Showing papers on "Lean Six Sigma published in 2008"
06 Jun 2008
TL;DR: If six sigma and lean are new methods, or if they are repackaged versions of previously popular methods – total quality management (TQM) and just‐in‐time (JIT) – is explored.
Abstract: Purpose – The purpose of this paper is to explore if six sigma and lean are new methods, or if they are repackaged versions of previously popular methods – total quality management (TQM) and just‐in‐time (JIT).Design/methodology/approach – The study is based on a critical comparison of lean with JIT and six sigma with TQM, a study of the measure of the publication frequency – the number of academic articles published every year of the previous 30 years – for each topic, and a review of critical success factors (CSF) for change efforts.Findings – The more recent concepts of lean and six sigma have mainly replaced – but not necessarily added to – the concepts of JIT and TQM. lean and six sigma are essentially repackaged versions of the former, and the methods seem to follow the fad (product) life cycle. The literature offers fairly similar and rather general CSF for these methods, e.g. top management support and the importance of communication and information. What seems to be missing, however, is the need ...
342 citations
TL;DR: In this paper, an integrated lean six sigma (LSS) model for manufacturing industry has been proposed to provide a single and highly effective strategy for change in companies, which has been successfully implemented in a number of SMEs and evaluated for its effectiveness in the subject company.
Abstract: Purpose – Both lean and six sigma are key business process strategies which are employed by companies to enhance their manufacturing performance. However, whilst there is significant research information available on implementing these systems in a sequential manner, there is little information available relating to the integration of these approaches to provide a single and highly effective strategy for change in companies. The purpose of this paper is to develop and implement an integrated lean six sigma (LSS) model for manufacturing industry.Design/methodology/approach – Through the development of a case study approach, the paper chronicles the design, development and implementation of an integrated LSS model. The work in this paper builds upon the SME six sigma model that has been successfully implemented in a number of SMEs. The model is subsequently evaluated for its effectiveness in the subject company.Findings – This paper proposes an integrated approach to lean and six sigma model. Its developmen...
239 citations
TL;DR: A power train of an automatic transmission adapted to realize a shift stage comprising five forward speeds and one reverse speed by two simple planetary gear sets and seven friction elements to thereby enable compactness and lightness of the automatic transmission.
Abstract: Lean Thinking and Six Sigma are typically considered as separate approaches to process innovation, with complementary strengths. When combined as Lean Six Sigma, this approach provides a unified framework for systematically developing innovations. Lean Six Sigma can also bring about significant results and breakthrough improvements in financial services, as demonstrated with four case studies from Dutch multinational insurance companies. These cases demonstrate the importance of incremental innovations and show that there is room for improvement in the financial services industry. This article takes the integration of Lean Thinking and Six Sigma a step further by providing an integrated framework and a comprehensive roadmap for improvement.
113 citations
TL;DR: This article discusses Mount Sinai Medical Center's experience adapting this methodology to improve both patient care and business processes and outcomes and presents an overview of Six Sigma and examples of projects undertaken using this data-driven approach to performance improvement.
Abstract: Lean Six Sigma, in various forms, has been used widely in many Fortune 500 companies. Motorola, General Electric, Sony, American Express, and Bechtel all use Six Sigma to improve quality and performance. While the impact of this methodology has been documented extensively by the press in manufacturing and transactional settings, less evidence is available regarding its utility in health care environments. Mount Sinai Medical Center initiated a Six Sigma program in 2000 to determine its applicability and value in a large academic medical center. This article discusses Mount Sinai Medical Center's experience adapting this methodology to improve both patient care and business processes and outcomes. We present an overview of Six Sigma, and offer examples of projects undertaken using this data-driven approach to performance improvement. Lastly, the article provides insights and lessons learned regarding this organization-wide experience.
50 citations
TL;DR: In this paper, the authors provide seven standard project definitions (generic templates) to facilitate the process of defining Lean Six Sigma (LSS) projects in finance, because the lack of a clear definition is an important cause of project failure.
Abstract: Lean Six Sigma (LSS) is applied in financial service organizations to improve operational efficiency and effectiveness. LSS prescribes that these improvements are designed and implemented by projects. The purpose of this article is to facilitate the process of defining LSS projects in finance, because the lack of a clear definition is an important cause of project failure. The authors' strategy is to provide seven standard project definitions (generic templates). Project leaders can use these templates as an example and as a guide in the definition phase. This will help them to formulate crystal clear project definitions that have explicitly stated goals and a solid business rationale. In this article, the authors will discuss these seven generic categories and show how this simple categorization and subsequent standardization of approaches can help LSS teams simplify the definition phase.
47 citations
TL;DR: Application of corporate Lean Six Sigma methodology identified opportunities for reducing dwell times in trauma resuscitation units (TRU) by quantifying patient dwell times and identifying four processes that were related to TRU delays.
Abstract: Objective: The Institute of Medicine has identified trauma center overcrowding as a crisis. We applied corporate Lean Six Sigma methodology to reduce overcrowding by quantifying patient dwell times in trauma resuscitation units (TRU) and to identify opportunities for reducing them. Methods: TRU dwell time of all patients treated at a Level I trauma center were measured prospectively during a 3-month period (n = 1,184). Delays were defined as TRU dwell time >6 hours. Using personnel trained in corporate Lean Six Sigma methodology, we created a detailed process map of patient flow through our TRU and measured time spent at each step prospectively during a 24/7 week-long time study (n = 43). Patients with TRU dwell time below the median (3 hours) were compared with those with longer dwell times to identify opportunities for improvement. Results: TRU delays occurred in 183 of 1,184 trauma patients (15%), and peaked on days with > 15 patients or with presence of five simultaneous patients. However, 135 delays (74%) occurred on days when ≤15 patients were treated. Six Sigma mapping identified four processes that were related to TRU delays. Reduction of TRU dwell time by 1 hour per patient using interventions targeting these specific processes has the potential to improve our TRU capacity to care for more patients. Conclusion: Application of corporate Lean Six Sigma methodology identified opportunities for reducing dwell times in our TRU. Such endeavors are vital to maximize operational efficiency and decrease overcrowding in busy trauma centers working at capacity.
44 citations
TL;DR: A strong focus on short feedback loops in research as an indicator for efficiency is suggested and different organizational forms can be derived to achieve a lean research structure: innovation studios and process factories, respectively.
43 citations
Book•
11 Apr 2008
TL;DR: In this paper, the authors present a review of the state-of-the-art in the area of robustness in software design. But, they do not discuss the role of the user in the design process.
Abstract: Dedication. Acknowledgements. Preface. 1. Introduction. 1.1 The Goal. 1.2 Robust DFSS -The State of the Art. 1.3 Approach. 1.4 Guide to this book. 2. Driving Growth through Innovation. 2.1 Delivering On the Promise. 2.2 Creating Better Promise. 2.3 Ambidextrous Organization. 2.4 Platforms for Growth. 2.5 Innovation and Design. 2.5.1 Managing the Paradox of Preservation and Evolution. 2.6 Conclusions. 3. Process for Systematic Innovation. 3.1 Balanced Innovation Portfolio. 3.2 Effective Teams for Collaboration. 3.3 Execution Process for Innovation Projects. 3.4 Techniques and Tools. 3.5 Climate for Innovation. 4. Lean Six Sigma Essentials. 4.1 Origins of Six Sigma. 4.2 Six Sigma Approach. 4.2.1 Variation is the Enemy! 4.3 Origins of Lean. 4.3.1 Waste is the Enemy!. 4.4 Lean Six Sigma: Faster, Better and Cheaper. 5. Deploying Design for Lean Six Sigma (DFLSS). 5.1 Deploying DFLSS. 6. Capturing the Voice of the Customer. 6.1 Defining Elements of Customer-Producer Relationship. 6.2 Customer Expectations. 6.3 Methods of Collecting Customer Expectations. 6.4 Research Ethics. 7. Design Axioms and Their Usefulness in DFLSS. 7.1 Design Axioms. 7.2 Domain Thinking. 7.3 Design of a Software System. 7.3.1 Designing MTS software. 7.4 Design of a system that will market sporting goods. 7.5 Design of a fan belt/pulley system. 7.6 Use of Design Principles in an Academic Department. 7.6.1 Mechanical Engineering Department at MIT. 7.6.2 FR-DP Identification. 7.6.3 Actions Taken. 7.7 Design of a University System That Will Teach Students Only Through Internet. 8. Implementing Lean Design. 8.1 Key Principle of Lean Design. 8.2 Strategies for Maximizing Value And Minimizing Costs And Harm8.3 Modular Designs. 8.4 Value Engineering. 8.5 3P Approach. 9. Theory of Inventive Problem Solving (TRIZ). 9.1Introduction to TRIZ. 9.2 TRIZ Journey. 9.2 1 TRIZ Roadmap. 9.2.2 Ideality Equation. 9.2.3 Itself method. 9.2.4 TRIZ analysis tools. 9.2.5 TRIZ database tools. 9.3 Case Examples of TRIZ. 9.3.1 Improving Process of Fluorination. 9.3.2 CMM support problem. 9.4 Robustness through inventions. 9.4.1 What is a Robustness Invention. 9.4.2 Research Methodology. 9.4.3 Results of the Patent Search. 9.4.4 Robust Invention Classification Scheme. 9.4.5 Signal Based Robust Invention. 9.4.6 Response Based Robust Invention. 9.5.7 Noise Factor Based Robust Invention. 9.4.8 Control Factor Based Robust Invention. 10. Design for Robustness. 10.1Engineering Quality. 10.1.1 Evaluation of the Function Using Energy Transformation. 10.1.2 Studying the interactions between Control and Noise Factors. 10.1.3 Use Of Orthogonal Arrays (Oas) and Signal-To-Noise Ratios To Improve Robustness. 10.1.4 Two-Step Optimization. 10.1.5 Tolerance Design using Quality Loss Function. 10.2 Additional topics in designing for robustness. 10.2.1 Parameter Diagram (P-diagram). 10.2.2. Design of Experiments. 10.2.3 Signal to Noise (S/N) Ratios. 10.3 Role of Simulations in Design for Robustness. 10.4 Example - Circuit stability design. 10.4.1 Control Factors and Noise Factors. 10.4.2 Parameter Design. 10.5 PCB Drilled Hole Quality Improvement. 10.5.1 Introduction. 10.5.2 Drilled Hole quality characteristics. 10.5.3 Background. 10.5.4 Experiment Description. 10.5.5 Designing the experiment. 10.5.6 Benefits. 10.6 PCB Design of A Valve-Less Micropump Using Taguchi Methods. 10.6.1 Introduction. 10.6.2 Working Principle and Finite Element Modeling. 10.6.3 Design for Robustness. 10.6.4 Conclusions. 11. Robust System Testing. 11. 1 Introduction. 11.1.1 A Typical System Used in Testing. 11.2 Method of Software Testing. 11.2.1 Study of two-factor combinations. 11.2.2 Construction of Combination Tables. 11.3 MTS software testing. 11.4 Case Study. 11.5 Conclusions. 12. Development of Multivariate Measurement System Using the Mahalanobis Taguchi Strategy. 12.1 What is Mahalanobis-Taguchi Strategy? 12.2 Stages in MTS. 12.3 Signal-to-Noise Ratio - Measure of Prediction Accuracy. 12.3.1 Types of S/N Ratios in MTS. 12.4 Medical Case Study. 12.5 Case Example 2: Auto Marketing Case Study. 12.6 Case Study 3: Improving Client Experience. 12.7 Improvement of the Utility Rate of Nitrogen While Brewing Soy Sauce. 12.8 Application of MTS For Measuring Oil In Water Emulsion. 12.8.1 Introduction. 12.8.2 Application of MTS. 12.9 Prediction of Fasting Plasma Glucose (FPG) From Repetitive Annual. Health Check-Up Data. 12.9.1 Introduction. 12.9.2 Diabetes Mellitus. 12.9.3 Application of MTS. References. Appendix A. Some Useful Orthogonal Arrays. Appendix B. Equations for Signal-to-Noise (S/N) Ratios. Appendix C. Related Topics of Matrix Theory.
35 citations
TL;DR: This comprehensive model used a systems approach to successfully integrate aggregate data from incident-reporting systems, empowered stakeholders from a multidisciplinary team, and Lean Six Sigma methodologies to develop sustainable quality improvement projects to mitigate defects and positively impact perioperative processes.
Abstract: Objectives: The objectives of this article are to describe the designand implementation of a comprehensive perioperative quality andpatient safety management model. This model used a systemsapproach to integrate (1) multiple data sources of defects, (2) amultidisciplinary team, (3) a quality improvement methodologysuccessful in high-risk industries other than health care, (4) retro-spective and nearYreal-time analyses of defects, and (5) proactivefeedback to the team, reporters, and hospital risk managers.Methods: Two primary incident-reporting systems were selected. Amultidisciplinaryteam of physicians,nurses,risk managers, and otherswas formed. A simple taxonomy was used to categorize defects. LeanSix Sigma methodologies were used to analyze the data. The teamcalculated a priority score for each defect and developed qualityimprovement projects for those with the highest priorities.Results: During this study, 532 perioperative defects were captured,with newly captured defects analyzed weekly in near real time. Theteam created 91 quality improvement projects targeting all defectcategories,with33%focusedonpatientsafety.Manyprojectswerenotbasedontheincident-reportingsystemsbutoriginatedfromthemodel’ssystems approach. Feedback loops proactively revised formats forcapturing defects, added patient-specific safety data to individual’smedical records, and informed the hospital’s risk managers of ongoingquality improvement projects.Conclusions: This comprehensive model used a systems approach tosuccessfully integrate aggregate data from incident-reporting systems,empowered stakeholders from a multidisciplinary team, and Lean SixSigma methodologies to develop sustainable quality improvementprojectstomitigatedefectsandpositivelyimpactperioperativeprocesses.Key Words: incident-reporting systems, Lean Six Sigma,multidisciplinary team, systems approach, patient safety,perioperative processes, quality improvement(J Patient Saf 2008;4:84Y92)
31 citations
TL;DR: The Improve Phase of the DMAIC model utilizes the amazingly simple, and yet effective, Japanese 5S techniques to achieve a dramatic improvement in the process.
Abstract: This paper presents an application of the Lean Six Sigma DMAIC model. It is used to improve a plastic cup manufacturing process. The Improve Phase of the DMAIC model utilizes the amazingly simple, and yet effective, Japanese 5S techniques to achieve a dramatic improvement in the process.
TL;DR: In this article, an integrated approach to Lean Six Sigma is presented and the authors propose a Lean Six-Sigma strategy for industry as a result of the information collected from a survey of 100 manufacturing companies which apply Business Process Improvement (BPI) initiatives.
Abstract: Both Lean and Six Sigma are key business process strategies which are employed by companies to enhance their manufacturing performance. However, whilst there is significant information available on implementing Lean Six Sigma in companies, these business improvement strategies are still implemented primarily in a sequential manner and the results of the survey included in this paper identify the fact that little information exists regarding the integration of these approaches to provide a single and highly effective strategy for change in companies. This paper introduces an integrated approach to Lean Six Sigma and proposes a Lean Six Sigma strategy for industry as a result of the information collected from a survey of 100 manufacturing companies which apply Business Process Improvement (BPI) initiatives (Lean, Six Sigma or Lean Six Sigma). The rationale is that the effective implementation of Lean Six Sigma will lead to greater opportunities for companies to achieve economic sustainability through continued growth and improved manufacturing efficiency.
01 Jan 2008
TL;DR: In this paper, the authors examined four implementation frameworks found in the literature from two perspectives: from a critical success factor perspective and from the perspective of Rogers' diffusion of innovations theory, and they concluded that none of the frameworks examined comprehensively address issues suggested by Rodgers' diffusion-of-insights theory.
Abstract: This paper presents a review of Six Sigma focusing on implementation frameworks/models in the literature. The work is a part of a research project aimed at developing a Lean Six Sigma implementation framework for Indonesian SMEs. Most implementation frameworks examined used the concept of critical success factors in their development. In this paper, the authors examine four implementation frameworks found in the literature from two perspectives. Firstly, from a critical success factor perspective and secondly from the perspective of Rogers’ diffusion of innovations theory. None of the frameworks examined comprehensively address issues suggested by Rogers’ diffusion of innovations theory. The most robust framework appears to be the one developed by Burton and Sams. Our research suggests a customized implementation framework needs to be designed for Indonesian SMEs based on Rogers’ diffusion of innovations approach, but also drawing from literature on critical success factors.
TL;DR: A rigorous Lean Six Sigma approach is used to analyse an existing registration process and the root causes for the long average waiting time are identified and a drastic reduction in theaverage waiting time is achieved and sustained.
Abstract: The registration process is the first process that patients interact with hospitals. The quality of experience in registration will form the perceptions for hospitals. The waiting time is an important performance metric for the registration process. In this paper, a rigorous Lean Six Sigma approach is used to analyse an existing registration process and the root causes for the long average waiting time are identified. Lean operation principles are used to redesign the registration process. After the implementation, a drastic reduction in the average waiting time is achieved and sustained.
14 Oct 2008
TL;DR: The objective of this work was to innovate processes eliminating waste and non value-added work in processes done at the Imaging Department in the National Institute of Respiratory Diseases in Mexico City, to decrease the time a patient spends in a study and increase satisfaction.
Abstract: Delivery of services to a patient has to be given with an acceptable measure of quality that can be monitored through the patient's satisfaction. The objective of this work was to innovate processes eliminating waste and non value-added work in processes done at the Imaging Department in the National Institute of Respiratory Diseases (INER for its Spanish acronym) in Mexico City, to decrease the time a patient spends in a study and increase satisfaction. This innovation will be done using Lean Six Sigma tools and applied in a pilot program.
Book•
01 Jun 2008
TL;DR: In this paper, the authors discuss Six Sigma and Lean Manufacturing and present a set of document templates that can be tailored and used in a wide variety of software development projects Covers the integration of these templates for their entire product development life cycle provides detailed documentation guidance: detailed organizational policy descriptions; artifacts required in support of assessment; organizational delineation of process documentation
Abstract: Discusses Six Sigma and Lean Manufacturing - What is Lean Six Sigma? Includes document templates that can be tailored and used in a wide variety of software development projects Covers the integration of these templates for their entire product development life cycle Provides detailed documentation guidance: detailed organizational policy descriptions; artifacts required in support of assessment; organizational delineation of process documentation
TL;DR: In this paper, the subjects of lean and Six Sigma have been demonstrated separately and compared, and then their integration approaches and frameworks have been studied and discussed, and the outcomes imply that integrating lean and six Sigma creates a win-win situation.
Abstract: In this paper, an attempt has been made to provide a comprehensive perspective of the integrative approaches and frameworks. For this purpose, the subjects of lean and Six Sigma have been demonstrated separately and compared, and then their integration approaches and frameworks have been studied and discussed. The outcomes imply that integrating lean and Six Sigma creates a win-win situation. The combination of both can provide the philosophy and the effective tools to solve problems and create rapid transformational improvement at lower cost. Potentially, this could increase efficiency and effectiveness, which in turn leads to higher performance.
TL;DR: A new business management concept, called Total Performance Scorecard (TPS), defined as the systematic process of continuous, gradual, and routine improvement, development, and learning, focused on a sustainable increase of personal, organizational, and project performances is introduced in this paper.
Abstract: A new blueprint for creating a highly engaged and happy workforce is needed, where personal and organizational performance and learning mutually reinforce each other on a sustainable basis. This paper introduces a new business management concept, called Total Performance Scorecard (TPS), defined as the systematic process of continuous, gradual, and routine improvement, development, and learning, focused on a sustainable increase of personal, organizational, and project performances. It stresses the importance and need to develop a high-performance culture that combines the goals and aspirations of the individual with those of the company.
These concepts provide solutions to preserve and utilize individual rights and capabilities while adjusting the organizational culture and philosophy to this new environment. This has been done by expanding and integrating concepts such as the Personal Balanced Scorecard, Organizational Balanced Scorecard, Project Balanced Scorecard, Lean Six Sigma, and Talent Management into one overall holistic and organic framework.
This model will help organizations manage the demanding and often frustrating road toward sustained employee engagement and improvement.
Copyright © 2008 John Wiley & Sons, Ltd.
TL;DR: In this paper, a modified Quality Function Deployment (QFD) is developed to select and prioritise projects by weighting an internal staff assessment and mapping this against a patient survey, which is used for the selection and prioritisation of Lean Six Sigma projects in a hospital's radiation oncology department.
Abstract: Quality Function Deployment (QFD) is a methodology that has proven to be useful by incorporating the 'voice of the customer' by translating customer needs into technical requirements, guaranteeing that new or existing products and services meet or exceed customer expectations. In this study, a modified QFD is developed to select and prioritise projects by weighting an internal staff assessment and mapping this against a patient survey. We present how the modified QFD tool is used for the selection and prioritisation of Lean Six Sigma projects in a hospital's radiation oncology department. In addition, we present how internal feedback (staff, administrators, physicists, physicians) and external feedback (patients) are collected and used in the tool.
TL;DR: In this paper, the authors provide several pathways for Lean Six Sigma strategy executions in the service sector that are dependent upon the varying levels of organisational readiness, and a case study is presented to validate a strategy execution dependent on the organisation's level of readiness.
Abstract: In the last 20 years, the rate of change has accelerated in manufacturing and service organisations as they embark on the challenge of staying competitive and meeting the demands for improved performance. Service sectors encounter tremendous variability while working with the customers' numerous and changing needs, differing arrival times and their unique personalities. A core challenge to profitability is the management of variability in the day-to-day operations. Operations management theory strongly suggests that variation and waste must be eliminated to improve processes. Lean Six Sigma is an improvement methodology that has helped many manufacturing companies with waste and variability issues in their operation. This paper provides several pathways for Lean Six Sigma strategy executions in the service sector that are dependent upon the varying levels of organisational readiness. A case study is presented to validate a strategy execution dependent on the organisation's level of readiness. The paper serves as a guide to evaluate the readiness level of the organisation and provides varying levels of strategy execution leading to financial gains.
01 Jan 2008
TL;DR: The main objective of this chapter is to provide an overview of Six Sigma and discuss emerging trends in Six Sigma such as Design for six Sigma (DFSS) and Lean Six Sigma (LSS).
Abstract: Six Sigma originated from Motorola as a simple statistical technique to reduce defects in manufacturing in the 1980s with an objective to improve quality by improving manufacturing processes. Today, Six Sigma is an important corporate strategy used by many companies to improve their business processes, create a competitive advantage, and to increase market share and profitability. A recent study conducted by DynCorp, USA, has revealed that the effectiveness of Six Sigma as a tool for process improvement is the highest compared to other process improvement tools such as total quality management (TQM) and ISO 9000. The main objective of this chapter is to provide an overview of Six Sigma and discuss emerging trends in Six Sigma such as Design for Six Sigma (DFSS) and Lean Six Sigma (LSS).
01 Jan 2008
TL;DR: In this paper, Cavallini et al. analyzed a group of publicly traded manufacturing companies with the intent of verifying if a correlation exists between companies being lean and the attainment of superior returns on investments.
Abstract: LEAN SIX SIGMA AS A SOURCE OF COMPETITIVE ADVANTAGE Alessandro Giorgio Cavallini School of Technology Master of Science Anecdotal data affirms that companies applying Lean Six Sigma in their operations not only deliver higher quality products and services, but also obtain superior financial results. The goal of this research was to empirically verify anecdotal data. The study proposed to analyze a group of publicly traded manufacturing companies with the intent of verifying if a correlation exists between companies being lean and the attainment of superior returns on investments. The researcher performed a series of statistical tests comparing key Financial Performance Indicators (FPI) extracted from annual reports (10-K) from a large pool of companies. The outcome of this study showed that superior financial rewards result from a systematic application of lean and quality tools. At the conclusion of this thesis we verified that companies having a business model that stimulates a high level of communication between them and their markets – because they are lean – obtained substantially higher financial advantages when compared to companies that still followed a more traditional mode of production. The results also revealed that lean companies obtained on average Return on Invested Capital (ROIC) 10% higher than mass producers. Therefore, companies wanting to strategically invest their capital should consider Lean Six Sigma as a source of competitive advantage. Another strategic insight derived from this study was the recognition of signs of a smart business. Potential investors should look for the presence of lean and quality improvement programs as one sign that capital is being wisely invested to generate value. Another sign is how well historically ROIC have performed against Weighted Average Cost of Capital (WACC). The research revealed that, on average, lean companies had ROIC of 16%. Assuming that the hurdle rate (WACC) for most companies is near 10%, having ROIC of 16% is an incentive to become lean, thus allowing such companies to create value for their shareholders. Finally, we learned that many factors affect ROIC, namely, brand equity, market positioning, patents, core competency, innovation, leadership, etc. However, the presence of a Lean Six Sigma program in a manufacturing business was a strong positive factor impacting ROIC.
01 Jan 2008
TL;DR: In this article, the authors implemented the DMAIC problem solving method applying different quality management and lean tools in order to analyze and eliminate defect and waste causes, and improve the performance level of a manufacturing system.
Abstract: The application of innovative methodologies and problem solving methods to organize and manage manufacturing processes is essential to increase business performance of a company and satisfy customer demand. Specifically, combining Six Sigma quality with Lean Production speed empowers all companies to reach customer satisfaction through continuous improvement and reduction of non added value activities. The goal of this paper is to explain and show the power of Six Sigma and Lean production combination in a manufacturing company that realizes brass extruded and drawn pieces. Lean Six Sigma represents one of more dynamic and innovative program of management to improve quality of products and efficiency of manufacturing. This project focuses on the increase of customer satisfaction and savings by eliminating product defects and reducing scraps and non value added activities of the mechanical manufacturing stream. The authors implemented the DMAIC problem solving method applying different quality management and lean tools. The paper shows a complete roadmap in order to analyze and eliminate defect and waste causes, and improve the performance level of a manufacturing system. The obtained results highlight a reduction of Costs of Poor Quality by 20% and an increase of process cycle efficiency of 6%.Copyright © 2008 by ASME
01 Jan 2008
TL;DR: In this article, the authors introduce the concepts of mindsets and how they may block breakthrough thinking, where breakthrough thinking is considered a characteristic of a person who is highly creative and uses systematic problem solving methods.
Abstract: The paper introduces the concepts of mindsets and how they may block breakthrough thinking, where breakthrough thinking is considered a characteristic of a person who is highly creative and uses systematic problem solving methods. It introduces previously identified ‘highly effective engineer key attributes’ and their relation to TRIZ. The paper then reports the development of a questionnaire, where the identified attributes are explored with Six Sigma/ Lean practitioners. Follow-up phone interviews helped to clarify the results. The results were compared between TRIZ and Six Sigma/ Lean practitioners. The results show that Lean Six Sigma has the closest tool set/ approach with that relevant for ‘highly effective engineers’, with Lean and then Six Sigma of lesser match. It is shown that even with Lean Six Sigma, there is a place for a TRIZ gateway dependant on problem type, and a recommended implementation is suggested here. It is also noted that with all methods, some of the TRIZ tools are relevant to help with the general problem solving stage of any process. Overall in this initial exploratory investigation, TRIZ appears to offer great problem solving and creativity potential for engineers than Lean/ Six Sigma.
01 Dec 2008
TL;DR: In this article, the Lean Six Sigma methodologies can be implemented within pharmacy operations, often at little or zero cost, while realizing significant savings and increased customer satisfaction, while either maintaining or improving customer satisfaction (i.e., processing times).
Abstract: : The pharmacy operations of three military, Medical Treatment Facilities (MTF) were observed, to determine possible process improvements and cost saving mechanisms that may be achieved through Lean Six Sigma methodologies. After mapping the processes of each facility (one large, one medium, and one small) each was modeled and validated in order to forecast potential savings, increases in efficiency, and/or waste reduction while either maintaining or improving customer satisfaction (i.e., processing times). The research proved that Lean Six Sigma methodologies can be implemented within pharmacy operations, often at little or zero cost, while realizing significant savings and increased customer satisfaction.
01 Apr 2008
TL;DR: In this article, the authors present a white-collar environment for resource managers to enable senior leaders to make informed decisions early in the decision-making process and to ensure high-priority requirements are funded to meet the capabilities needed to keep our service members alive.
Abstract: : As resource managers, our business is not turning a wrench to move the chassis frame to the next station. Rather, we work in a white-collar environment. Our job is to enable our senior leaders to make informed decisions early in the decision-making process and to ensure high-priority requirements are funded to meet the capabilities needed to keep our service members alive.
01 Feb 2008
TL;DR: In this article, three experts share their perspectives on combining innovation with Six Sigma, the flexibility of the DMAIC model and Six Sigma career paths, and a focus on revenue growth in deploying Lean Six Sigma.
Abstract: Three experts share their perspectives on combining innovation with Six Sigma, the flexibility of the DMAIC model and Six Sigma career paths, and a focus on revenue growth in deploying Lean Six Sigma...