etc. Design/methodology/approach – The following research is based on a systematic literature review of 56 papers that were published on Lean, Six Sigma and LSS in well-known academic databases from 1995 to 2013. Findings – There are 34 common failure factors of LSS cited in this paper. There are some common factors for failure, such as a lack of top management commitment and involvement, lack of communication, lack of training and education, limited resources and others. Many gaps and limitations are discussed in this paper and need to be explored in future research. Originality/value – The paper is one of the first systematic literature reviews to explore ...
346 citations
Cites background from "Lean Six Sigma – getting better all..."
...However, the term LSS was first introduced into literature around 2000 (Antony et al., 2012a; Laureani and Antony, 2012; Snee, 2010)....
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...…give many reasons for implementing LSS, for example to improve business performance and operational efficiency, to improve product quality, to reduce production costs and to improve customer satisfaction, especially considering the growth of global markets (Antony et al., 2007, 2012a; Snee, 2010)....
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...LSS was defined by Snee (2010) as “a business strategy and methodology that increases process performance resulting in enhanced customer satisfaction and improved bottom line results”....
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...Hence, a significant number of CI projects have failed (Chakravorty, 2009; Laureani and Antony, 2012; Snee, 2010)....
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...…world, especially in large western organisations such as Motorola, Honeywell, GE, Du Pont, Merck, Johnson & Johnson, Bank of America and others (Laureani and Antony, 2012; Snee, 2010) and in some small- and medium-sized manufacturing enterprises (SMEs) (Antony et al., 2005; Kumar et al., 2011)....
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TL;DR: In this paper, the authors present a review and an analysis of the literature concerning a possible model for integrating three management systems: lean manufacturing, Six Sigma and sustainability, and identify new opportunities and challenges that should be addressed by future studies.
345 citations
TL;DR: The most common themes within Lean Six Sigma in the manufacturing sector are explored, and any gaps in those themes that may be preventing users from getting the most benefit from their LSS strategy are identified.
Abstract: Purpose – The purpose of this paper is to explore the most common themes within Lean Six Sigma (LSS) in the manufacturing sector, and to identify any gaps in those themes that may be preventing users from getting the most benefit from their LSS strategy. This paper also identifies the gaps in current literature and develops an agenda for future research into LSS themes. Design/methodology/approach – The following research is based on a review of 37 papers that were published on LSS in the top journals in the field and other specialist journals, from 2000 to 2013. Findings – Many issues have emerged in this paper and important themes have cited which are: benefits, motivation factors, limitations and impeding factors. The analysis of 19 case studies in the manufacturing sector has resulted in significant benefits cited in this paper. However, many gaps and limitations need to be explored in future research as there have been little written on LSS as a holistic strategy for business improvement. Practical i...
240 citations
Cites background from "Lean Six Sigma – getting better all..."
...…and Lyu (2009), Thomas et al. (2008) To reduce time (cycle time, lead time, etc.) Pickrell et al. (2005), Corbett (2011), William and Willie (2003), Snee (2010) To reduce inventory Kumar et al. (2006), Pickrell et al. (2005) Table VI. Motivation factors for LSS implementation in the manufacturing…...
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...However, Snee (2010) argued that the implementation of LSS projects should not take more than three to six months, and this is one of the characteristics that differentiate LSS from other improvement initiatives....
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...…as well as by getting lessons from previous successful stories of other organizations (Snee, 2010) Kumar et al. (2006), Thomas et al. (2008), Snee (2010) Poor organizational structure Thomas et al. (2008) believe that problems in organizational structure such as financial and technical…...
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...…but can be tackled through training and education, as well as by getting lessons from previous successful stories of other organizations (Snee, 2010) Kumar et al. (2006), Thomas et al. (2008), Snee (2010) Poor organizational structure Thomas et al. (2008) believe that problems in…...
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...This limitation can be resolved by adapting the roadmaps available in literature, depending on specific organizational needs (Snee, 2010) Snee (2010), Kumar et al. (2006) The absence of a sustainability framework for LSS It is important to put in place a plan for sustaining the results before the…...
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References
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Book•
01 Jan 1911
TL;DR: The Taylor System as discussed by the authors was developed as a system for increasing productivity in industry, and its principles have been applied to all kinds of large-scale enterprises, including operations with departments and agencies of the federal government.
Abstract: This brief essay by the founder of scientific management has served for nearly a century as a primer for administrators and for students of managerial techniques. Although scientific management was developed primarily as a system for increasing productivity in industry, its principles have been applied to all kinds of large-scale enterprises, including operations with departments and agencies of the federal government. It is in this volume that Frederick Winslow Taylor gave the theory of scientific management its clearest airing. Born in 1856, Taylor began work at age eighteen as an apprentice to a pattern-maker and as a machinist. A few years later he joined the Midvale Steel Company as a laborer, and in eight years rose to chief engineer. During this time he developed and tested what he called the "task system," which became known as the Taylor System and eventually as scientific management. He made careful experiments to determine the best way of performing each operation and the amount of time it required, analyzing the materials, tools, and work sequence, and establishing a clear division of labor between management and workers. His experiments laid the groundwork for the principles that are expounded in this essay, which was first published in 1911.
5,361 citations
Book•
01 Jan 2005
TL;DR: In this paper, the authors describe the learning process of statistical methods for the generation of knowledge and their application to the problem of statistical analysis of real-world data, and present several examples.
Abstract: Preface to the Second Edition. Chapter 1. Catalizing the Generation of Knowledge. 1.1. The Learning Process. 1.2. Important Considerations. 1.3. The Experimenter's Problem and Statistical Methods. 1.4. A Typical Investigation. 1.5. How to Use Statistical Techniques. References and Further Reading. Chapter 2. Basics: Probability, Parameters and Statistics. 2.1. Experimental Error. 2.2. Distributions. 2.3. Statistics and Parameters. 2.4. Measures of Location and Spread. 2.5. The Normal Distribution. 2.6. Normal Probability Plots. 2.7. Randomness and Random Variables. 2.8. Covariance and Correlation as Measures of Linear Dependence. 2.9. Student's t Distribution. 2.10. Estimates of Parameters. 2.11. Random Sampling from a Normal Population. 2.12. The Chi-Square and F Distributions. 2.13. The Binomial Distribution. 2.14. The Poisson Distribution. Appendix 2A. Mean and Variance of Linear Combinations of Observations. References and Further Reading. Chapter 3. Comparing Two Entities: Relevant Reference Distributions, Tests and Confidence Intervals. 3.1. Relevant Reference Sets and Distributions. 3.2. Randomized Paired Comparison Design: Boys' Shoes Example. 3.3. Blocking and Randomization. 3.4. Reprise: Comparison, Replication, Randomization, and Blocking in Simple Experiments. 3.5. More on Significance Tests. 3.6. Inferences About Data that are Discrete: Binomial Distribution. 3.7. Inferences about Frequencies (Counts Per Unit): The Poisson Distribution. 3.8. Contingency Tables and Tests of Association. Appendix 3A. Comparison of the Robustness of Tests to Compare Two Entities. Appendix 3B. Calculation of reference distribution from past data. References and Further Reading. Chapter 4. Comparing a Number of Entities: Randomized Blocks and Latin Squares. 4.1. Comparing k Treatments in a Fully Randomized Design. 4.2. Randomized Block Designs. 4.3. A Preliminary Note on Split-Plot Experiments and their Relationship to Randomized Blocks. 4.4. More than one blocking component: Latin Squares. 4.5. Balanced Incomplete Block Designs. Appendix 4A. The Rationale for the Graphical ANOVA. Appendix 4B. Some Useful Latin Square, Graeco-Latin Square, and Hyper-Graeco-Latin Square Designs. References and Further Reading. Chapter 5. Factorial Designs at Two Levels: Advantages of Experimental Design. 5.1. Introduction. 5.2. Example 1: The Effects of Three Factors (Variables) on Clarity of Film. 5.3. Example 2: The Effects of Three Factors on Three Physical Properties of a Polymer Solution. 5.4. A 23 Factorial Design: Pilot Plant Investigation. 5.5. Calculation of Main Effects. 5.6. Interaction Effects. 5.7. Genuine Replicate Runs. 5.8. Interpretation of Results. 5.9. The Table of Contrasts. 5.10. Misuse of the ANOVA for 2k Factorial Experiments. 5.11. Eyeing the Data. 5.12. Dealing with More Than One Response: A Pet Food Experiment. 5.13. A 24 Factorial Design: Process Development Study. 5.14. Analysis Using Normal and Lenth Plots. 5.15. Other Models for Factorial Data. 5.16. Blocking the 2k Factorial Designs. 5.17. Learning by Doing. 5.18. Summary. Appendix 5A. Blocking Larger Factorial Designs. Appendix 5B. Partial Confounding. References and Further Reading. Chapter 6. Fraction Factorial Designs: Economy in Experimentation. 6.1. Effects of Five Factors on Six Properties of Films in Eight Runs. 6.2. Stability of New Product, Four Factors in Eight Runs, a 24 1 Design. 6.3. A Half-Fraction Example: The Modification of a Bearing. 6.4. The Anatomy of the Half Fraction. 6.5. The 27 4III Design: A Bicycle Example. 6.6. Eight-Run Designs. 6.7. Using Table 6.6: An Illustration. 6.8. Sign Switching, Foldover, and Sequential Assembly. 6.9. An Investigation Using Multiple-Column Foldover. 6.10. Increasing Design Resolution from III to IV by Foldover. 6.11. Sixteen-Run Designs. 6.12. The 25 1 Nodal Half Replicate of the 25 Factorial: Reactor Example. 6.13. The 28 4 IV Nodal Sixteenth Fraction of a 28 Factorial. 6.14. The 215 11 III Nodal Design: The Sixty-Fourth Fraction of the 215 Factorial. 6.15. Constructing Other Two-Level Fractions. 6.16. Elimination of Block Effects. References and Further Reading. Chapter 7. Other Fractionals, Analysis and Choosing Follow-up Runs. 7.1. Plackett and Burman Designs. 7.2. Choosing Follow-Up Runs. 7.3. Justifications for the Use of Fractionals. Appendix 7A. Technical Details. Appendix 7B. An Approximate Partial Analysis for PB Designs. Appendix 7C. Hall's Orthogonal Designs. References and Further Reading. Chapter 8. Factorial Designs and Data Transformation. 8.1. A Two-Way (Factorial) Design. 8.2. Simplification and Increased Sensitivity from Transformation. Appendix 8A. Rationale for Data Transformation. Appendix 8B. Bartlett's chi2nu for Testing Inhomogeneity of Variance. References and Further Reading. Chapter 9. Multiple Sources of Variation: Split Plot Designs, Variance Components and Error Transmission. 9.1. Split-Plot Designs, Variance Components, and Error Transmission. 9.2. Split-Plot Designs. 9.3. Estimating Variance Components. 9.4. Transmission of Error. References and Further Reading. Chapter 10. Least Squares and Why You Need to Design Experiments. 10.1. Estimation With Least Squares. 10.2. The Versatility of Least Squares. 10.3. The Origins of Experimental Design. 10.4. Nonlinear Models. Appendix 10A. Vector Representation of Statistical Concepts. Appendix 10B. Matrix Version of Least Squares. Appendix 10C. Analysis of Factorials, Botched and Otherwise. Appendix 10D. Unweighted and Weighted Least Squares. References and Further Reading. Chapter 11. Modelling Relationships, Sequential Assembly: Basics for Response Surface Methods. 11.1. Some Empirical Models. 11.2. Some Experimental Designs and the Design Information Function. 11.3. Is the Surface Sufficiently Well Estimated? 11.4. Sequential Design Strategy. 11.5. Canonical Analysis. 11.6. Box-Behnken Designs. References and Further Reading. Chapter 12. Some Applications of Response Surface Methods. 12.1. Iterative Experimentation To Improve a Product Design. 12.2. Simplification of a Response Function by Data Transformation. 12.3. Detecting and Exploiting Active and Inactive Factor Spaces for Multiple-Response Data. 12.4. Exploring Canonical Factor Spaces. 12.5. From Empiricism to Mechanism. 12.6. Uses of RSM. Appendix 12A. Average Variance of y. Appendix 12B. References and Further Reading. Chapter 13. Designing Robust Products: An Introduction. 13.1. Environmental Robustness. 13.2. Robustness To Component Variation. Appendix 13A. A Mathematical Formulation for Environmental Robustness. Appendix 13B. Choice of Criteria. References and Further Reading. Chapter 14. Process Control, Forecasting and Times Series: An Introduction. 14.1. Process Monitoring. 14.2. The Exponentially Weighted Moving Average. 14.3. The CuSum Chart. 14.4. Process Adjustment. 14.5. A Brief Look At Some Time Series Models and Applications. 14.6. Using a Model to Make a Forecast. 14.7. Intervention Analysis: A Los Angeles Air Pollution Example. References and Further Reading. Chapter 15. Evolutionary Process Operation. 15.1. More than One Factor. 15.2. Multiple Responses. 15.3. The Evolutionary Process Operation Committee. References and Further Reading. Appendix Tables. Author Index. Subject Index.
1,720 citations
Book•
01 Jan 1993
TL;DR: A new edition of a book that details the system of transformation underlying the 14 Points for Management presented in Deming's Out of the Crisis is presented in this paper, with a new chapter written by business consultant and Deming expert Kelly L. Allan.
Abstract: A new edition of a book that details the system of transformation underlying the 14 Points for Management presented in Deming's Out of the Crisis. It would be better if everyone would work together as a system, with the aim for everybody to win. What we need is cooperation and transformation to a new style of management." -from The New Economics for Industry, Government, Education In this book, W. Edwards Deming details the system of transformation that underlies the 14 Points for Management presented in Out of the Crisis. The Deming System of Profound Knowledge, as it is called, consists of four parts: appreciation for a system, knowledge about variation, theory of knowledge, and psychology. Describing the prevailing management style as a prison, Deming shows applying the System of Profound Knowledge increases productivity, quality, and people's joy in work and joy in learning. Another outcome is short-term and long-term success in the market. Indicative of Deming's philosophy is his advice to abolish performance reviews on the job, to look deeper than spreadsheets for opportunities, and even to rethink how we teach and manage our schools. Moreover, Deming's method enables organizations to make accurate predictions, which is a valuable tool in today's uncertain economic climate. This third edition features a new chapter (written by business consultant and Deming expert Kelly L. Allan) that explains the relevance of Deming's management method, and case studies from organizations that have adopted Deming's System of Profound Knowledge, and offers guidance on how organizations can effectively "do Deming."
1,315 citations
TL;DR: The new economics for industry government education by is one of the most effective vendor books worldwide as mentioned in this paper. But have you had it? Not at all? Foolish of you. Currently, you could get this fantastic book just here.
Abstract: the new economics for industry government education by is one of the most effective vendor books worldwide? Have you had it? Not at all? Foolish of you. Currently, you could get this fantastic book just here. Locate them is format of ppt, kindle, pdf, word, txt, rar, and also zip. Exactly how? Merely download and install and even check out online in this website. Currently, never ever late to read this the new economics for industry government education.
990 citations