Showing papers on "Lean Six Sigma published in 2012"
TL;DR: The aim of this systematic review was to identify and evaluate the application and effectiveness of quality improvement methodologies to the field of surgery.
Abstract: Background:
The demand for the highest-quality patient care coupled with pressure on funding has led to the increasing use of quality improvement (QI) methodologies from the manufacturing industry. The aim of this systematic review was to identify and evaluate the application and effectiveness of these QI methodologies to the field of surgery.
Methods:
MEDLINE, the Cochrane Database, Allied and Complementary Medicine Database, British Nursing Index, Cumulative Index to Nursing and Allied Health Literature, Embase, Health Business™ Elite, the Health Management Information Consortium and PsycINFO® were searched according to the Preferred Reporting Items for Systematic Reviews and Meta-Analyses statement. Empirical studies were included that implemented a described QI methodology to surgical care and analysed a named outcome statistically.
Results:
Some 34 of 1595 articles identified met the inclusion criteria after consensus from two independent investigators. Nine studies described continuous quality improvement (CQI), five Six Sigma, five total quality management (TQM), five plan-do-study-act (PDSA) or plan-do-check-act (PDCA) cycles, five statistical process control (SPC) or statistical quality control (SQC), four Lean and one Lean Six Sigma; 20 of the studies were undertaken in the USA. The most common aims were to reduce complications or improve outcomes (11), to reduce infection (7), and to reduce theatre delays (7). There was one randomized controlled trial.
Conclusion:
QI methodologies from industry can have significant effects on improving surgical care, from reducing infection rates to increasing operating room efficiency. The evidence is generally of suboptimal quality, and rigorous randomized multicentre studies are needed to bring evidence-based management into the same league as evidence-based medicine. Copyright © 2011 British Journal of Surgery Society Ltd. Published by John Wiley & Sons, Ltd.
306 citations
TL;DR: Whether Lean Six Sigma (LSS) can be a powerful business improvement methodology for improving the efficiency and effectiveness of higher education institutions (HEIs) is critically evaluated and the myth that LSS is confined to manufacturing is removed.
Abstract: Purpose – The purpose of this paper is to critically evaluate whether Lean Six Sigma (LSS) can be a powerful business improvement methodology for improving the efficiency and effectiveness of higher education institutions (HEIs). The paper will also explore the fundamental challenges, barriers and critical success factors for the introduction and development of LSS in the HE context. The last part of the paper is to understand the role of tools and techniques for the sustainability of this initiative for making the HEIs more efficient and effective.Design/methodology/approach – The paper discusses whether LSS can be a useful and systematic approach to tackle operational and strategic issues within the HE industry. The authors use secondary data from literature to justify the need for this powerful approach and the benefits of adopting this business process improvement strategy within the HEIs.Findings – The paper presents the challenges and barriers to be encountered during the introduction of LSS in the ...
224 citations
TL;DR: In this paper, the authors examined the relationship between the successful deployment of Lean Six Sigma and a number of key explanatory variables that essentially comprise the competence of the organization, the competence and expertise of the deployment facilitator and the project leaders.
Abstract: Purpose – The purpose of this paper is to examine the relationship between the successful deployment of Lean Six Sigma and a number of key explanatory variables that essentially comprise the competence of the organization, the competence of the deployment facilitator and the competence of the project leaders.Design/methodology/approach – The preliminary fieldwork involved interviews with two senior Master Black Belts; then, combined with the results of a literature review, the authors develop a conceptual model. A number of hypotheses are developed and the procedures involved in empirically testing these hypotheses are briefly explained.Findings – Technical and interpersonal attributes of Black Belts and Master Black Belts are identified as well as the factors for success in deploying Lean Six Sigma. These factors relate to: leadership, communication, behavior and awareness of Six Sigma; policies, culture and organizational support and strategy; education, training and competency of the Six Sigma experts;...
208 citations
TL;DR: Critical success factors (CSFs) and impeding factors are identified and analysed and three new CSFs are revealed: personal LSS-experience of Top management, development of the project leader's soft skills and supply chain focus.
Abstract: In this paper we provide an exploration and analysis of Lean Six Sigma (LSS) implementation in Dutch manufacturing/engineering small- and medium-sized enterprises (SMEs). Critical success factors (CSFs) and impeding factors are identified and analysed. Exploratory empirical evidence about LSS implementation in Dutch SMEs was collected from a survey study on Dutch SMEs. Statistical testing was applied to validate the ranking of the CSFs. To deepen insight in how organizations translate CSFs into practice and cope with impeding factors, additional in-depth qualitative information was gathered from six case studies. Linking to customer, vision and plan statement, communication and management involvement and participation are the highest ranked CSFs. Internal resistance, the availability of resources, changing business focus and lack of leadership are the strongest impeding factors. The case studies confirmed the importance of the CSFs and revealed three new CSFs: personal LSS-experience of Top management, development of the project leader's soft skills and supply chain focus. SMEs in the Netherlands make no distinct separation between lean manufacturing and Six Sigma, but rather apply both approaches intertwined.
201 citations
TL;DR: In this article, the importance of developing learning capabilities in the middle management team and the empowering of them is highlighted, and a greater role should be given to middle management in performance improvement and strategy formulation.
Abstract: Purpose – Many organisations are operating in a dynamic competitive environment and experiencing increasing competition. As a result organisations in the service sector are continually seeking opportunities to remove waste and improve performance. Six sigma has been embraced by the service sector and is receiving increasing attention within both academe and practice. The purpose of this paper is to evaluate lean six sigma from a middle managers' perspective.Design/methodology/approach – A mixed method approach was adopted involving a structured survey to 200 managers and semi‐structured interviews with two of the management team.Findings – The paper highlights the importance of developing learning capabilities in the middle management team and the empowering of them. A greater role should be given to middle management in performance improvement and strategy formulation.Research limitations/implications – The research findings only apply to one case so it is difficult to make assumptions across different s...
183 citations
TL;DR: In this article, the authors present the critical success factors for the effective implementation of Lean Six Sigma and analyze the implementation of Six Sigma, focusing on the CSFs identified in the literature, through a survey of companies, geographically dispersed, from both the manufacturing and service industry.
Abstract: Purpose – Identification of critical success factors (CSFs) for any continuous improvement initiative is important as it allows organisations to focus their efforts on these factors to ensure a success. The purpose of this paper is to present the CSFs for the effective implementation of Lean Six Sigma and to analyze the implementation of Lean Six Sigma, focusing on the CSFs identified in the literature, through a survey of companies, geographically dispersed, from both the manufacturing and service industry.Design/methodology/approach – The approach taken by authors in this study has two fundamental parts. The first part was to analyse the current literature on CSFs for all continuous improvement initiatives such as TQM, Lean, Six Sigma and Lean Six Sigma. The second part was to design a survey questionnaire based on the literature. The questionnaire was sent to 600 companies (both manufacturing and service) and the response rate is approximately 17 per cent.Findings – Analysis of key findings highlighted...
182 citations
TL;DR: In this article, the authors explore an application of Lean Six Sigma in practical improvement work, as a way of identifying factors of importance for improving future Lean 6 Sigma applications, such as having a clear structure that guides the company in terms of what components of Lean 6S to apply and what competences to involve in various projects, depending on the scope and complexity.
Abstract: Purpose – Lean and Six Sigma observers, researchers and managers are awaiting the next step, which many feel could take the form of a combination of the two concepts, known as Lean Six Sigma. The purpose of this paper is to explore an application of Lean Six Sigma in practical improvement work, as a way of identifying factors of importance for improving future Lean Six Sigma applications.
Design/methodology/approach – The empirical study was conducted through interviews, meetings, document analysis and observations over a period of four months.
Findings – The findings of this study suggest it is unfeasible to apply one standardised approach to improvements in one company. Continuous smaller improvements and larger improvement projects demand different formulas. It is appropriate to use Lean and Six Sigma in parallel but this should be done through clever cross-fertilisation, such as taking variations in project complexity into consideration.
Research limitations/implications – This paper shows one way of working with an improvement initiative in one particular company. It does not propose that this is the only way to combine Lean and Six Sigma nor does it suggest universal applicability. Further research on other possible combinations would be valuable.
Practical implications – This paper provides an outline of how to structure a combination of Lean and Six Sigma. This could provide valuable insights to managers who wish to structure their improvement processes depending on the type of problem at hand.
Originality/value – This paper expands the theoretical foundation for combining Lean and Six Sigma by studying and analysing a practical application of the concept. As a result, it provides new factors of importance for successful Lean Six Sigma applications, such as having a clear structure that guides the company in terms of what components of Lean Six Sigma to apply and what competences to involve in various projects, depending on the scope and complexity.
148 citations
TL;DR: In this paper, the authors investigate issues related to the application of Lean Six Sigma (L6σ) in a service industry by adopting a case-study approach and analytically explore the critical success factors that affect L6σ implementation.
Abstract: Purpose – The purpose of this paper is to investigate issues related to the application of Lean Six Sigma (L6σ) in a service industry. By adopting a case‐study approach this paper analytically explores the critical success factors that affect L6σ implementation.Design/methodology/approach – The study adopts a qualitative approach attempting to explore the nature of L6σ application in a service context. In particular, two case studies from the telecommunications industry have been selected. Secondary data were collected through an analysis of companies' documents, written procedures and quality assurance policies. Moreover, primary data were collected through a number of interviews with managers and quality experts.Findings – There are particular factors that influence the implementation of L6σ in organizations, that can be distinguished in facilitators like Top Management Involvement & Support, Quality‐driven Organizational Culture, Quality‐driven Training, Top Down & Bottom Up Project Selection, Customer...
115 citations
TL;DR: In this article, the authors identify the critical success factors (CSFs) in successful Lean Six Sigma (LSS) programs and evaluate the CSFs' impact on company performance.
Abstract: Purpose – The electronic manufacturing service (EMS) industry recognizes Lean Six Sigma (LSS) as an effective business strategy to strive for cost reduction and improve the profitability and growth of a company. There are many factors affecting the success of an LSS program to meet desired profitability and growth. The purpose of this paper is to identify the critical success factors (CSFs) in successful LSS programs and to evaluate the CSFs’ impact on company performance.Design/methodology/approach – This study is carried out using the quantitative survey method containing structured questionnaires. The study population comprises the six multinational EMS industries in Malaysia that have successfully implemented LSS programs. The LSS practitioners, namely the holders of the Master Black Belt (MBB), the Black Belt (BB) and the LSS champions of the various international manufacturing sites of the six multinational EMS in Malaysia form the respondents.Findings – The significance of this research is the iden...
96 citations
TL;DR: In this article, a machining shop that repairs, produces and customises devices for the physically disabled was the target; the goal was to make its production process more efficient, and the use of DMAIC methodology decreased the non-value added process by 70%.
Abstract: The majority of Lean Six Sigma applications have focused on private industry, manufacturing and healthcare. It has not yet been applied to non-profit organisations (NPOs). The objective of most NPOs is to support public interest projects. To achieve this mission, most NPOs rely on charitable donations, which can be a scarce commodity. Ways to efficiently utilise scarce resources are usually overlooked. In the case study presented here, Lean Six Sigma tools and principles were used to increase the efficiency of resource management in physical disabilities services. A small machining shop that repairs, produces and customises devices for the physically disabled was the target; the goal was to make its production process more efficient. Use of DMAIC methodology decreased the non-value-added process by 70%. Finally, benefits of, experiences with, and extensions of Lean Six Sigma as applied to NPOs are discussed.
92 citations
TL;DR: Four implications to LSS practice are defined (rigorous value definition, vigorous accounting for risk, global workforce considerations, and international regulatory concerns); specifics are offered that explain how LSS practitioners need to respond.
Abstract: Purpose – The purpose of this paper is to identify upcoming challenges related to the implementation of Lean Six Sigma (LSS) principles and techniques. Particular emphasis is placed on the changes needed to ensure that LSS continues to support an organization's competitiveness.Design/methodology/approach – The methodology begins with a review of the projections of business experts as they relate to the practice of LSS. Then, the ASQ Six Sigma Body of Knowledge forms the basis of a reconciliation of these changes and the methods currently employed by LSS practitioners. Finally, four main modifications to standard LSS are proposed.Findings – In total, four implications to LSS practice are defined (rigorous value definition, vigorous accounting for risk, global workforce considerations, and international regulatory concerns); specifics are offered that explain how LSS practitioners need to respond. A construct is presented illustrating how the complexity of a LSS project will be affected by the four implicat...
TL;DR: In this article, the authors show that there is a synergy between Lean Six Sigma, organization's objectives and performance measurement; the leader is an efficient communicator which plays a prominent role in employee's support and motivation; employee motivation increases during the implementation of lean six Sigma projects.
TL;DR: Whether some Lean Six Sigma tools are useful to reduce safety and health risks to nurses and physicians who manage cancer drugs as well as economic improvements reached by the means of lean six sigma is studied.
Abstract: Purpose – This paper seeks to understand whether some Lean Six Sigma tools are useful to reduce safety and health risks to nurses and physicians who manage cancer drugs. An additional objective is to analyze economic improvements reached by the means of lean six sigma.Design/methodology/approach – An improvement project inside the pharmacy department of an Italian hospital was observed and studied. The project was conducted through the define‐measure‐analyze‐improve‐control (DMAIC) pattern typical of Lean Six Sigma.Findings – The FMEA risk analysis shows an improved situation concerning health and safety for nurses and physicians. Furthermore, the centralization and the use of other tools such as value stream mapping (VSM) have led to an interesting saving due to the reduction of immobilized capital inside the stockrooms of the departments. Other unexpected improvements in terms of motion and transportation reduction have occurred.Research limitations/implications – It is difficult to generalize the devel...
TL;DR: In this article, the authors show how Lean and Six Sigma (LSS) improvement events were implemented to improve the performance of a home furnishing manufacturing operation, where the improvement event consisted of a host of activities involving five phases which were completed over an eight-week period.
Abstract: The purpose of this study is to show how Lean and Six Sigma (LSS) improvement events were implemented to improve the performance of a home furnishing manufacturing operation. Each LSS improvement event was conducted at the targeted shop by an experienced facilitator with a team of workers from the shop. An improvement event consisted of a host of activities involving five phases which were completed over an eight-week period. The first four weeks included four phases: 1planning and discovery 2training and opportunity finding 3refinement and preparation 4implementation and changes. The last four weeks included one phase: 5enhancement and transfer of ownership. The facilitator was responsible for the first phase and the workers were responsible for all other phases, although the facilitator also played an important role in those phases. With some variation, the workers spent 100% of their time in activities related to phases 2 and 4, and 20% of their time in activities related to phases 3 and 5. Important t...
01 Jan 2012
TL;DR: A review of the published literature related to lean six sigma from start to date is presented in this paper, which includes the results from different perspectives such as implementation of Lean Six sigma, Focus Area, Focus Industry, Focus Country, Year Wise Publications and Year Wise Focus Area and Focus Industry.
Abstract: This paper reviews the published literature related to lean six sigma from start to date. The methodology involves is the review study of 116 papers related to Lean six sigma from well known database searches including Science Direct, EBSCO host, Emerald and Google Scholars. The paper includes the results from different perspectives such as implementation of Lean six sigma, Focus Area, Focus Industry, Focus Country, Year Wise Publications and Year Wise Focus Area and Focus Industry. The review of literature found that Lean Six Sigma is mostly implemented in the Health industry. Research on LSS is on elementary stage. Lean Six sigma framework in SME organizations is needed.
TL;DR: In this paper, the authors investigated and performed structural analysis of Lean Six Sigma (LSS) and Organizational Performance (OP) and found that ISO 14001 certification does not significantly moderate the relationship between LSS and OP in the Malaysian automotive industry.
Abstract: In the globalization era, lean initiatives and environmental management systems are increasingly implemented in the automotive industry. The aim of this report is to investigate and perform structural analysis of Lean Six Sigma (LSS) and Organizational Performance (OP). Data were obtained from 252 top management leaders in the Malaysian automotive industry. This report presents the results of the Exploratory Factor Analyses (EFA), Confirmatory Factor Analysis (CFA), and reliability analysis, which are empirically verified and validated. A set of assessment measurements of LSS and OP is expected to be suitable for their characteristics and improve their competitiveness. Thus, the main objective of the analysis was to provide additional insight into the relationship between LSS and OP by examining the effects of ISO 14001 certification as a moderator. The results indicate that ISO 14001 certification does not significantly moderate the relationship between LSS and OP in the Malaysian automotive industry. However, the OP values for ISO 14001 certified companies are higher than those without ISO 14001 certification.
TL;DR: In this article, the authors investigate the critical factors influencing the application of Lean Six Sigma (L6σ) in an airline company and suggest that there are particular factors that influence the implementation of L6σ such as leadership and strategic orientation, quality-driven organisational culture, continuous training, teamwork, customer satisfaction, and technical systems.
Abstract: By following a qualitative methodological approach, this article aims to investigate the critical factors influencing the application of Lean Six Sigma (L6σ) in an airline company. Secondary data were collected through an analysis of company's written procedures and quality assurance policies. In addition, primary data were collected through a number of interviews with managers. Findings suggest that there are particular factors that influence the implementation of L6σ such as leadership and strategic orientation, quality-driven organisational culture, continuous training, teamwork, customer satisfaction, and technical systems. This study supports the view that the above factors are not only significant for L6σ application but, also, can be seen as useful investigation tools in their potential application. This article has four major contributions. Firstly, it expands our understanding regarding the implementation of L6σ in the service industry, by exploring the interrelationship of both positive and neg...
TL;DR: The study finds that by utilising “observation”, which is basically a Lean tool, not only is speed increased by eliminating waste, but also it helps to identify the root causes of variations in the output quality characteristics, whose reduction is the main objective of a Lean Six Sigma programme.
Abstract: Purpose – The purpose of this paper is to propose a robust “observation” procedure drawn from the social science research literature for adoption in a Lean Six Sigma project setting A case study aims to illustrate the application of the proposed observation procedure in a Lean Six Sigma project undertaken in a European airport to improve process speed and reduce variabilityDesign/methodology/approach – The paper takes the form of a literature review and uses case study process information from a real projectFindings – The study finds that by utilising “observation”, which is basically a Lean tool, not only is speed increased by eliminating waste, but also it helps to identify the root causes of variations in the output quality characteristics, whose reduction is the main objective of a Lean Six Sigma programmeResearch limitations/implications – The proposed approach has been applied and tested in a transactional Lean Six Sigma project Its applicability to a wider context needs to be established throu
TL;DR: In this article, the authors show the usefulness of lean six sigma (LSS) for the development of a multidisciplinary clinical pathway for hip fractures in the elderly and measure the effect of the process improvements with the aim of improving efficiency of care and reducing the LOS.
Abstract: Aims and objectives The objective of this study was to show the usefulness of lean six sigma (LSS) for the development of a multidisciplinary clinical pathway. Methods A single centre, both retrospective and prospective, non-randomized controlled study design was used to identify the variables of a prolonged length of stay (LOS) for hip fractures in the elderly and to measure the effect of the process improvements – with the aim of improving efficiency of care and reducing the LOS. Results The project identified several variables influencing LOS, and interventions were designed to improve the process of care. Significant results were achieved by reducing both the average LOS by 4.2 days (-31%) and the average duration of surgery by 57 minutes (-36%). The average LOS of patients discharged to a nursing home reduced by 4.4 days. Conclusion The findings of this study show a successful application of LSS methodology within the development of a clinical pathway. Further research is needed to explore the effect of the use of LSS methodology at clinical outcome and quality of life.
TL;DR: In this paper, a case of excessive defects in radial tyres produced in a renowned tyre manufacturing company in India is presented, where a Mumbai-based lean Six-Sigma consulting group was approached to tackle the issue.
Abstract: Purpose – This case seeks to illustrate the specific problem of excessive defects in radial tyres produced in a renowned tyre manufacturing company in India. This paper aims to show how lean Six‐Sigma methodology can be used to tackle the specific issues like defects reduction.Design/methodology/approach – The management took this problem on top priority as it is eroding their brand value and financial performance. A Mumbai‐based lean Six‐Sigma consulting group was approached to tackle the issue. One of the authors, who is pursuing research on determinants of successful lean manufacturing implementation in Indian industries, joined this project as a part of his field study and he spent considerable time in discussing and observing the issue with people of different hierarchical levels of the company. Lean Six‐Sigma methodologies were incorporated and the problem was evaluated with root‐cause analysis. This case is formulated on the basis of the initial findings of the study in an Indian tyre manufacturing...
TL;DR: The results show that the application of LSS approach with SSM effectively improves the supportive activities as well as the manufacturing processes.
Abstract: In this paper, we apply the Lean Six Sigma (LSS) approach to demonstrate the continuous improvement in forecasting the manufacturing costs for a flat panel display equipment manufacturer. Soft systems methodology (SSM) was selected as a tool and applied to the improvement phase of the LSS approach, as it is a problem-solving methodology that is suitable for complex problems. A very important aspect of SSM is its reliance on being a participative process where knowledge and resultants can only be gained through debate. The purpose of the debate is finding a compromise that everyone can accept. The results show that the application of LSS approach with SSM effectively improves the supportive activities as well as the manufacturing processes.
TL;DR: In this article, a generic yet practical framework of lean construction is developed using the guidelines of project lean delivery system developed by the Lean Construction Institute (LCI). Applicable lean techniques and Six Sigma rating are integrated into the developed framework.
Abstract: Purpose – The purpose of this paper is to investigate the application of lean construction practices in the construction industry and develop a practical and applicable framework that incorporates Six Sigma rating into the best practices of lean construction. The objective is to help the industry reduce waste and cost, increase effectiveness, and improve quality.Design/methodology/approach – A generic yet practical framework of lean construction is developed using the guidelines of project lean delivery system developed by the Lean Construction Institute (LCI). Applicable lean techniques and Six Sigma rating are integrated into the developed framework. A cyclical look‐ahead planning and execution approach is used to implement the lean construction techniques. A set of Lean Six Sigma (LSS) performance indicators is defined to measure performance, set target threshold values, and guide improvement actions. A case study of the construction industry in Abu Dhabi (AD) is used to clarify the proposed approach a...
TL;DR: Patient logistics appeared to be a rather new subject as most hospitals had not selected a single approach, they relied on external support and they did not have permanent training programs.
Abstract: Research showed that promising approaches such as benchmarking, operations research, lean management and six sigma, could be adopted to improve patient logistics in healthcare. To our knowledge, little research has been conducted to obtain an overview on the use, combination and effects of approaches to improve patient logistics in hospitals. We therefore examined the approaches and tools used to improve patient logistics in Dutch hospitals, the reported effects of these approaches on performance, the applied support structure and the methods used to evaluate the effects. A survey among experts on patient logistics in 94 Dutch hospitals. The survey data were analysed using cross tables. Forty-eight percent of all hospitals participated. Ninety-eight percent reported to have used multiple approaches, 39% of them used five or more approaches. Care pathways were the preferred approach by 43% of the hospitals, followed by business process re-engineering and lean six sigma (both 13%). Flowcharts were the most commonly used tool, they were used on a regular basis by 94% of the hospitals. Less than 10% of the hospitals used data envelopment analysis and critical path analysis on a regular basis. Most hospitals (68%) relied on external support for process analyses and education on patient logistics, only 24% had permanent internal training programs on patient logistics. Approximately 50% of the hospitals that evaluated the effects of approaches on efficiency, throughput times and financial results, reported that they had accomplished their goals. Goal accomplishment in general hospitals ranged from 63% to 67%, in academic teaching hospitals from 0% to 50%, and in teaching hospitals from 25% to 44%. More than 86% performed an evaluation, 53% performed a post-intervention measurement. Patient logistics appeared to be a rather new subject as most hospitals had not selected a single approach, they relied on external support and they did not have permanent training programs. Hospitals used a combination of approaches and tools, about half of the hospitals reported goal accomplishment and no approach seemed to outperform the others. To make improvement efforts more successful, research should be conducted into the selection and application of approaches, their contingency factors, and goal-setting procedures.
IBM1
TL;DR: In this article, a five-step approach to Lean Six Sigma project identification is presented, which utilizes a clustering technique to group similar processes based on seven process characteristics, and the clusters formed are then evaluated and prioritized for their compatibility to Lean 6 Sigma.
Abstract: Purpose – The purpose of this paper is to provide Lean Six Sigma deployment champions with a structured approach to identify and prioritize parts of their business that are conducive to the Lean Six Sigma methodology.Design/methodology/approach – A five‐step approach to Lean Six Sigma project identification is presented in this paper. The approach utilizes a clustering technique to group similar processes based on seven process characteristics. The clusters formed are then evaluated and prioritized for their compatibility to Lean Six Sigma.Findings – The clustering approach can be applied to any industry segment, including non‐manufacturing, healthcare and financial‐based organizations. A case study is presented in this paper in which the approach is applied to an IT based company. A total of 30 percent of the business processes were found to be Lean Six Sigma conducive.Research limitations/implications – The current model does not have provision to consider the current performance of a process as an eval...
TL;DR: There appears to be a failure on the part of senior management to successfully communicate the desires and needs of these powerful CI initiatives with personnel in the National Health Service (NHS) Scotland.
Abstract: In recent years, the healthcare industry is constantly concerned to provide better quality of patient care with less waste of resources through application of continuous improvement (CI) initiatives such as Lean and Six Sigma. The purpose of this paper is to evaluate the status of Lean and Six Sigma methodologies in the National Health Service (NHS) Scotland. Data was collected using survey instrument to determine the status of these strategies within the NHS. Although the personnel of NHS do seem to have the basic skills to successfully implement Lean Six Sigma, there appears to be a failure on the part of senior management to successfully communicate the desires and needs of these powerful CI initiatives with personnel. Moreover, a lack of encouragement and motivation, resistance to change and blame culture are quite prevalent across the sector which prevents Lean and Six Sigma strategies from being utilized in a systematic manner.
TL;DR: In this article, the authors suggest the adoption of a model on Lean Six Sigma for successfully implementing it in small and medium engineering enterprises (SMEs). This model is given the name Deficiency Overcoming Lean Anchorage Define Measure Analyse Improve Control Stabilise (DOLADMAICS).
Abstract: This article suggests the adoption of a model on Lean Six Sigma for successfully implementing it in small and medium engineering enterprises (SMEs). This model is given the name Deficiency Overcoming Lean Anchorage Define Measure Analyse Improve Control Stabilise (DOLADMAICS). The DOLADMAICS model has been designed to lift up an SME through the implementation of Lean Six Sigma in five levels. The implementation study on first level of DOLADMAICS model conducted in an Indian SME, manufacturing a component called ‘cylinder frames’, has been reported in this article. After conducting this implementation study, it was found that the first level of DOLADMAICS model would act as a catalyst and guide for sensitising the management of SMEs to successfully implement Lean Six Sigma.
TL;DR: This paper demonstrates how a major aircraft manufacturing company located in West Michigan successfully incorporated the LLS concept into its operations and provides suggestions for managers who are considering implementing this improvement strategy.
Abstract: Over the past decade, companies of all sizes have faced tremendous pressure to improve their manufacturing operations, productivity, and customer service in order to successfully compete in the global business arena As a result, companies have experimented with different strategies and techniques. The techniques that look the most promising appear to be Lean and Six Sigma. There are very limited studies that empirically document how these two techniques can be integrated into one strategy and how they can be leveraged to achieve world-class results. In this paper, by means of a detailed case analysis, we demonstrate how a major aircraft manufacturing company located in West Michigan successfully incorporated the LLS concept into its operations. We discuss the factors that facilitated the success of LLS and provide suggestions for managers who are considering implementing this improvement strategy.
TL;DR: In this paper, the impact of Lean Six Sigma and a firm's quality management capabilities in developing its organizational learning capability (OLC), especially in the business process outsourcing (BPO) environment of a developing country, is analyzed.
Abstract: Purpose – This paper analyses the impact of Lean Six Sigma and a firm's quality management capabilities in developing its organisational learning capability (OLC), especially in the business process outsourcing (BPO) environment of a developing country.Design/methodology/approach – Using a multiple case study incorporating embedded design, findings from four Indian BPO firms are analysed.Findings – Findings confirm the critical and relatively unexplored role that firms' Lean Six Sigma and quality management capabilities play in developing OLCs.Research limitations/implications – Owing to its qualitative case study design, findings from this study are not able to be generalised to the wider population, instead, the findings are generalised to relevant theory for future development.Originality/value – The above relationship is examined in a novel research setting and the study also looks at which elements of Six Sigma and TQM content, if not well developed, hinder the development of OLCs.
TL;DR: The experiences of the University Medical Center Groningen, the second largest hospital in the Netherlands, with LSS, which was introduced in 2007 to create the financial possibility to develop innovations and how it developed in the following years is described.
Abstract: Lean Six Sigma (LSS) is an originally industry-based methodology for cost reduction and quality improvement. In more recent years, LSS was introduced in health care as well. This article describes the experiences of the University Medical Center Groningen, the second largest hospital in the Netherlands, with LSS. It was introduced in 2007 to create the financial possibility to develop innovations. In this article, we describe how LSS was introduced, and how it developed in the following years. We zoom in at the traumatology department, where all main processes have been analyzed and improved. An evaluation after 5 years shows that LSS helped indeed reducing cost and improving quality. Moreover, it aided the transition of the organization from purely problem oriented to more process oriented, which in turn is helpful in eliminating waste and finding solutions for difficult problems. A major benefit of the program is that own employees are trained to become project leaders for improvement. Several people from the primary process were thus stimulated and equipped to become role models for continuous improvement.
Journal Article•
TL;DR: In this paper, a comprehensive review of the existing Supplier development academic literature has been undertaken, which includes 62 research papers and a comprehensive list of future research areas is also presented.
Abstract: The purpose of this paper is to develop a Supplier Development (SD) literature framework and identify the main focus areas in SD research. To this end, a comprehensive review of the existing SD academic literature has been undertaken, which includes 62 research papers. These papers are classified according to their research content and the research methodology employed. A comprehensive list of future research areas is also presented. Thus, this paper will also briefly explore proposed future research. The review of the SD literature presented here identifies the following main areas of focus: Supplier Development Activities, Practices and Success Factors; Direct or Indirect Supplier Development; Supplier Development as a Reactive or Strategic Process; Supplier Development in a Lean Six Sigma & SME context.