Showing papers on "Lean Six Sigma published in 2007"

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...

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..

Defining the foundation of lean manufacturing in the context of its origins (Japan).

Abstract: Manufacturing companies in the west are preoccupied with a contest for survival with emerging economies. One of the established tools in the contest is lean manufacturing. This paper reports work with a recognised exemplar in lean manufacturing combined with a study visit to Japanese companies, which has identified a core of manufacturing best practice. This has, in turn, supported a regional research programme designed to increase productivity in general manufacturing. The outcomes of this programme lead to questions regarding current western thinking/writing with respect to the introduction of lean manufacturing, along with the associated tools/techniques. The result is three propositions; the central point is that the cultural difference between the original source of a concept and the intended recipient is a major factor in the potential success or failure of a change programme. The second is that the techniques of lean manufacturing are explicit but have become confused by re-classifications and the apparent desire in the west to present 'solution packages'. Typical packages include: Six-Sigma, theory of constraints, lean manufacturing and recently lean Six-sigma. A further proposition is that the imposition of 'solution packages' can be both confusing and potentially harmful. Whilst the basic tools of manufacturing best practice are discrete, for maximum benefit and sustainability they are dependent on each other, which is often not appreciated.

Method of undertaking and implementing a project using at least one concept, method or tool which integrates lean six sigma and sustainability concepts

Abstract: A method of undertaking and implementing a project using at least one concept, method or tool which integrates Lean Six Sigma and Sustainability Concepts is provided. The method includes the steps of: a) collecting data regarding a project to be undertaken; b) analyzing the collected data to identify a problem associated with the project; c) defining a desired solution to the problem; and d) creating a plan of action based on the desired solution. At least one of steps a) through d) is performed utilizing at least one concept, method or tool which integrates Lean Six Sigma and financial and social and/or environmental sustainability concepts. The method also includes implementing the plan of action to obtain financial and social and/or environmental benefits.

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.

Operational Excellence: Using Lean Six Sigma to Translate Customer Value Through Global Supply Chains

Abstract: To successfully compete in today‘s global marketplace, organizations can and must do more to improve their internal operational efficiencies. Operational Excellence: Using Lean Six Sigma to Translate Customer Value through Global Supply Chains consolidates hundreds of tools and methods into 110 key concepts designed to translate thevoice o

Adaptation of lean methodologies for healthcare applications

Abstract: Lean and Six Sigma quality concepts and terminology have been applied in the manufacturing arena since the late 1980’s and early 1990’s. It has only been in recent years that healthcare administrators have identified these methods as being adaptable to their organizations so that they may realize organizational improvements for continuing success and delighting customers. Unfortunately, this is not an application that is widely taught in typical Industrial Engineering curriculum and therefore there are few educated professionals coming right out of college that are able to apply these principles to healthcare. There are however, many experienced professionals knowledgeable in the basic Lean and Six Sigma principles as applied to manufacturing. This paper presents research conducted by the IUPUI School of Engineering and Technology in partnership with Sister of St. Francis Health Services (SSFHS) which was focused on the development and implementation of a Lean Six Sigma Training Program specifically for healthcare. Through the development of this training program, Purdue faculty have adapted traditional manufacturing Lean methodologies for healthcare specific applications. This paper will present multiple examples of successfully adapted Lean manufacturing training for Healthcare organizations. The authors will then present their findings and recommendations concerning Lean training specifically for Healthcare professionals. They will also present in-depth explanations of hands-on exercises used to demonstrate application of lean tools such as value stream mapping, 5S and visual controls that can be used to effectively train employees in most any healthcare organization.

Implementing Lean Six Sigma Methodologies in the Radiology Department of a Hospital Healthcare System

Abstract: Increased focus is being placed on the quality of care provided by Hospital Healthcare Systems around the country. Caught in the middle between tightening government standards, stricter compliance guidelines for insurance companies, and the basic mission to serve those in need with quality and compassion; hospitals are looking for ways to improve their processes (services) for the benefit of all. CT (Computed Tomography – CAT Scan) and MRI (Magnetic Resonance Imaging) services in the hospital radiology departments are revenue-generating areas. The reimbursement rates for these services are very high, the scan times (especially in CT) are relatively low, and so the potential for additional revenue to the hospital comes with increasing patient capacity for these services. However, it is also a very competitive time for hospital radiology departments as many outpatient diagnostic centers are being built, drawing patients and physicians to their fast, efficient, no hassles approach to imaging. This brings additional hurdles to the already struggling hospitals. The Sisters of St. Francis Health Services (SSFHS) group enlisted the aid of faculty at IUPUI to address issues within their organization. The objectives: improve the key performance indicators directly tied to patient and physician satisfaction, improve and streamline CT/MR processes, increase the capacity to perform CT/MR services, and regain a portion of the referral base lost to outpatient diagnostic centers. To address these issues, Lean/Six Sigma methodologies were implemented. Considerable success has been documented in the manufacturing industry using these models, but little has been done in the service-based industry of healthcare so an uncharted area was being entered. Specially organized teams were created for the project within the hospital organization. Faculty experts provide education and training to these individuals in Lean/Six Sigma methodologies modified to fit healthcare services. The radiology project has been initiated and current results positively support the successful transferability of these manufacturing-originated methodologies into service-based applications. Modeling, simulations, and Cost/ROI of implementation projections for these projects are also being developed. These activities insure transportability of the models between hospitals so the benefit can be felt system-wide.

Enhancing faculty competency in lean thinking bodies of knowledge

Abstract: The Lean Aerospace Initiative’s (LAI) Educational Network (EdNet) established in 2002 is comprised of 32 universities who share a common interest to collaborate on developing and deploying curriculum for teaching lean six sigma fundamentals. Supported by a small staff centered at MIT, collaborating faculty have developed a week-long LAI Lean Academy® course, and delivered it to multiple audiences on-campus and in industry and government. The topics of the course map to many CDIO syllabus topics, and the pedagogy and assessment methods have borrowed on the CDIO knowledge base. This paper reports on this undertaking and on the extent to which it has contributed to developing faculty competency for teaching Lean Thinking in engineering and management. Results from this study reveal that instructors have significantly improved their competency to teach Lean Thinking during their affiliation with the LAI EdNet. On average, the instructors’ proficiency in twelve Lean Enterprise knowledge areas has increased a full level, from 3.2 to 4.2, on the CDIO Syllabus MIT Activity Based Proficiency Scale. The instructors report that collaboration on conceiving, developing and implementing the curriculum has been the most valuable EdNet activity for increasing their competency.

Scientific grounding of lean six sigma’s methodology

Abstract: Disclaimer/Complaints regulations If you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: https://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible.

Lean Six-Sigma applications in aircraft assembly

Abstract: Thesis (M.S.)--Wichita State University, College of Engineering, Dept. of Industrial & Manufacturing Engineering

Application of Lean Six Sigma techniques to optimize hospital laboratory Emergency Department Turnaround time across a multi-hospital system

Abstract: In January 2005, Indiana University, Purdue University at Indianapolis (IUPUI) and PurdueCalumet were invited to partner with the Alverno Clinical Labs in adapting Lean Six Sigma methodologies for use within healthcare. Our initial project focused on optimization of lab services for the emergency department at the Saint Margaret Mercy Hospitals in Hammond, IN. This project resulted in reduction of lab test report time to the emergency department from 75 minutes to less than 35 minutes. These results have been sustained from the initial implementation to present – over 14 months. Additionally, this project has been successfully implemented across two additional hospitals lab within the Alverno-Provena Clinical Labs system. This paper will describe the partnership between IUPUI faculty and Alverno Clinical Labs in application of Lean Six Sigma techniques to optimize hospital lab services for the emergency department. Additionally, this paper will discuss the strategies and methodologies used to sustain initial results following the initial implementation and the key characteristics of successful project migration to additional hospital labs.

Crashing the schedule in DCS validation pharmaceutical projects with lean six sigma and project management techniques : Case study and discussion

Abstract: In this article, we examine how to successfully apply project management practices and Lean Six Sigma techniques in a pharmaceutical automation environment to a schedule crash. The article consists of two sections, starting with a case study that describes a successful schedule crash and followed by a brief discussion of baseline and complementary resources required for successful automation compliance and schedule crashing. Download \"?“Crashing the Schedule” in DCS Validation Pharmaceutical Projects with Lean Six Sigma and Project Management Techniques: Case Study and Discussion\

SCOR, Lean and Six Sigma integration for a complete industrial improvement

Abstract: The challenging goal to achieve competitiveness in modern markets begins from business process integration. The processes are actually driven by customer requirements rather than by the internal business gains. In order to meet the final customer requirements, companies are involved in supplier-customer chains and this is the beginning of a real need for global perception, going outside their boundaries. In this context the supply chain goals come first and drive process improvement actions. This paper explains how some methodologies can be woven together in order to support this approach. In particular, the focus is to consider the combined use of SCOR, Lean and Six Sigma principles so as to enhance the management of the entire supply chain. As a consequence, the paper explains how to simplify the analysis of a complex and interconnected industrial environment, thanks to the development of a new problem-solving approach.

Lean Six Sigma for Supply Chain Management as Applied to the Army Rapid Fielding Initiative

Abstract: The Army's rapid fielding initiative (RFI) is the process by which new equipment is distributed to soldiers either at home station or in a theater of operations. Currently, equipment is shipped from over 50 suppliers around the United States to a single central warehouse on the east coast where it is packaged into sets. The sets are then shipped to the end user stationed at one of over 40 locations around the world. It is a process that costs the Army time, money and a great deal of effort to execute. By applying a combination of lean six sigma and the systems decision process, decision makers can make informed decisions and select the most efficient and economical alternatives that improve the RFI process and provide the greatest value to the stakeholder.

Lean Six Sigma Implementation for Military Logistics to Improve Readiness

Abstract: : In general, during the life cycle of a weapon system, a significantly larger amount of money gets spent on operating and maintaining the system than on acquiring it. Hence, efficient logistics systems, including transportation, inventory management, modifications, and maintenance activities, are critically important for containing the life cycle costs of weapon systems and for maintaining the highest level of military readiness given the extant fiscal constraints. This paper describes Lean Six Sigma (LSS), a strategically important and proven logistics initiative for both reduced life cycle costs and improved readiness. With aging weapon systems, the U.S. 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. The authors begin this paper by providing an overview of military logistics and discussing the critical concepts of readiness and cycle-time. Thereafter, they present an overview of Lean Six Sigma methodologies, including Lean production and Six Sigma, and describe the experience of implementing Lean Six Sigma in the Army, Navy, and Air Force. The paper ends with a discussion of the managerial guidelines for successfully implementing Lean Six Sigma. The paper includes 54 briefing charts that summarize the presentation.

Lean Six Sigma - Innovative Safety Management

Abstract: The organization’s safety effort is to create an injury-free workplace. This traditionally means writing programs, training employees, inspecting worksites, and managing the process so as to improve the loss outcomes. To manage the process information is needed. Traditionally the information to manage the process comes from historical loss data. The analysis of this information and accident reports becomes the basis for deploying improvement strategies. This has been the predominant practice for decades, and though there has been some improvement in safety outcomes, they have been less than stellar.

Identification of process improvement methodologies with application in information security

Abstract: The purpose of this paper is to review the capabilities of the Six Sigma and Lean Enterprise methodologies, and provide an illustration how the capabilities can be delivered under a uniform structure such as Lean Six Sigma. STOPE will then be reviewed along with the mapping to ISO/IEC 17799. Finally, the planned release of ISO/IEC 27004 and the applicability of Lean and Six Sigma methodologies will be discussed.

Was ist lean six sigma

Abstract: Das Buch fuhrt in Lean Six Sigma ein und zeigt, wie Lean Six Sigma dazu beitragt, dass Unternehmen in einer Welt erfolgreich sind, in der die Kunden hohe Qualitat und kurze Lieferzeiten zu minimalen Kosten erwarten. Die ersten sechs Kapitel befassen sich mit den Grundsteinen von Lean Six Sigma: Sie fuhren in das Grundvokabular und die Grundkonzepte ein. Die ubrigen Kapitel widmen sich der Anwendung von Lean Six Sigma: Nach Erlauterung der Lean-Werkzeuge wird anhand von Fallstudien aus der Praxis gezeigt, welche Konzepte und Methoden erfolgreich in Unternehmen angewandt wurden, um die Arbeitsumgebung zu verbessern und wie die Leser die Methode im eigenen Unternehmen einfuhren und umsetzen konnen."

Six Sigma Management and Its Implementation

Abstract: The paper addresses the essence and development of Six Sigma,the synergy of Six Sigma and Lean production.It points out the key role of executive management in Six Sigma implementation from business system perspective.And it presents Six Sigma implementation roadmap and addresses key issues in the implementing process.The paper aims to provide guidelines and references for Six Sigma implementation in China.

The Scientific Underpinning of Lean Six Sigma

Abstract: The twentieth century saw an incredible development of professional organizations. The impact of technological advances is obvious, but besides these, innovations in management structures and methods have resulted in the highly productive organizations of today. Lean Six Sigma is not revolutionary. It 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 program. 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. In an economy which is determined more and more by dynamics than by static advantages, continuous improvement of routine tasks is a crucial driver of competitiveness. In this paper it is shown that Lean Six Sigma's method has a sound basis in science, thus aiming to provide a case for Lean Six Sigma based on its core principles, rather than rhetoric.

“All Bundled Out” - Application of Lean Six Sigma techniques to reduce workload impact during implementation of patient care bundles within critical care – A case study

Abstract: Within healthcare, clinical practice bundles have been used to implement standardized, nursing driven protocols resulting in standardized patient care and improved patient outcomes. Examples of these types of bundles include clinical practices shown through evidence based medicine to reduce occurrences of Ventilator Associated Pneumonia – VAP bundle; those shown to reduce the occurrences of central line infections – CL bundle; and those shown to significantly improve the outcomes of patients presenting with sepsis – Sepsis Bundle.

Evaluating six sigma in the indonesian sme context

Abstract: Small and Medium Sized Enterprises (SMEs) make an important contribution to the Indonesian economy and are a focus of Government attention aimed at improving their efficiency and competitiveness. In this paper we discuss the development of a research project to investigate the suitability of lean six sigma as an improvement methodology for Indonesian SMEs in the manufacturing sector. A key aim of the research is to design a suitable framework for introducing lean six sigma into Indonesian SMEs in the manufacturing sector.

Deployment: 7 Stumbling Blocks to Overcome

Abstract: Seven common stumbling blocks may be encountered when deploying and maintaining a lean Six Sigma program in a service environment. While there is no perfect system or process, organizational support, good data, effective communication, and listening to..

The Rapid Field Initiative Business Analysis

Abstract: : The Army's Rapid Fielding Initiative (RFI) is the process by which new equipment is distributed to Soldiers either at home station or in a theater of operations. Currently equipment is shipped from over 50 suppliers around the United States to a single central warehouse on the east coast where it is packaged into sets. The sets are then shipped to the end user stationed at one of over 40 locations around the world. It is a process that costs the Army time money and a great deal of effort to execute. This case study examines the RFI supply chain and makes recommendations to improve the current inventory management system (IMS) by removing the communication gaps between the PM warehouse and suppliers; a location analysis is performed to select the most efficient and economic location for the warehouse and packaging facility; and a new tariff is proposed that will reduce the number of items shipped to and returned from each fielding location that better meets the needs of the Soldier. The recommendations are the result of applying a combination of Lean Six Sigma tools and the Systems Decision Process to determine the most efficient and economic solutions and provide the greatest value to the stakeholders.