Showing papers on "Lean Six Sigma published in 2013"
TL;DR: In this article, the authors explored the critical success factors (CSFs) for Lean Six Sigma (LSS) in the Malaysian automotive industry and found that two items for supplier relationship are recommended to be excluded from the analysis.
Abstract: Purpose – The objective of this paper is to explore the critical success factors (CSFs) for Lean Six Sigma (LSS) in the Malaysian automotive industry.Design/methodology/approach – Structural equation modeling (SEM) was employed to test the model drawing on a sample of 252 Malaysian automotive organisations. Exploratory factor analyses (EFA), confirmatory factor analysis (CFA), and reliability analysis empirically verified and validated the underlying items of CSFs of LSS.Findings – The results of EFA, CFA, and reliability analysis show that two items for supplier relationship are recommended to be excluded from the analysis. The result indicates that LSS has identified 40 items as compared to the original questionnaire which had 42 items. Based on the survey of empirical data, the two factors of leadership and customer focus have been shown to be the extremely important factors for LSS implementation in the Malaysian automotive industry.Research limitations/implications – Firstly, this survey is based onl...
144 citations
TL;DR: In this paper, the authors present a case study of the implementation of Lean Six Sigma techniques through a series of student projects carried out in a hospital setting, where the students were all staff members of the hospital.
Abstract: Purpose – The purpose of this paper is to present a case study of the implementation of Lean Six Sigma techniques through a series of student projects carried out in a hospital setting. Design/methodology/approach – The five projects were carried out by teams of Masters' students taking a module on operations and quality management. The students were all staff members of the hospital. The study analysed each of the five projects under a number of headings: setting and context, approach, key success factors, benefits and lessons learnt. The projects were then examined to identify patterns among the projects. Findings – All student projects adopted a single foundation methodology as the basis for the project, but supported this with additional techniques from the Lean Six Sigma stable. The primary methodology was Lean in the case of three projects, Six Sigma in the case of one project and mistake proofing in the case of the final project. The most commonly used supporting techniques were process mapping, se...
98 citations
12 Sep 2013
TL;DR: In this article, the authors present the first description of what is believed to be one of the largest implementations of Lean Six Sigma in higher education, based on an empirical study of a single instance and the authors' experiences as practitioners.
Abstract: Purpose: The objective of this paper is to contribute to the body of Lean Six Sigma knowledge within the field of higher education institutions. The paper will review the initial phase of an implementation and highlight future challenges of applying the Lean Six Sigma method in a complex transactional environment. Design/methodology/approach: The observations presented in this paper originate from rolling out a large Lean Six Sigma implementation at a recently established university. The paper is further supported with secondary data from literature. Findings: The implementation of Lean Six Sigma methodology at King Abdullah University of Science and Technology (KAUST) has resulted in improvements in business processes and efficiency. This has been achieved through project execution and training programs. Approximately 350 staff members have completed awareness training, 200 yellow belts and 230 green belts have been trained, and the first round of seven black belts have completed training, of which three have completed independent certification. Research limitations: This paper is based on an empirical study of a single instance and the authors’ experiences as practitioners. Originality: This paper is the first description of what is believed to be one of the largest implementations of Lean Six Sigma in higher education.
78 citations
TL;DR: The Lean Six Sigma methodology developed by using these two techniques together is presented in this paper, the goal of application is making process lean and increasing the level of sigma, the necessary preventions and recommendations for decreasing defects are presented in this study performed in one of the leading white goods company.
Abstract: For last 15 years, Six Sigma that many leader companies have put into practice, help companies to increase their profit and develop by making their process more effective. Six Sigma focuses on quality more than speed. Lean Management removes weakness of Six Sigma on speeding process. In this study, the Lean Six Sigma methodology developed by using these two techniques together is presented. The goal of application is making process lean and increasing the level of sigma. The necessary preventions and recommendations for decreasing defects are presented in this study performed in one of the leading white goods company.
73 citations
TL;DR: The effects of the LSS approach in different hospitals around the world according to the literature review are discussed and the relationship between LSS as well as their impacts on healthcare services are discussed based on literature review.
Abstract: The healthcare organization is the place where defects and mistakes cannot be tolerated. A simple mistake can cost a human life so defects or mistakes must be eliminated in healthcare service processes. A Lean Six Sigma (LSS) approach is the best option in a healthcare environment for dealing with a critical patient. The LSS methodology optimizes the average reduction of a desired process. The expected results can be reductions in several aspects of healthcare such as patient waiting time in emergency departments, lost charges for billing in patient financial services, delinquent medical records, diagnostic result turnaround times, accounts receivable days, patients' length of stay, or medication errors. This paper mainly discusses the effects of the LSS approach in different hospitals around the world according to the literature review. This review also discusses the relationship between LSS as well as their impacts on healthcare services based on literature review.
68 citations
TL;DR: In this article, the authors explore the researches reported in literature on Lean Six Sigma (LSS) and determine the avenues by which lean anchorage can be improved in LSS implementation.
Abstract: Purpose – The purpose of this paper is to explore the researches reported in literature on Lean Six Sigma (LSS) and determine the avenues by which lean anchorage can be improved in LSS implementation. Design/methodology/approach – The literature on lean manufacturing, Six Sigma and LSS was reviewed. The literature has been reviewed from four major perspectives. The findings of this review were used to find the methods for the improvement of lean anchorage. The proposed model is explained with a hypothetical case study. Findings – The major finding of the exploration reported in this article is that the lean anchorage in LSS process is found to be weak and it has to be enhanced for improving the effectiveness of LSS approach. The results derived from the hypothetical case study have been presented. Research limitations/implications – The researches on LSS from the perspective of implementation in small- and medium-sized enterprises have been explored. But the lean anchorage method proposed could be extende...
66 citations
TL;DR: This paper examines ways of using Lean Six Sigma in healthcare organizations and discusses the implications of their research for practitioners (managers and physicians) and presents an agenda for future research.
Abstract: Lean Six Sigma is a method for strategic process improvement that aims to improve operational uniformity and quality, and reduce variations and waste. Lean thinking and Six Sigma have traditionally been applied to manufacturing. This paper examines ways of using Lean Six Sigma in healthcare organizations. The authors discuss the implications of their research for practitioners (managers and physicians) and present an agenda for future research.
63 citations
TL;DR: The success of the Joint Replacement Program demonstrates that VA-TAMMCS is an effective tool for Lean and Six Sigma process improvement initiatives in a surgical practice, producing a 36% sustained reduction in length of stay and completely eliminating non-VA care for total hip and knee replacements while increasing total joint replacement volume at this medical center.
Abstract: Importance In April 2009, an analysis of joint replacement surgical procedures at the Richard L. Roudebush Veterans Affairs Medical Center, Indianapolis, Indiana, revealed that total hip and knee replacements incurred $1.4 million in non–Veterans Affairs (VA) care costs with an average length of stay of 6.1 days during fiscal year 2008. The Joint Replacement Program system redesign project was initiated following the Vision-Analysis-Team-Aim-Map-Measure-Change-Sustain (VA-TAMMCS) model to increase efficiency, decrease length of stay, and reduce non-VA care costs. Objective To determine the effectiveness of Lean Six Sigma process improvement methods applied in a VA hospital. Design, Setting, and Participants Perioperative processes for patients undergoing total joint replacement were redesigned following the VA-TAMMCS model—the VA’s official, branded method of Lean Six Sigma process improvement. A multidisciplinary team including the orthopedic surgeons, frontline staff, and executive management identified waste in the current processes and initiated changes to reduce waste and increase efficiency. Data collection included a 1-year baseline period and a 20-month sustainment period. Main Outcomes and Measures The primary endpoint was length of stay; a secondary analysis considered non-VA care cost reductions. Results Length of stay decreased 36% overall, decreasing from 5.3 days during the preproject period to 3.4 days during the 20-month sustainment period ( P Conclusions and Relevance The success of the Joint Replacement Program demonstrates that VA-TAMMCS is an effective tool for Lean and Six Sigma process improvement initiatives in a surgical practice, producing a 36% sustained reduction in length of stay and completely eliminating non-VA care for total hip and knee replacements while increasing total joint replacement volume at this medical center.
58 citations
Posted Content•
TL;DR: In this paper, the authors analyzed the differences and commonalities of Lean and Six Sigma process improvement methodologies to compare and contrast the differences which can lead to a successful continuous improvement program.
Abstract: This paper analyzes two popular process improvement methodologie - Lean and Six Sigma - to compare and contrast the differences and commonalities which can lead to a successful continuous improvement program. The views of Lean and Six Sigma professionals across financial services, healthcare, hospitality and ITES sectors were studied and analyzed for understanding the real-time challenges of corporates in the current markets for quality deployment. The study was conducted using surveys, interviews and case studies. The scope of the study is restricted to transaction-based service organizations. Lean being an on-floor improvement technique and Six Sigma a popular statisticalbased methodology are looked at from a focused perspective for developing a hybrid methodology. Lean Six Sigma model is proposed in the paper for successful deployment. The model is further tested for acceptability as a proposal of usage for process improvement professionals and proved successful with an acceptance rate of 98.8%. The paper also presents important failure modes of Lean Six Sigma deployment, its advantages and points of caution.
56 citations
TL;DR: This paper aims at developing a methodology for validation of potential causes to root causes to aid practitioners in implementing Six Sigma and/or Lean Six Sigma.
Abstract: Purpose – In implementing Six Sigma and/or Lean Six Sigma, a practitioner often faces a dilemma of how to select the subset of root causes from a superset of all possible potential causes, popularly known as root cause analysis (RCA). Generally one resorts to the cause and effect diagram for this purpose. However, the practice adopted for identification of root causes is in many situations quite arbitrary and lacks a systematic, structured approach based on the rigorous data driven statistical analysis. This paper aims at developing a methodology for validation of potential causes to root causes to aid practitioners.Design/methodology/approach – Discussion has been made on various methods for identification and validation of potential causes to root causes with the help of a few real life examples for effective Lean Six Sigma implementation.Findings – The cause and effect diagram is the frequently adopted method for identifying potential causes out of a host of methods available for such identification. T...
52 citations
TL;DR: In this paper, the authors demonstrate how the lean Six Sigma method can be applied to procurement, processes where there is an extensive use of information technology and communication (ICT) systems, and define a method to streamline, digitize and reduce waste in procurement processes by using the "lean Six Sigma and digitize" methodology.
Abstract: Purpose – The purpose of this paper is to demonstrate how the lean Six Sigma method can be applied to procurement, processes where there is an extensive use of information technology and communication (ICT) systems. The paper defines a method to streamline, digitize and reduce waste in procurement processes by using the “lean Six Sigma and digitize” methodology.Design/methodology/approach – A framework was developed and applied to the procurement processes, based on the analysis of best practices and on several implementations.Findings – It was found that the digitization of a procurement process which is not streamlined can generate problems. A process must be mapped to highlight waste and low quality. Only when the new process is improved, taking into account also that it will be possible to use ICT supports, can it be digitized. The new process will digitize only value‐added activities recognized by the users and by the organization.Practical implications – The paper should be of interest to the academ...
Book•
09 Jul 2013
TL;DR: The Lean Six Sigma Black Belt Handbook: Tools and Methods for Process Acceleration explains how to integrate these seemingly dissimilar approaches to increase production speed while decreas as mentioned in this paper, which has shown to deliver unprecedented improvements to quality and profitability.
Abstract: Although Lean and Six Sigma appear to be quite different, when used together they have shown to deliver unprecedented improvements to quality and profitability. The Lean Six Sigma Black Belt Handbook: Tools and Methods for Process Acceleration explains how to integrate these seemingly dissimilar approaches to increase production speed while decreas
TL;DR: Using a Lean Six Sigma approach, this center was able to significantly decrease the length of stay of liver transplant patients, bringing its outcomes in accordance with the goal and industry benchmark of 8 days.
Abstract: Context—Organ transplant centers are under increasing scrutiny to maintain outcomes while controlling cost in a challenging population of patients. Throughout health care and transplant specifically, length of stay is used as a benchmark for both quality and resource utilization.Objective—To decrease our length of stay for liver transplant by using Lean Six Sigma methods.Design—The Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) method was used to systematically analyze our process from transplant listing to hospital discharge after transplant, identifying many factors affecting length of stay.Patients or Other Participants—Adult, single-organ, primary liver transplant recipients between July 2008 and June 2012 were included in the study. Recipients with living donors or fulminant liver failure were excluded.Intervention(s)—Multiple interventions, including a clinical pathway and enhanced communication, were implemented.Main Outcome Measure(s)—Length of stay after liver transplant and readmis...
25 Jun 2013
TL;DR: This paper discusses (based on the EU project AQUA) how the core elements of three complementary approaches and standards can be integrated into one compact skill set with training and best practices to be applied.
Abstract: This paper discusses (based on the EU project AQUA) how the core elements of three complementary approaches and standards can be integrated into one compact skill set with training and best practices to be applied. In this project experts from Automotive SPICE (ISO 15504), Functional Safety (ISO 26262) and Lean Six Sigma collaborate. In a first analysis the experts identified an architecture of core elements where all three approaches fit together and where a holistic view about improvement is needed. The Automotive Clusters from Austria and Slovenia are trial partners and will roll out this knowledge in pilot courses to the industry. Other Automotive Clusters showed interest and will join the trial phase.
TL;DR: In this article, the authors proposed the Lean Six Sigma project performance evaluation model (LSS-PPEM) based on Data DEA where Critical Success Factors (CSFs) and Total Team Hours serve as inputs while Process Sigma and Cost avoidance are used as outputs.
Abstract: Purpose: This study aims to review the implementation of the Lean Six Sigma project methodology in the Johnson Space Center (JSC) business environment of National Aeronautics and Space Administration (NASA) with an objective of evaluating performance of individual projects and to develop recommendation for strategies to improve operational efficiencies based on Data Envelopment Analysis (DEA). Design/methodology/approach: In this study, authors propose the Lean Six Sigma project performance evaluation model (LSS-PPEM) based on Data DEA where Critical Success Factors (CSFs) and Total Team Hours serve as inputs while Process Sigma and Cost avoidance are used as outputs. The CSFs are factors that critically affect the performance of LSS at JSC. Six of those are identified by the Black Belts through Analytical Hierarchical Process, and the values of those are decided by project leaders and Green Belts through survey. Eighteen LSS projects are evaluated, and their results are analyzed. Findings and Originality/value: Eventually, four out of the six CSFs are adopted for this study based upon Pearson correlation analysis, and those four include Project execution and follow up of results; Top management’s commitment and participation; The use of data analysis with easily obtainable data; Attention given to both long and short term targets. Using data between the years 2009 and 2011, seven of the eighteen projects are found to be efficient. The benchmark analysis and slack analysis are conducted to provide further recommendation for JSC managers. Three out of those seven efficient projects are most frequently used as an efficient peer. Practical implications: Traditionally, DEA has been considered as a data-driven approach. In this study, authors incorporate the survey-based CSFs into the DEA frame. Since many organizations may have different CSFs, the framework presented in this study can be easily applied to other organizations. Originality/value: This study provides a DEA-based framework and case study of LSS project evaluation in the government sector, which is very unique application to author’s best knowledge. The framework is unique in terms of its input factor selection and quantification procedures.
TL;DR: In this article, the main results of an implementation of a tool developed to assess the integrated elements originated from lean manufacturing and Six Sigma, based on Programa Nacional da Qualidade - Brazilian National Quality Program (PNQP), are presented.
Abstract: Purpose – This paper aims to show the main results of an implementation of a tool developed to assess the integrated elements originated from lean manufacturing and Six Sigma, based on Programa Nacional da Qualidade – Brazilian National Quality Program (PNQ). Design/methodology/approach – This is an applied and qualitative research, which used basic qualitative studies and descriptive techniques as research strategies. A five-point Likert scale was used for the evaluation of the elements and constructs. The instrument was applied in one manufacturing company located in the Southern region of Brazil. Findings – The application of the instrument showed that the use of an instrument like that can be useful in the management of elements and constructs of companies that have the lean manufacturing and Six Sigma implemented. In the case of this company, among the nine constructs, three of them need more attention: strategy, culture and customer. Research limitations/implications – Because it is a research by me...
TL;DR: In this article, the authors investigated the influence of Lean and Six sigma methodologies (LSS) on the profitability of manufacturing small-and medium-size enterprises (MSMEs) in Nigeria.
Abstract: Manufacturing small-and medium-size enterprises (MSMEs) are reluctant to the implementation Lean and Six sigma methodologies (LSS) all the over world. This is traced to the impeding factors which seem stronger than motivating factors coupled with lack of proper documented evidence of LSS’s successful implementation in many MSMEs. This paper investigated the influence of LSS on the profitability of MSMEs in Nigeria. The population of the study consists of 450 manufacturing SMEs with 2250 employees. The sample frame is made up of 225 MSMEs with 1026 staff selected at random upon which copies of structured questionnaire were administered. 1002 valid responses received were analyzed. Pearson product moment correction (PPMC) confirmed the formulated propositions with negative association between awareness, achievement CSFs and LSS implementation and the profitability level of MSMEs. The result obtained shows that LSS implementation among MSMEs in Nigeria is almost none existing and has no influence on the profit level. The study recommended that CEOs of MSMEs should undertake training on LSS to enable them to provide a strong leadership and support the initiative, LSS consultants should be engaged to help drive the quality improvement approach and MSMEs should focus on the impeding factors to reduce the effect on the LSS implementation and achieve continual quality improvement, customers’ satisfaction, increase sales volume at a minimized cost to attain targeted market share and profit level.
16 Oct 2013
TL;DR: Cudney and Furterer as discussed by the authors used 5S and Visual Management to create a Clean and Manageable Work Environment, using Single-Minute Exchange of Dies and Total Productive Maintenance to Reduce Setup Time and Downtime.
Abstract: Overview and Introduction to Lean Instructional Strategies for Using This Book, Elizabeth A. Cudney, Sandra L. Furterer, and David M. Dietrich Lean Six Sigma Roadmap Overview, Sandra L. Furterer Lean Tools and Step-by-Step Implementation Value Stream Mapping, Elizabeth A. Cudney Using 5S and Visual Management to Create a Clean and Manageable Work Environment, Elizabeth A. Cudney Using Single-Minute Exchange of Dies and Total Productive Maintenance to Reduce Setup Time and Downtime, Elizabeth A. Cudney Flow, Pull, and Kanban, Elizabeth A. Cudney Mistake Proofing (aka Poka-Yoke): Preventing Defects by Monitoring Process Conditions and Correcting Errors at the Source, Elizabeth A. Cudney Standard Work: Documenting the Interaction between People and Their Environment, Elizabeth A. Cudney Systems Thinking and Theory of Constraints, Elizabeth A. Cudney, David M. Dietrich, and Sandra L. Furterer Hoshin Kanri, Elizabeth A. Cudney Manufacturing, Service, and Healthcare Case Studies Lean Restaurant, Corbin LeGrand, Neha Pawar, Snehal Digraskar, Sneha Mahajan, Sukhada Mishra, and Susan Polson| Achieving Flow in a Rapid Prototyping Laboratory, Shirish Sreedharan, Elizabeth A. Cudney, and Frank Liou Implementing Lean Manufacturing Techniques to Achieve Six Sigma, Elizabeth A. Cudney Pump Teardown Review Process Improvement, Shrey Arora and Rodney Ewing Improving Women's Healthcare Center Service Processes, Sandra L. Furterer Application of Lean Tools in a Medical Device Company, Kelly M. Davis, Elizabeth A. Cudney, and Scott E. Grasman Motor Grader Assembly Line Modification, Mujahid Abjul, Charlie Barclay, Nanday K. Dey, Amita Ghanekar, and Lynda Melgarejo Sunshine High School Discipline Process Improvement: A Lean Six Sigma Case Study, Marcela Bernardinez, Khalid Buradha, Kevin S. Cochie, Jose Saenz, and Sandra L. Furterer Financial Services Improvement in a City Government: A Lean Six Sigma Case Study, Sandra L. Furterer Application of Lean Tools in a Hospital Pharmacy, Seth Langston, Jason Park, and Raj Vemulapally Using Value Stream Mapping to Identify Performance Gaps for Hoshin Planning, Elizabeth A. Cudney Planning and Implementation Strategies for Lean Initiatives Planning and Executing a Kaizen Workshop, David M. Dietrich Prioritizing the Lean Initiatives, Sandra L. Furterer Emerging Technologies Influencing Lean, David M. Dietrich, Elizabeth A. Cudney, and Sandra L. Furterer Future and Challenges of Lean: Engagement and Success Factors, Elizabeth A. Cudney and Sandra L. Furterer Glossary Index
TL;DR: In this paper, the authors discuss the lean six sigma implementation process and quantified benefits for the recycling industry, including aligning and optimizing processes and the removal of process generated defects and errors.
Abstract: Purpose – The purpose of this paper is to discuss the lean six sigma implementation process and its quantified benefits for the recycling industry. Specifically, the goals of the project were to improve the processes and increase capacity for a government operated material recovery facility (MRF) in Toledo, Ohio, USA.Design/methodology/approach – The six sigma DMAIC methodology was utilized for this study. This included aligning and optimizing processes and the removal of process‐generated defects and errors.Findings – After comparison of the current and future states of the MRF, it is found that by reducing non‐value added activities, productivity was increased by 7.3 percent for paper bales, 12.8 percent for commingled bales and 1.6 percent for old corrugated container (OCC) bales. The project generated over $65,000 in annual savings for the facility.Research limitations/implications – The findings are limited due to the focused nature of the case study and further cost‐benefit analysis can be carried o...
TL;DR: In this article, the authors presented an application of Lean Six Sigma methodology for claim settlement cycle time reduction in the insurance sector and demonstrated how combining Lean and Six Sigma approaches in process improvement and presents an application.
Abstract: Purpose – In the service sector, reduction of cycle time is one of the key issues. Among various approaches, Lean Six Sigma became very popular as it provides the organisation the desired speed with quality. The purpose of this paper is to present a Lean Six Sigma case study for reducing cycle time in the claim settlement process in insurance or financial services.Design/methodology/approach – This paper presents an application of Lean Six Sigma methodology for claim settlement cycle time reduction in the insurance sector.Findings – Lean Six Sigma is found to work very well in the insurance sector for reducing process cycle time by carrying out process changes. Mixing statistical and analytical techniques helps to improve the process speed and is very well demonstrated by Lean Six Sigma approach for service organizations.Originality/value – This paper utilizes Lean and Six Sigma approaches in process improvement and presents an application. The main idea behind this paper is to demonstrate how combining L...
TL;DR: In this article, a conceptual model using Structural Equation Modeling (SEM) has been proposed to build an effective model which indicates the relationship between Green Lean Six Sigma (GLSS) and Financial Performance (FP) in Malaysian automotive industry.
Abstract: Nowadays, the pressure of competition from multi-national companies had increased and among them is the automotive industry. It is the impact when the level of competition is intensifying as the manufactured vehicles shifts from being national to global. As a part of the competition, the important of understanding the implementation of green concepts is really useful for Malaysia to be a good competitor in Asian. Green concepts could provide assistance in making decisions at the early stage of the vehicle design and development process in order to avoid the costs and time consumed through later redesign. Thus, this study aims to build an effective model which indicates the relationship between Green Lean Six Sigma (GLSS) and Financial Performance (FP) in Malaysian automotive industry. The conceptual model using Structural Equation Modeling (SEM) has been proposed. Based on the proposed conceptual model and reviewed, research hypotheses are being developed. This research concludes with suggest future research work.
TL;DR: In this article, the authors used a rigorous Lean thinking and Six Sigma define-measure-analyse-improve-control (DMAIC) approach to analyse the existing process and root causes of longer TAT.
Abstract: The study addresses the issue of longer turn around time (TAT) of health records preparation process in the health information department (HID) of a corporate hospital in India. Because of the longer TAT of the health records preparation process, other activities of the department were held up, creating a work in process inventory of records in the department. This paper explores how a small-capacity corporate hospital can use a systematic methodology to move towards world-class quality level. A rigorous Lean thinking and Six Sigma define-measure-analyse-improve-control (DMAIC) approach was used to analyse the existing process and root causes of longer TAT. Lean operational principles were used to improve and sustain the process. As a result of the project, average TAT was reduced from 52 min to 39 min and standard deviation was reduced to 0.43 min from 2.33 min for a batch of 10 health records.
TL;DR: The authors used the LSS methodology as an intervention to improve systems process and found that the completeness of discharge documentation required for transition of care to CIIRP can be improved.
Abstract: Lean Six Sigma (LSS) process analysis can be used to increase completeness of discharge summary reports used as a critical communication tool when a patient transitions between levels of care. The authors used the LSS methodology as an intervention to improve systems process. Over the course of the project, 8 required elements were analyzed in the discharge paperwork. The authors analyzed the discharge paperwork of patients (42 patients preintervention and 143 patients postintervention) of a comprehensive integrated inpatient rehabilitation program (CIIRP). Prior to this LSS project, 61.8% of required discharge elements were present. The intervention improved the completeness to 94.2% of the required elements. The percentage of charts that were 100% complete increased from 11.9% to 67.8%. LSS is a well-established process improvement methodology that can be used to make significant improvements in complex health care workflow issues. Specifically, the completeness of discharge documentation required for transition of care to CIIRP can be improved.
TL;DR: In this paper, the authors developed and validated performance measures for Lean Six Sigma (LSS) in Indian context by developing an instrument for facilitating the implementation process in small and medium-scaled enterprises (SMEs) of Vidarbha region.
Abstract: Lean Six Sigma (LSS) is a process-improvement methodology that combines the benefits of both Lean manufacturing techniques and Six Sigma to help companies streamline operations, increase value and reduce waste. This paper aims to develop and validate performance measures for LSS in Indian context by developing an instrument for facilitating the implementation process in small- and medium-scaled enterprises (SMEs) of Vidarbha region. Using a thorough synthesis of the various quality management systems (QMSs), i.e., Six Sigma, total quality management (TQM), ISO, Lean, etc. seven performance measures are identified .Using the survey methodology, the data were obtained from manufacturing as well as service industries in this region; The identified measures were subjected to appropriate statistical tests to establish reliability and validity. On the basis of statistical evaluation, which was carried out by using statistical computing software SPSS 18.0 for Windows, the developed instrument was found to be valid as well as reliable. The validated instrument of LSS factors developed here may be used by manufacturing organisations to implement LSS in SMEs, as well as prioritise their management efforts to assess and implement LSS.
Book•
29 Nov 2013
TL;DR: Lean six sigma case studies in the healthcare enterprise and how these cases can be applied to improve the quality of care and reduce the uncertainty in treatment plans.
Abstract: Lean six sigma case studies in the healthcare enterprise / , Lean six sigma case studies in the healthcare enterprise / , کتابخانه دیجیتال جندی شاپور اهواز
TL;DR: In this paper, the case study of implementing this L6QMS-2008 model in a textile mill and thereby achieving annual savings of 2 million INR was presented, which is the first case study for implementing the Lean Six Sigma paradigm in the textile industry.
Abstract: In recent years, the ISO 9001 standard based Quality Management System (QMS) has been widely implemented in the textile industry. After the quality revolution, the textiles and clothing industry has also started implementing the modern manufacturing paradigms like Lean, Six Sigma, Total Quality Management, etc. in a phased manner. In the globalised scenario, the Lean Six Sigma paradigm that facilitates achieving waste elimination and a quality level of 3.4 defects per million opportunities have wider scope in all organizations. Though a theoretically integrated model of Lean Six Sigma and ISO 9001:2008 standard based QMS, L6QMS-2008 has been reported recently, practical case studies are seldom available. This research paper reports the case study of implementing this L6QMS-2008 model in a textile mill and thereby achieving annual savings of 2 million INR.
TL;DR: In this article, the application of Lean Manufacturing and Six Sigma business practices to an air purifying respiratory device (APR) process is discussed. And the authors demonstrate how management uses the results to make decisions.
TL;DR: In this article, the authors developed a systematic approach through integration of Lean techniques with Six Sigma methodology to improve patient flow in emergency departments, which is based on a standard questionnaire survey of 350 patients in the Emergency Department of Aseer Central Hospital in Saudi Arabia.
Abstract: Because of increased competition between healthcare providers, higher customer expectations, stringent checks on insurance payments and new government regulations, it has become vital for healthcare organisations to enhance the quality of the care they provide, to increase efficiency, and to improve the cost effectiveness of their services. Consequently, a number of quality management concepts and tools are employed in the healthcare domain to achieve the most efficient ways of using time, manpower, space and other resources. Emergency departments are designed to provide a high-quality medical service with immediate availability of resources to those in need of emergency care. The challenge of maintaining a smooth flow of patients in emergency departments is a global problem. This study attempts to improve the patient flow in emergency departments by considering Lean techniques and Six Sigma methodology in a comprehensive conceptual framework. The proposed research will develop a systematic approach through integration of Lean techniques with Six Sigma methodology to improve patient flow in emergency departments. The results reported in this paper are based on a standard questionnaire survey of 350 patients in the Emergency Department of Aseer Central Hospital in Saudi Arabia. The results of the study led us to determine the most significant variables affecting patient satisfaction with patient flow, including waiting time during patient treatment in the emergency department; effectiveness of the system when dealing with the patients complaints; and the layout of the emergency department. The proposed model will be developed within a performance evaluation metric based on these critical variables, to be evaluated in future work within fuzzy logic for continuous quality improvement.
09 Sep 2013
TL;DR: The findings suggest that Lean and Automate could be a key enabler of Lean Six Sigma in the manufacturing organizations.
Abstract: This paper presents the Lean and Automate method on how to streamline and automate simultaneously the production and logistics processes in order to improve quality, reduce waste, and increase agility using Lean Six Sigma with the support of some advanced technologies. The approach is based on research which showed that for the best application of Lean Six Sigma to production and logistics, the new processes should be improved taking into account also the possible use of advanced automation. The case studies provide good practical examples of the applications and implications of advanced technology in production, with theoretically grounded insights. The findings suggest that Lean and Automate could be a key enabler of Lean Six Sigma in the manufacturing organizations.
TL;DR: The components of traditional management are problematic to decreasing the rising cost of healthcare as mentioned in this paper, and therefore, traditional management is problematic to decrease the costs of healthcare in the developing world, especially in developing countries.
Abstract: The components of traditional management are problematic to decreasing the rising cost of healthcare.