Showing papers on "Design for Six Sigma published in 2007"

Managing for Quality and Performance Excellence

Abstract: The leading book in quality management, MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 8TH EDITION is built on the strength and experience of the author team. Experience as examiners for the Malcolm Baldrige Award allows both Evans and Lindsay to integrate the framework and essential content of the Malcolm Baldrige National Quality Award criteria throughout. This edition continues to provide a managerially oriented view with a blend of pertinent technical topics. It contains revised, integrated, and more comprehensive coverage of Six Sigma philosophy, concepts, and techniques. New chapters on principles of Six Sigma and design for Six Sigma are included. The new edition also has coverage of most of the Body of Knowledge (BOK) required for ASQ certification as a Certified Quality Manager.

The current state of six sigma application in services

Abstract: Purpose – Since its introduction by Motorola in the 1980s, six sigma and its philosophy have found widespread application in many manufacturing industries. It has also inspired applications in service industries. It is felt that there is a need to take stock of the knowledge accumulated in what is now an emerging field of study and look for directions to take the application of six sigma further in services. This article aims to review six sigma application in services along five main themes. The article seeks to draw on these themes to reflect on the wider applicability of six sigma in services.Design/methodology/approach – An analysis of relevant publications, citations and references was carried out using multiple databases. The impact of various key researches in this area is also discussed. The analysis then moves to discussing the necessary factors for success, key performance indicators, critical to quality characteristics, and the benefits and limitations of applying six sigma in services.Findings...

Using a Lean Six Sigma approach to drive innovation

Abstract: Purpose – This article describes the five‐year success of a lean Six Sigma approach to improving operations that is also a way of doing better things – innovating in products, services, markets and even a company's underlying business model.Design/methodology/approach – Consultants from IBM's Operations Strategy group and from the Institute for Business Value analyzed the innovation records of several leading companies that have implemented operations strategies based on Lean Six Sigma management techniques.Findings – They found that lean Six Sigma initiatives also led to product innovations, such as Caterpillar's phenomenally successful low‐emissions diesel engine, and also to redesigned processes, including a streamlined supply chain. After five years, by 2005, revenues at Caterpillar had grown by 80 percent.Research limitations/implications – A case study of Caterpillar illustrates the points of the lean sigma six approach.Practical implications – For more than five years, industry leaders have used co...

Six sigma project selection using data envelopment analysis

Abstract: Purpose – The evolution of six sigma has morphed from a method or set of techniques to a movement focused on business‐process improvement. Business processes are transformed through the successful selection and implementation of competing six sigma projects. However, the efforts to implement a six sigma process improvement initiative alone do not guarantee success. To meet aggressive schedules and tight budget constraints, a successful six sigma project needs to follow the proven define, measure, analyze, improve, and control methodology. Any slip in schedule or cost overrun is likely to offset the potential benefits achieved by implementing six sigma projects. The purpose of this paper is to focus on six sigma projects targeted at improving the overall customer satisfaction called Big Q projects. The aim is to develop a mathematical model to select one or more six sigma projects that result in the maximum benefit to the organization.Design/methodology/approach – This research provides the identification ...

Fortification of six sigma: expanding the dmaic toolset

Abstract: Six Sigma as a quality improvement framework cannot remain static if it is to sustain its value for businesses beyond the first waves of applications. This paper explores the possibilities of enhancing the usefulness and effectiveness of Six Sigma by the integration of established Operations Research/Management Science (OR/MS) techniques. In this paper, we elucidate the needs for OR/MS techniques to enhance Six Sigma deployment in operational and transactional environments and propose a new training roadmap for core Six Sigma professionals (Six Sigma Black Belts) which incorporates these techniques. A matrix relating the components of the proposed training curriculum to the actual deliverables during implementation for a hybrid of operational and transactional environments is also presented. A practical case study is also presented to demonstrate the usefulness of the OR/MS tools in a typical transactional environment. Copyright © 2007 John Wiley & Sons, Ltd.

Winning customer loyalty in an automotive company through Six Sigma: a case study

Abstract: Six Sigma is a disciplined approach to improving product, process and service quality. Since its inception at Motorola in the mid 1980s Six Sigma has evolved significantly and continues to expand to improve process performance, enhance business profitability and increase customer satisfaction. This paper presents an extensive literature review based on the experiences of both academics and practitioners on Six Sigma, followed by the application of the Define, Measure, Analyse, Improve, Control (DMAIC) problem-solving methodology to identify the parameters causing casting defects and to control these parameters. The results of the study are based on the application of tools and techniques in the DMAIC methodology, i.e. Pareto Analysis, Measurement System Analysis, Regression Analysis and Design of Experiment. The results of the study show that the application of the Six Sigma methodology reduced casting defects and increased the process capability of the process from 0.49 to 1.28. The application of DMAIC has resulted in a significant financial impact (over U.S. $110 000 per annum) on the bottom-line of the company.

Can Six Sigma be the “cure” for our “ailing” NHS?

Abstract: Purpose – The purpose of this research is to analyse whether Six Sigma business strategy can be used to improve the financial and operational performance of the NHS. The paper will also look at some of the major challenges and barriers in the implementation of this powerful process improvement strategy within the healthcare sector.Design/methodology/approach – This paper discusses whether Six Sigma DMAIC methodology can be a useful and disciplined approach to tackle process‐ and quality‐related problems in the NHS.Findings – The paper presents some key findings from other researchers in the field, followed by some comments on whether Six Sigma is a useful approach to be considered by the NHS for cost reduction and defect reduction strategies.Originality/value – The paper illustrates the point that Six Sigma is not confined just to manufacturing industry, rather it is equally applicable to service industry, especially the healthcare and financial sectors. The application of Six Sigma in the UK health secto...

Use Analytic Hierarchy Process For Project Selection

Abstract: Good business process improvement portfolio management is critical to ensure that projects are effectively aligned to the strategic objectives of the organization. The analytic hierarchy process (AHP) creates a structured baseline for continuously impr..

Integrating Lean and Six Sigma - a Holistic Approach

Abstract: Many companies embarking on a lean Six Sigma program fail to get the most out of the union because they take too narrow a view of improvement. Organizations that successfully pursue lean Six Sigma will do so by taking a holistic view of the business, ad..

Quality Management and Juran’s Legacy

Abstract: Keywords: Quality Engineering Six Sigma Design for Six Sigma Abstract: Quality management provides the framework for the industrial application of statistical quality control, design of experiments, quality improvement and reliability methods. It is therefore helpful for quality engineers and statisticians to be familiar with basic quality management principles. In this article we discuss Dr Joseph M. Juran's important contributions to modern quality management concepts, principles and models. Many people have contributed to modern quality management. However, through his extensive writings covering more than six decades, Juran has managed to distill and synthesize the subject. He has provided us with a coherent framework and terminology and anticipated many of the principles that subsequently became incorporated under the Six Sigma umbrella. We briefly outline Juran's framework and discuss a number of key contributions he has made to the subject of managing for quality. Copyright © 2007 John Wiley & Sons, Ltd.

DMAIC and DMADV - differences, similarities and synergies

Abstract: Define, Measure, Analyse, Improve, Control (DMAIC) is the well-known Six Sigma methodology, while Define, Measure, Analyse, Design, Verify/Validate (DMADV) is the most commonly used methodology within Design for Six Sigma (DfSS). Many emphasise the differences between the two, but there are similarities as well. Based on Donald Wheeler's four process states, it is suggested when it is appropriate to use DMAIC or DMADV. However, in one specific state, which is quite common, neither of the two is appropriate. In the case of a process that is out of control but with only minor customer problems, a combination of DMAIC and DMADV, called for Define, Measure, Analyse, Design, Control (DMADC), is suggested. It was developed from experiences gained in process-improvement projects at Siemens in Sweden. Furthermore, contrary to the views of some authors, it is argued that there is no such thing as a 'five-sigma wall' between DMAIC and DfSS when improving processes.

Six sigma-based approach to optimize deep drawing operation variables

Abstract: The six sigma approach has been increasingly adopted worldwide in the manufacturing sector in order to enhance the productivity and quality performance and to make the process robust to quality variations. This paper deals with one such application of six sigma methodology to improve the yield of deep drawing operations. The deep drawing operation has found extensive application in producing automotive components and many household items. The main issue of concern of the deep drawn products involves different critical process parameters and governing responses, which influences the yield of the operation. The effects of these parameters are analysed by the DMAIC (Define, Measurement, Analyse, Improve, Control)-based six sigma approach. A multiple response optimization model is formulated using the fuzzy-rule-based system. The functional relationship between the process variables and the responses is established, and thereafter their optimum setting is explored with the aid of response surface methodology ...

A Six Sigma Framework for Software Process Improvements and its Implementation

Abstract: Six Sigma has been adopted by many software development organizations to identify problems in software projects and processes, find optimal solutions for the identified problems, and quantitatively improve the development processes so as to achieve organizations' business goals. A Six Sigma framework for software process improvements is needed to provide a standard process and analysis tools for Six Sigma project executions, and also provide a platform for collaborations with other process improvement approaches, such as PSP/TSP and CMM/CMMI. However, few frameworks have been proposed to support Six Sigma project executions. Most of Six Sigma projects for software process improvements have been performed in an ad-hoc way. In this paper, we propose a framework to support Six Sigma projects for continuous process improvements for software developments. Based on this framework, we implemented a web-based tool, called SSPMT integrated with a software project management tool and a PSP supporting tool. The suggested framework and SSPMT is beneficial in initiating and executing Six Sigma projects, facilitating data collection and data analyses by Six Sigma toolkits, and standardizing the Six Sigma project execution process so as to achieve Six Sigma project goals and of organizations' business goals.

Using ISO 17799: 2005 information security management: a STOPE view with six sigma approach

Abstract: This paper is concerned with supporting the use of ISO 17799: 2005 information security management standard for the purpose of providing a 'common safe environment' for information services. The paper introduces a STOPE view of the standard, integrating its parts and protection measures around the basic domains of 'strategy, technology, organization, people, and environment'. The paper also presents an approach for the application of the standard, considering the STOPE view, in a way that emphasizes continuous improvement. The phases of the approach are based on the phases of six sigma DMAIC approach of 'define, measure, analyze, improve, and control'; the team proposed for the implementation of the work is also based on six sigma principles. The paper concludes with some suggestions for future related and needed work.

CMMI and Six SIGMA: Partners in Process Improvement

Abstract: "In this book, I have found answers to key questions and misconceptions about the relationship between Six Sigma and the Capability Maturity Model Integration [CMMI]....Among my key takeaways is that the relationship between Six Sigma and CMMI exemplifies one of the principles of S4/IEE: CMMI provides process infrastructure that is needed to support a successful Six Sigma strategy." -Forrest W. Breyfogle III, CEO, Smarter Solutions, Inc. "Finally, a book that bridges the software and hardware process tool set. To date, there have been hardware and software engineers who for one reason or another have not communicated their process methods. And so, myths formed that convinced the hardware community that CMMI was only for software and likewise convinced the software community that Six Sigma was only for hardware. It is both refreshing and thought provoking to dispel these myths." -Jack Ferguson, Manager, SEI Appraisal Program, Software Engineering Institute CMMI and Six Sigma represent two of the best-known process improvement initiatives. Both are designed to enhance work quality and thereby produce business advantages for an organization. It's a misconception that the two are in competition and cannot be implemented simultaneously. Practitioners originally trained in either CMMI or Six Sigma are now finding that the two initiatives work remarkably well together in the pursuit of their common goal.CMMI® and Six Sigma: Partners in Process Improvement focuses on the synergistic, rather than competitive, implementation of CMMI and Six Sigma-with synergy translating to "faster, better, cheaper" achievement of mission success. Topics range from formation of the value proposition to specific implementation tactics. The authors illustrate how not taking advantage of what both initiatives have to offer puts an organization at risk of sinking time, energy, and money into "inventing" a solution that already exists. Along the way they debunk a few myths about Six Sigma applications in software.While the authors concentrate on the interoperability of Six Sigma and CMMI, they also recognize that organizations rarely implement only these two initiatives. Accordingly, the discussion turns to the emerging realm of "multimodel" process improvement and strategies and tactics that transcend models to help organizations effectively knit together a single unified internal process standard.Whether you work in the defense industry, for a commercial organization, or for a government agency-wherever quality and efficiency matter-you'll find this book to be a valuable resource for bridging process issues across domains and building an improvement strategy that succeeds.

Integrating the Many Facets of Six Sigma

Abstract: [This abstract is based on the author's abstract.] A unified characterization of Six Sigma is provided by examining the process from the perspectives of business economics, organizational theory, competitive strategy, and industrial statistics. It is ..

Six Sigma: a strategy for supporting innovation in pursuit of business excellence – invited paper

Abstract: Six Sigma has proven to be one of the most emerging business strategies in the 21st Century for accelerating innovation and continuous improvement activities in both manufacturing and service environments for achieving both operational and business excellence. Although we have witnessed various quality management initiatives in organisations, none of them placed an unprecedented importance on the integration of tools and techniques into a systematic and organised problem solving framework. The purpose of this paper is to illustrate how Six Sigma is different from the previous quality management and improvement initiatives. The paper also addresses the future directions of Six Sigma and the role of academic community for enhancement of existing Six Sigma methodology and for the development of theory underpinning the principles of Six Sigma. The author firmly believes that Six Sigma will continue to grow and evolve to match the needs of the modern business in the 21st Century.

Developing an SME-based integrated TPM-Six Sigma strategy

Abstract: The effective implementation of Six Sigma within UK manufacturing industries, in particular SMEs, may be considered poor. This paper develops and applies a combined TPM and Six Sigma strategy in a sample SME in order to eradicate a major CTQ issue. It highlights the approach employed, the tools and techniques used and shows the savings that were made through the structured application of a combined TPM/DMAIC procedure. Through the correct application of TPM and Six Sigma methods, this paper identifies the optimum parameter settings and the maintenance activities, which enabled the company to eradicate the CTQ issues and achieve significant improvements in product quality, cost and delivery from a modest financial outlay. The application of the strategy and the resulting conclusions as to its effectiveness for the industry is the real value of this paper. This paper will be valuable for quality professionals, design engineers and manufacturing specialists in a wide range of industries.

Design for Six Sigma and Lean Product Development: Differences, Similarities and Links

Abstract: Many practitioners strive to increase the efficiency of their product development. In addition, smaller companies must satisfy customers’ expectations of their product development. These expectations can be e.g. use of specific methodologies such as Lean Product Development (LPD) and/or Design for Six Sigma (DFSS). This study attempts to identify differences and similarities between these methodologies and the connection between them. This comparison is of interest to practitioners that must choose a strategy for their product development as well as to researchers. The aim of both methodologies is to reduce waste and time of development and to raise the quality of a product at the very roots of the product: its development. LPD and DFSS help development managers to structure projects and focus as much as possible on customer expectations and satisfaction.

Quality Improvement - PDCA Cycle vs. DMAIC and DFSS

Abstract: To achieve continuous quality improvements each organization needs to use an appropriate selection of tools and techniques. The fundamental requirements for success in that endeavour is a clear understanding, both of the tools and techniques as well as the process by which they could be applied. The paper brings overview and fields of application of PDCA, Six Sigma and DFSS techniques for continuous quality improvement of products, processes and services. PDCA cycle is a simple to understand concept of continuous quality improvement, the Six Sigma DMAIC methodology is systematic and fact based project management approach, while DFSS methodology is a systematic approach to product or process design including all organization functions.

Six Sigma implementation at an auto component manufacturing plant: a case study

Abstract: This paper deals with the implementation of process-level Six Sigma in an auto component manufacturing plant. The objective for presenting case studies here is to assess the importance of Six Sigma strategy in Indian manufacturing companies. The details of Six Sigma methodology and principles are presented here. The case studies mentioned here are developed for a product in an automobile component manufacturing company, M/s ABC Ltd., an MNC. The project mentioned here is a process-level Six Sigma, applied in their components manufacturing area. With the structured methodology of Define, Measure, Analyse, Implement, Improve and Control (DMAI?C) approach, they were able to achieve 4.1 sigma level from 3.75 sigma level (before the start of project) as explained in detail in the case study.

Six sigma: it is not what you think

Abstract: Purpose – The purpose of this paper is to offer a practice guide for where to apply six sigma process improvement methodology to the corporate real estate function.Design/methodology/approach – Based on years of direct experience provide practical guidance on how to get started and to overcome resistance that process improvement is not for service organizations like CRE.Findings – World‐leading CRE departments are addressing cost pressure and performance expectations using process improvement, and the method of choice is six sigma. A methodology that emerged from mechanized manufacturing might seem ill‐adaptive to CRE and similar service cultures. Yet, with guided implementation and disciplined use, six sigma yields tangible results in service environments.Research limitations/implications – Documenting and benchmarking process improvement results across CRE departments; surveying the level of business adoption of six sigma methodology compared to the level of CRE adoption within the same company and how ...

Software verification process improvement proposal using six sigma

Abstract: In the rapidly growing modern telecommunications industry, software quality and reliability requirements are in contrast to the shorter time to market and higher complexity requirements dictated by strong competition on the telecommunications market. In such a rapidly changing environment, software development organization must improve almost on a daily basis in order to achieve the operational excellence which leads to business success. In this paper, an approach to the continuous improvement of the software verification process based on the application of Six Sigma is given. More precisely, with the help of the Six Sigma methodology, change management, and statistical tools and techniques, the proposed approach solves the problem of fault slippage through verification phases, which is particularly important in overlapping project conditions. Success of the proposed process improvement, proved using Six Sigma methodologies for a case study from a real industrial project, encourages wide and general application to any software verification process.

Six Sigma business strategy in Taiwan: an empirical study

Abstract: This paper presents and develops an exploratory framework for integrating Six Sigma with business strategy. The purpose of this paper is to identify the primary factors in the Six Sigma business strategy framework, and to display the relationship between the factors in a preliminary exploratory framework and their associated equations in a quality performance model for Taiwanese companies. The results of the study are based primarily on Statistical Package for the Social Services (SPSS) statistics analysis. The results of the study show that organisational culture is the most important factor to enhance business performance when integrating Six Sigma with their business strategies. It was also shown that DMAIC integration has the greatest influence on quality performance. Six Sigma activities integrated with a business strategy based on execution of management by objectives, and effective project management with Define, Measure, Analyse, Improve, and Control (DMAIC) methodology are the critical points to attain excellent business performance.

The Effectiveness of ISO 9001 and Six Sigma in Healthcare

Abstract: textIn our Introduction a description and the relevancy of the subject of this thesis are given. We then provide a brief overview of quality management tools and principles. The aims of this thesis are expressed in four research questions to be answered. Subsequently we account for the methodology that has been applied in this study. The core of the methodology consists of the longitudinal case study research method since we studied quality management over a period of six years in the Red Cross Hospital. In addition we used principles of action research because our study was performed during and in interaction with the process of organizational change, i.e. the implementations of quality management tools. To eliminate shortcomings related to case study methodology we also used principles of multi grounded theory, which allowed us to generate theory grounded in qualitative date. Finally we provide the content and the structure of this thesis. An overview of this study is given in chapter 1. A more or less chronological description of our activities is given and the various choices that have been made along the course are accounted for. We describe our first positive experiences with ISO in a radiology department. We then picture policy deployment in the Red Cross Hospital based on three strategic goals; moderate growth, efficiency improvement and optimizing quality. Subsequently we describe our considerations related to quality management system selection and the outcome of the selection process. We have chosen ISO 9000 above the INK-model and the NIAZ Accreditation system because ISO supported best the achievement of our three strategic goals. We then describe the implementation of ISO 9000 and our results. This is followed by our, partly disappointing, experiences related to quality improvement that we experienced some years after the implementations of our ISO 9000 quality management system. We then describe the features and the implementation process of Six Sigma, followed by the results we achieved by working with Six Sigma in the Red Cross Hospital. The differences between healthcare and industry with respect to quality management are analysed and described. The main difference is the fact that in healthcare the patient is part of and experiences the manufacturing i.e. the healthcare process. This means that flaws in the healthcare process directly affect the quality from the perspective of the patient. Consequently, improvements of the healthcare process directly enhance quality perception and in addition lower the costs. This observation explains for the positive effect of Six Sigma in healthcare; it improves quality and lowers costs. We then briefly explain why ISO 9000 and Six Sigma are highly complementary. They both focus on processes, customers’ demands, continuous improvement, employee involvement, fact based decisions and a systems approach on management. We then describe the results of five years working with ISO 9000 and Six Sigma in the Red Cross Hospital. We were able to grow ten percent in five years and lower the costs per inhabitant with slightly more than eight percent. We were also able to keep our patient satisfaction scores high and constant for five years, indicating that efficiency improvement did not affect quality. Finally we provide evidence that adding Lean principles to Six Sigma provides an even more powerful quality improvement instrument.

A systems approach to order fulfilment using design for six sigma methodology

Abstract: Supply Chain Management (SCM) focuses on a business process approach with an emphasis on having a holistic view of the value chain, customer driven demand and the need to manage successfully both the internal functional and external business process interfaces. In this paper an adaptation of Design for Six Sigma (DFSS) methodology for designing and managing a supply chain is presented, demonstrating how Order fulfilment is one of the major Critical to Customer Requirements (CCRs) for a supply chain. A detailed explanation of the DFSS steps Identify, Design, Optimise and Validate (IDOV) as adapted to supply chain service is illustrated.

The role of in vitro diagnostic companies in reducing laboratory error.

Abstract: Laboratory errors have a significant impact on patient safety. The manufacturers of in vitro diagnostic (IVD) products play an important role in the reduction of laboratory errors by ensuring the highest possible safety and efficacy of their products. In order to achieve this, the IVD industry has implemented rigorous product development and manufacturing processes. Many IVD companies apply Six Sigma principles in order to minimize variability within the whole product life cycle, starting with customer requirements, through product design and manufacture, as well as management of the potential issues that occur after the products have been released for use. A closer look into this process is presented here, using an evacuated blood collection tube as a model device.

An Integrated Model of Hoshin Management and Six Sigma in High-Tech Firms

Abstract: Hoshin management has been widely implemented in Japan and Taiwan for many years, and many Western companies are now also adopting this management system. Hoshin management is a powerful management tool, as has been confirmed by the companies that have implemented it. The GE Six Sigma programme has also been widely adopted in recent years by various industries and non-profit organizations around the world. Hoshin management and Six Sigma both relate to an organization's vision and strategy. However, in most cases, these two systems have been implemented separately – thus producing a number of significant problems. The present study develops an integrated model of Hoshin management and the Six Sigma programme. This integrated model links an organization's annual objectives and the Six Sigma programme to the organization's vision and strategy. In addition to such a linkage, the model includes an analysis of VOS and CSFs – which is critical in developing KPIs and an appropriate focus for the deploym...

Design for six sigma

Abstract: This article provides a step by step process of executing analytical or computer based Design for Six Sigma using a Sliding Door project as an example. It comprises of identification of Voice Of the Customer (VOC), transformation of VOC to what it is called Critical To Quality characteristics (CTQs), modeling of system transfers function, optimal and robust solutions, and tolerance design approach