Showing papers on "Lean Six Sigma published in 2006"

Lean Six Sigma in Healthcare

Abstract: Healthcare, as with any other service operation, requires systematic innovation efforts to remain competitive, cost efficient, and up-to-date. This article outlines a methodology and presents examples to illustrate how principles of Lean Thinking and Six Sigma can be combined to provide an effective framework for producing systematic innovation efforts in healthcare. Controlling healthcare cost increases, improving quality, and providing better healthcare are some of the benefits of this approach.

Implementing the Lean Sigma framework in an Indian SME: a case study

Abstract: Lean and Six Sigma are two widely acknowledged business process improvement strategies available to organisations today for achieving dramatic results in cost, quality and time by focusing on process performance. Lately, Lean and Six Sigma practitioners are integrating the two strategies into a more powerful and effective hybrid, addressing many of the weaknesses and retaining most of the strengths of each strategy. Lean Sigma combines the variability reduction tools and techniques from Six Sigma with the waste and non-value added elimination tools and techniques from Lean Manufacturing, to generate savings to the bottom-line of an organisation. This paper proposes a Lean Sigma framework to reduce the defect occurring in the final product (automobile accessories) manufactured by a die-casting process. The proposed framework integrates Lean tools (current state map, 5S System, and Total Productive Maintenance (TPM)) within Six Sigma DMAIC methodology to enhance the bottom-line results and win customer loyalty. Implementation of the proposed framework shows dramatic improvement in the key metrics (defect per unit (DPU), process capability index, mean and standard deviation of casting density, yield, and overall equipment effectiveness (OEE)) and a substantial financial savings is generated by the organisation.

Lean Six Sigma in a hospital

Abstract: Hospitals today face major challenges. Patients demand quality of care to be improved continuously. Health insurance companies demand the lowest possible prices. Lean Six Sigma is a programme that can help healthcare providers to achieve these (seemingly) conflicting goals. Lean Six Sigma is an integration of Six Sigma and Lean Manufacturing, both quality improvement programmes originating from industry. Lean and Six Sigma are highly complementary. Six Sigma provides an integrated improvement approach that increases quality by reducing variation, defects, and costs. Lean adds tools that increases process throughput by eliminating waste. In healthcare faster means rapid access and no waiting times, while reducing defects means less complication. Increasing speed and reducing defects both lead to lower costs. Hence, Lean Six Sigma is an excellent tool to tackle present-day healthcare challenges.

Essentials of Lean Six Sigma

Abstract: PART I: Statistical Theory and Concepts Chapter 1. Introduction to Essentials of Lean Six Sigma (6 )Strategies Chapter 2. Statistical Theory of Lean Six Sigma (6 ) Strategies Chapter 3. Mathematical Concepts of Lean Six Sigma Engineering Strategies PART II: Six Sigma Engineering and Implementation Chapter 4. Six Sigma Continuous Improvement Chapter 5. Design for Six Sigma Chapter 6. Design for Lean/Kaizen Six Sigma Chapter 7. The Roles and Responsibilities to Six Sigma Philosophy and Strategy Chapter 8. The Road Map to Lean Six Sigma Continuous Improvement Engineering Strategies PART III: Case Studies Chapter 9. Case Study 9.1: Methodology for Machine Downtime Reduction. A Green Belt methodology Case Study 9.2: Methodology for Defect Reduction in Injection Molding Tools Life time. A Black Belt methodology. Chapter 10. Case Study: Methodology for Defect Reduction in Injection Molding a Multi-Factor Central Composite Design Approach. A Master Black Belt methodology

Improving service quality by capitalising on an integrated Lean Six Sigma methodology

Abstract: Today, service processes are usually slow processes which are consequently prone to poor service quality. In addition, service has the inherent characteristic of heterogeneity, which means there is variation in service quality that is unsatisfactory to the customer. Fortunately, these issues can be addressed by combining the speed advantage of Lean discipline with Six Sigma's capability of uniform process output. This paper aims to develop and apply an integrated Lean Six Sigma methodology in a service-quality improvement endeavour. An empirical case study of IT (Information Technology) help-desk service was utilised to examine the effectiveness of the methodology.

Lean Six Sigma reduces medication errors

Abstract: mong healthcare errors, medication errors, including those made in prescriptions, pharmacy dispensing, handling by staff and handling by the patient in self-medicating situations, pose the most serious threat. Interested in quality management in several areas, management at a mid-sized hospital (which chooses to be anonymous) approved a project using lean Six Sigma to determine what changes in policy and practices might be necessary to significantly reduce these errors.

Lean Six Sigma for Service and Healthcare

Abstract: Lean Six Sigma is built on principles and methods that have proven themselves over the twentieth century. It has incorporated the most effective approaches and integrated them into a full programme. It offers a management structure for organizing continuous improvement of routine tasks, such as manufacturing, service delivery, accounting, nursing, sales and other work that is done routinely. Further, it offers a method and tools for carrying out improvement projects effectively. This book focuses on the implementation of Lean Six Sigma in Service and Healthcare. The authors work for the Institute for Business and Industrial Statistics. This is a consultancy firm and research institute owned by the University of Amsterdam.

Lean Six SIGMA for Supply Chain Management: The 10-Step Solution Process

Abstract: FOREWORD INTRODUCTION Chapter 1: Using Lean Six Sigma Methods to Identify and Manage Supply Chain Projects Chapter 2: Deploying Lean Six Sigma Projects Using Lean Tools Chapter 3: Demand Management Impact on Lean Six Sigma Projects Chapter 4: Lead-Time Impact on Lean Six Sigma Projects Chapter 5: Lean Six Sigma Applications to Materials Requirements Planning (MRPII) Chapter 6: Identifying Lean Six Sigma Projects Using Inventory Models Chapter 7: Lean Supply Chains and Third-Party Logistics Chapter 8: Root Cause Analysis Using Six Sigma Tools (With Operations Research Methods) Chapter 9: Lean Six Sigma Improvement and Control Chapter 10: Applying the 10-Step Solution Process APPENDIX I: IMPORTANT SUPPLY CHAIN METRICS APPENDIX II: KEY LEAN SIX SIGMA CONCEPTS CONCLUSION GLOSSARY INDEX

Improving overall equipment efficiency using a Lean Six Sigma approach

Abstract: The TPM measure OEE is introduced as an indicator of plant effectiveness to be used in conjunction with the Six Sigma DMAIC improvement methodology. Facilitating theory development through practical application, an Action Research methodology is adopted for the project. Completory is the introduction of a triangulated project approach utilising both objective, quantitative methods for data analysis and problem solving as well as subjective, qualitative methods for dealing with the personnel elements of Six Sigma projects. Findings suggest the approach adopted was successful, achieving a near 50% improvement in the OEE over a 12-week period.

Lean Six Sigma Demystified

Abstract: This self-teaching guide is the fast and easy way to learn Lean Six Sigma, the revolutionary process and quality improvement methodology. You'll learn to analyze projects quickly, identify and eliminate waste, cut costs and grow revenue, and increase quality and efficiency. A 180-day trial version of Lean Six Sigma QI Macros for Excel will be available for download from the author's website.

Lean Six Sigma That Works: A Powerful Action Plan for Dramatically Improving Quality, Increasing Speed, and Reducing Waste

Abstract: If lean manufacturing moves your products through processes faster, and Six Sigma improves their quality, just imagine what combining these two powerful disciplines will do for you! Lean Six Sigma That Works provides the key to transforming your results in any manufacturing environment, giving you detailed, practical processes that let you leave the conference room, and get right to work. A strong and sensible combination of the “why” and the “how,” this book gives you a step-by-step improvement plan, plus a thorough understanding of: • cost, cash flow, materials velocity, lead time, balance, waste, and non-value-added processes • value stream mapping and the DMAIC process for solving problems and improving quality profitability • how every form of waste impacts customer satisfaction and the bottom line • and much more Whether you're a seasoned professional, or implementing your first lean sigma project, this invaluable guide offers you a clear path to higher quality, customer loyalty, and increased efficiency.

Lean-Six Sigma: tools for rapid cycle cost reduction.

Abstract: Organizational costs can be grouped as process cost, cost of quality, and cost of poor quality. Providers should train managers in the theory and application of Lean-Six Sigma, including the seven categories of waste and how to remove them. Healthcare financial executives should work with managers in eliminating waste to improve service and reduce costs.

New horizons for shipbuilding process improvement

Abstract: 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 Northrop Grumman Ship Systems. Aspects of management strategy, design for Six Sigma, and replicating process improvements as part of integrating Lean Six Sigma with Knowledge Management are discussed.

Application of Lean Six Sigma for Patients Presenting with ST-Elevation Myocardial Infarction: The Hamilton Health Sciences Experience

Abstract: Most patients with symptomatic acute myocardial infarction (AMI), the leading cause of death in western industrialized nations, use the emergency department (ED) as their point of entry. Yet, one identified barrier to early recognition of patients with AMI is ED overcrowding. In this paper, the author presents a quality improvement model that applies Lean Six Sigma guidelines to the clinical setting.

Lean Six Sigma for Reduced Cycle Costs and Improved Readiness

Abstract: : In general, during the lifecycle of a weapon system, a significantly larger amount of money gets spent in operating and maintaining the system than acquiring it. Hence, efficient logistics systems, including transportation, inventory management, modifications and maintenance activities, are critically important for containing the lifecycle costs of weapon systems and for maintaining the highest level of military readiness given the extant fiscal constraints. This paper will describe Lean Six Sigma (LSS), a strategically important and proven logistics initiative for both reduced lifecycle costs and improved readiness. With aging weapon systems, the US Department of Defense is facing ever-increasing military expenses to maintain military readiness. Hence, the Department of Defense is keenly interested in implementing Lean Six Sigma in all the services. In this paper, we present an overview of Lean Six Sigma methodologies, describe Lean Six Sigma implementations with a focus on military applications, and discuss managerial guidelines for successfully implementing Lean Six Sigma. The paper concludes with a brief discussion of the issues that military planners should take into account in implementing Lean Six Sigma in the military.

Exploiting Lean Six-Sigma Quality Tools to Improve Test and Other Processes

Abstract: The many activities that fall in the domain of test can be modeled as processes and thus can benefit from the discipline of process improvement. Process improvement is itself a process that helps organizations deliver better product, more quickly, at a competitive price. The methods of process improvement are themselves evolving. Two major schools of process improvement of the 1990' s, Six-Sigma1 and Lean Manufacturing, are merging to a unified methodology to gain the advantages of each school. This paper overviews concepts and tools from each school. This paper also contains methods and tools from the Training-Within-Industry (TWI) Service training program, which provides a training foundation for present day Lean Six-Sigma process improvement.

Lean Six Sigma As An Improvement Tool In Academia

Abstract: Six Sigma is a quality management philosophy, problem solving approach, and statistical measure that helps organizations improve processes, reduce variation, and eliminate waste. It has been used successfully in the automotive, chemical, healthcare, high-tech, financial and retail industries. The Industrial Engineering and Management Systems Department at the University of Central Florida has incorporated service experiential learning opportunities into the curriculum within a Total Quality Improvement course. This course teaches the Six Sigma body of knowledge together with Lean Principles and provides hands-on Six Sigma project experience. This paper describes how a team of faculty and students used the Lean Six Sigma Technology to document and improve the pre-application process used by the College of Engineering and Computer Science at the University of Central Florida.

Chapter 1 – Introduction to Essentials of Lean Six Sigma (6σ) Strategies: Lean Six Sigma: Six Sigma Quality with Lean Speed

Abstract: Publisher Summary This chapter describes the essentials of Lean Six Sigma (6 σ) strategies where customer satisfaction is the number one priority in any kind of organization. Customer satisfaction also means profitability. The success of any company depends on the ability to ensure the highest quality at the lowest cost. Six Sigma is a management strategy to match the projects to financial goals. It combines robust design engineering philosophy and techniques with low risks. Six Sigma philosophies are related to engineering process control, stochastic control (relating to probability), and statistical process control. It requires consistency assurance, waste reduction, on-schedule and on-time shipping, mistake-proofing, statistical methods, analysis of variance, design of experiment, lean manufacturing, optimization methods, and process and data analysis. It is the process capability that continuously improves the quality of the product and maximizes productivity. Lean Six Sigma is a data-driven methodology and approach used to analyze the root causes of manufacturing and business problems/processes by eliminating defects and dramatically improving the product. It improves the employee's knowledge of business management to distinguish business from the bottom line, customer satisfaction, and on-time delivery.

World Class Master Scheduling: Best Practices and Lean Six Sigma Continuous Improvement

Abstract: Chapter 1 - What is Master Scheduling?Chapter 2 - Utilizing Inventory StrategyChapter 3 - Integration with ERPChapter 4 - Demand Planning InputsChapter 5 - Details behind the ScheduleChapter 6 - Order ManagementChapter 7 - The Role of the Master SchedulerChapter 8 - Sales and Operations PlanningChapter 9 - Metrics in SchedulingChapter 10 - Job Description of Master SchedulerChapter 11 - Integration with MRP (Material Requirements Planning)Chapter 12 - Forecasting Accuracy RequirementsChapter 13 - Planning Bills Of Material (BOMs)Chapter 14 - Software tools for Master SchedulingChapter 15 - Integration with LeanChapter 16 - Integration with Six Sigma Chapter 17 - The Management Systems for Class A Master SchedulingChapter 18 - Education and Training for Success - The Investment in Human CapitalChapter 19 - What Value does Class A ERP Certification Add?Appendix A - Summary of Criteria for Class A ERP Certification as it Relates to Master SchedulingAppendix B - Planning BOM Design Strategies

Letterkenny Army Depot: Finance Innovations Support Lean Six Sigma Success

Abstract: As a result of significant dollar savings to the Army and U.S. taxpayers, Letterkenny Army Depot received widespread public recognition in 2005. The depot received a public sector Shingo Prize for applying Lean principles and tools to its PATRIOT missile system recapitalization program. While Letterkenny was Leaning its production systems, the depot implemented two innovative and effective financial incentive systems: one to reward employees, the other to reward customers. The reward systems were innovative because they occurred in a not-for-profit organization and effective because they motivated customers, employees, and unions to embrace Lean. First, the commander of Letterkenny Army Depot introduced a mechanism for immediately recognizing surplus Net Operating Results (“NOR”) funds generated by Lean savings. Rather than following prescribed budgeting procedures, Letterkenny made sixty percent of auditable surplus NOR available to customers within the current fiscal year. With Lean savings immediately put “back in customers’ hands”, the customers usually chose to repurchase Letterkenny services with their Lean savings checks. The additional services performed by the depot at essentially no cost to the customer provided combat-ready weapon systems to the Warfighter, over and above the quantities planned for the current fiscal year. The depot reinvested the balance of its NOR surpluses in improvements to its facilities and equipment, helping to promote Lean buy-in among civilian employees and their unions. Second, Letterkenny negotiated a revised process for awarding NOR-related bonus checks to its employees. To further promote Lean buy-in, the depot established a “threshold” approach to determine the size of the employee payments. Letterkenny awarded payouts of $200/employee for each $1 million increase in NOR, up to a maximum of $5 million. By reaching annual Lean-enabled NOR of at least $5 million each year, Letterkenny employees could and did receive annual bonus checks of $1,000 in three successive years. The case describes the organizational conditions leading to these innovations and the responses to them among its customers, unions and headquarters.

Chapter 6 – Design for Lean/Kaizen Six Sigma

Abstract: Publisher Summary This chapter explores the various facts regarding Lean Six Sigma engineering Lean means speed and quick action (reducing unwanted wait time) and Six Sigma means identifying defects and eliminating them These are the principles and rules required while designing and processing for a Lean Six Sigma project to meet world class performance criteria Six Sigma concepts are first applied to define, analyze, measure, phase, improve/develop, and control/verify (DMAIC) A successful process improvement of any project requires management's approval and its strong support from the beginning of the project The elements of lean manufacturing are reduction of process lead times, improvement of process and product quality to zero defects, minimization of cost, and inventory reduction As far as the lean performance measurements are concerned, Measurement should be related to variables in achieving higher success, mission, vision, and values—how organization performs now and in the future The integration of Kaizen, Lean, and Six Sigma is elaborated in the chapter

Fishbone flow: integrating lean, Six Sigma, TPM and Triz

Abstract: This booklet, published in June 2006 replaces Cause and Effect Lean that sold (in various versions) over 30,000 copies. The book explains Flow and Lean principles by using fishbone (Ishikawa) diagrams. A new feature is that the book is built around the proven FLOW framework developed by Kate Mackle of Thinkflow Create flow, Maintain flow, Organize for flow, and Measure for flow. There are 57 figures most of tem fishbone diagrams showing everything from 5S to 7 wastes, from lean design to lean supply, and from policy deployment to mapping. Brief text accompanies each figure. The figures are arranged in landscape format one figure to an A5 page. An end-to-end overview of Lean in one book.

Letterkenny Army Depot: The Army Teaches Business a Lesson in Lean Six Sigma

Abstract: Letterkenny Army Depot: The Army Teaches Business a Lesson in Lean Six Sigma is a case study of Letterkenny Army Depot, one of five Army maintenance depots. Letterkenny recapitalizes missiles, HMMWV's, generators, and other equipment for the United States Army. Recapitalizing equipment means completely disassembling the system, cleaning and/or replacing every component, subcomponent and part, and reassembling and testing the equipment. Col. William Guinn was assigned as depot commander in July 2002 only to find the depot was in deep financial and operational trouble. Letterkenny had ... • experienced an operating loss of $31 million on revenues of $120 million • work flows that were dysfunctional and inefficient • the highest hourly wage rates among all the depots • an infrastructure that was badly in need of repair Additionally, the depot faced possible closing by the Base Realignment and Closure (BRAC) Commission in 2005. This case documents Col. Guinn’s Lean Six Sigma deployment at Letterkenny Army Depot from 2002 to 2005. Using the principles and tools of Lean, Letterkenny’s commander, senior leaders, managers, and employees successfully transformed the depot from the Army’s worst to its best performing depot in terms of productivity and cost efficiency. Three years after the depot’s Lean journey began, the 2005 BRAC Commission not only recommended keeping Letterkenny open, but also assigned it additional programs. In the same year, Letterkenny won the public sector Shingo Prize for applying Lean to its Patriot Missile recapitalization program. The authors use a framework developed by Michael George in his book Lean Six Sigma for Service to present the results of their research. In addition to being a research case (i.e., a descriptive case), the case raises issues on deploying Lean Six Sigma – issues that can be addressed in business and military educational settings. Letterkenny Army Depot: The Army Teaches Business a Lesson in Lean Six Sigma is case about Lean Six Sigma, leading change, and business transformation.