Showing papers on "Lean Six Sigma published in 2015"
TL;DR: Even though Lean results appear to be promising, findings so far do not allow to draw a final word on its positive impacts or challenges when introduced in the healthcare sector.
405 citations
TL;DR: The most common themes within Lean Six Sigma in the manufacturing sector are explored, and any gaps in those themes that may be preventing users from getting the most benefit from their LSS strategy are identified.
Abstract: Purpose – The purpose of this paper is to explore the most common themes within Lean Six Sigma (LSS) in the manufacturing sector, and to identify any gaps in those themes that may be preventing users from getting the most benefit from their LSS strategy. This paper also identifies the gaps in current literature and develops an agenda for future research into LSS themes. Design/methodology/approach – The following research is based on a review of 37 papers that were published on LSS in the top journals in the field and other specialist journals, from 2000 to 2013. Findings – Many issues have emerged in this paper and important themes have cited which are: benefits, motivation factors, limitations and impeding factors. The analysis of 19 case studies in the manufacturing sector has resulted in significant benefits cited in this paper. However, many gaps and limitations need to be explored in future research as there have been little written on LSS as a holistic strategy for business improvement. Practical i...
240 citations
TL;DR: Lean and Six Sigma QI methodologies have the potential to produce clinically significant improvement for surgical patients, however there is a need to conduct high-quality studies with low risk of systematic bias in order to further understand their role.
Abstract: Background: Lean and Six Sigma are improvement methodologies developed in the manufacturing industry and have been applied to healthcare settings since the 1990s. They use a systematic and reproducible approach to provide Quality Improvement (QI), with a flexible process that can be applied to a range of outcomes across different patient groups. This review assesses the literature with regard to the use and utility of Lean and Six Sigma methodologies in surgery.
228 citations
TL;DR: In this article, the authors critically review the green lean approach and highlight its limitations; examine the compatibility of the green, lean and Six Sigma concepts; and propose Six Sigma, and specially its problem-solving methodology DMAIC, as an approach to help enhancing the effectiveness of green lean initiatives.
Abstract: Purpose – The purpose of this paper is to critically review the green lean approach and highlight its limitations; examine the compatibility of the green, lean and Six Sigma concepts; and propose Six Sigma, and specially its problem-solving methodology DMAIC, as an approach to help enhancing the effectiveness of green lean initiatives. Historically, profitability and efficiency, and more recently customer satisfaction, quality and responsiveness objectives have been the prevailing interest for organisations. However, the move towards greener operations and products has forced companies to seek alternatives to combine these with green objectives and initiatives. Green lean is the result of this combination. Thus, the paper conceptually proposes Green Lean Six Sigma. Design/methodology/approach – To do this, a systematic literature review (SLR) of the subjects under investigation was conducted. Findings – The SLR indicated that the green lean integration may have inherited the same limitations as the indivi...
192 citations
TL;DR: In this article, the authors reviewed and gathered the latest critical success factors (CSF) of Lean Six Sigma (LSS) deployment and implementation into a comprehensive list of factors and identified five significant CSFs were identified (initially 97 CSFs listed from 13 papers) out of nine groups/headers listed in clustering analysis using affinity diagram tool and new headers mapping.
Abstract: Purpose – The purpose of this paper is to review and gather the latest critical success factors (CSF) of Lean Six Sigma (LSS) deployment and implementation into a comprehensive list of factors. Design/methodology/approach – The approach taken by authors in this study was to analyze the latest literature review starting 2010 onwards and focus on CSFs of LSS (not dedicated as Lean or Six Sigma) by excluding other improvement methodologies or initiatives, e.g. Lean, Six Sigma, TQM, TRIZ etc. Findings – Five significant CSFs were identified (initially 97 CSFs listed from 13 papers) out of nine groups/headers listed in clustering analysis using Affinity Diagram tool and new headers mapping. Practical implications – Most of the organisations were aware of the success story on LSS, but did not scrutinize or consider its CSFs. By knowing the outcome of this paper, it can help open eyes regarding readiness before implementing LSS. Originality/value – At the end of this paper, the authors tried to cluster the CSFs ...
97 citations
TL;DR: In this paper, a large scale implementation of the Lean Six Sigma (LSS) methodology at King Abdullah University of Science and Technology has been reported to have resulted in improvements in business processes and efficiency.
Abstract: Purpose – The purpose of this paper is to contribute to the body of Lean Six Sigma (LSS) 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 LSS method in a complex transactional environment. Design/methodology/approach – The observations presented in this paper originate from rolling out a large LSS implementation at a recently established university. The paper is supported with secondary data from literature. Findings – The implementation of LSS methodology at King Abdullah University of Science and Technology 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, 50 yellow belts and 150 green belts have been trained, and the first round of seven black belts have completed training of which two have completed certification. Research limita...
75 citations
TL;DR: In this article, a continuous improvement program is developed to overcome product defects, inappropriate processing and waiting are type of manufacturing waste that frequently occurs in iron ores industry, and the program consist of redesigning chute dust collector, weighing standard operation procedures, BC 05 erection, vibro meter installation and nitrogen plant installation.
67 citations
TL;DR: In this paper, a hybrid fuzzy-based Multi-Criteria Decision-Making (MCDM) approach was used to select the optimal Lean Six Sigma (LSS) project for an automotive component manufacturing organization.
Abstract: Purpose – The purpose of this paper is to select the optimal Lean Six Sigma (LSS) project using hybrid fuzzy-based Multi-Criteria Decision-Making (MCDM) approach for an automotive component manufacturing organization. Design/methodology/approach – The LSS project selection has been formulated as the MCDM problem. Hybrid MCDM method based on Decision-Making Trial and Evaluation Laboratory Model (DEMATEL), Analytical Network Process (ANP) and Technique for Order Preference by Similarity to Ideal Solution (TOPSIS) has been used to select the optimal LSS project. The methodology enabled the practitioners to systematically prioritize LSS projects. Findings – The finding of this study is that, out of five LSS projects, project P3 is the best LSS project. P3 is the optimal LSS project with reduced failure risk, and efforts are being taken to implement the selected project. Research limitations/implications – The problem formulation and methodology has been tested for a single study. In future, more number of stu...
63 citations
TL;DR: The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean six Sigma initiative key components by providing an understanding of what cultural values correspond to effectiveLean Six Sigma implementation.
Abstract: – The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components – management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure. , – The study involved surveying 446 human resource and quality managers from 223 hospitals located in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument. , – In total, 104 completed responses were received and analyzed using multivariate analysis of variance. Follow-up analysis of variances showed management support was significant, F(3, 100)=4.89, p
<
0.01, η2=1.28; infrastructure was not significant, F(3, 100)=1.55, p=0.21, η2=0.05; and using Lean Six Sigma methods was also not significant, F(3, 100)=1.34, p=0.26, η2=0.04. Post hoc analysis identified group and development cultures having significant interactions with management support. , – The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean Six Sigma initiative key components. This information assists hospital staff who are considering implementing quality initiatives by providing an understanding of what cultural values correspond to effective Lean Six Sigma implementation. , – Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm’s influence can utilize strategies to better implement Lean Six Sigma.
61 citations
TL;DR: There is no trade-off between quality and costs: Lean Six Sigma improves quality and, at the same time, reduces costs.
Abstract: Rationale, aims and objectives
In 2012, health care spending in Italy reached €114.5 billion, accounting for 7.2% of the Gross Domestic Product (GDP) and 14.2% of total public spending. Therefore, reducing waste in health facilities could generate substantial cost savings. The objective of this study is to show that Lean Six Sigma represents an appropriate methodology for the development of a clinical pathway which allows to improve quality and to reduce costs in prosthetic hip replacement surgery.
Methods
The methodology used for the development of a new clinical pathway was Lean Six Sigma. Problem solving in Lean Six Sigma is the DMAIC (Define, Measure, Analyse, Improve, Control) roadmap, characterized by five operational phases which make possible to reach fixed goals through a rigorous process of defining, measuring, analysing, improving and controlling business problems.
Results
The following project indicated several variables influencing the inappropriate prolongation of the length of stay for inpatient treatment and corrective actions were performed to improve the effectiveness and efficiency of the process of care. The average length of stay was reduced from 18.9 to 10.6 days (−44%).
Conclusion
This article shows there is no trade-off between quality and costs: Lean Six Sigma improves quality and, at the same time, reduces costs.
61 citations
TL;DR: A case study for the application of Lean and Six Sigma tools in the reduction of turnaround time (TAT) for Emergency Department (ED) specimens and demonstrated how the quantitative power of Six Sigma and the speed of Lean worked in harmony to improve the blood draw process for a 1,000 bed tertiary care teaching hospital.
Abstract: Purpose – Lean and Six Sigma are continuous improvement methodologies that have garnered international fame for improving manufacturing and service processes. Increasingly these methodologies are demonstrating their power to also improve healthcare processes. The purpose of this paper is to discuss a case study for the application of Lean and Six Sigma tools in the reduction of turnaround time (TAT) for Emergency Department (ED) specimens. This application of the scientific methodologies uncovered opportunities to improve the entire ED to lab system for the specimens. Design/methodology/approach – This case study provides details on the completion of a Lean Six Sigma project in a 1,000 bed tertiary care teaching hospital. Six Sigma’s Define, Measure, Analyze, Improve, and Control methodology is very similar to good medical practice: first, relevant information is obtained and assembled; second, a careful and thorough diagnosis is completed; third, a treatment is proposed and implemented; and fourth, check...
TL;DR: In this article, the authors presented a conceptual framework on mergers of sustainable green, green, lean, and six Sigma strategies and ratings have been assigned to the critical success factors (CSFs) relevant to sustainable green Lean Six Sigma (SGLS).
Abstract: Strategies Sustainable Green, Green, Lean and Six Sigma are being increasingly referred to in literature on social; environmental; economical; wastage reduction; and quality concerns. Combinations/mergers of these strategies may be looked at as relatively new research area totalling individual benefits of each strategy, which needs to be explored. This present study is an attempt towards fulfilling this requirement. Combinations of various methodologies have been adopted: literature review; interviews; workshops: brainstorming sessions; questionnaire based survey; and statistical analysis. Recent contributions in the area of mergers of various strategies: sustainable green; green; lean; and Six Sigma have been highlighted. Conceptual framework has been presented on mergers of these strategies. Important enablers, barriers and performance measures have been identified. Ratings have been assigned to the critical success factors (CSFs) relevant to ‘Sustainable Green Lean Six Sigma’ (SGLS) based upon empirical study and analysis of eighty nine duly completed responses.
TL;DR: In this paper, the authors review the historical development of Lean Six Sigma and identify the relevant opportunities for the application of lean Six Sigma within the university setting, as well as the cultural changes necessary to provide an appropriate climate for its long-term success.
Abstract: Purpose – The purpose of this paper is to review the historical development of Lean Six Sigma and to identify the relevant opportunities for the application of Lean Six Sigma within the university setting. The paper also discusses the challenges of Lean Six Sigma implementation in higher education, as well as the cultural changes necessary to provide an appropriate climate for its long-term success. Design/methodology/approach – The paper contains a comprehensive discussion of the development of Lean Six Sigma over the past three decades. Additionally, the paper describes how Lean Six Sigma may be applied in the university setting to improve processes in curriculum delivery; business and auxiliary services; admissions and enrollment management; and research. Findings – Lean Six Sigma can be applied to facilitate process improvements in curriculum delivery; business and auxiliary services; admissions and enrollment management; and research. While obstacles to Lean Six Sigma implementation exist, the proces...
TL;DR: It was found that non-value-added general improvement review form (GIRF) process steps involving revisions and rework for the design and construction result in time delays, cost increases and quality deficiencies and render cost estimates unreliable.
Abstract: Purpose – The purpose of this paper is to present a case study on the use of Lean Six Sigma principles and tools to study the improvement in design and construction services at a university. The quality of facilities services at universities has been criticized by users calling for improvement. Design/methodology/approach – Quality of facilities services at universities has been criticized by users calling for improvement. The purpose of this paper is to present a case study on using Lean Six Sigma principles and tools to study improving design and construction services at a university. Findings – It was found that non-value-added general improvement review form (GIRF) process steps involving revisions and rework for the design and construction result in time delays, cost increases and quality deficiencies and render cost estimates unreliable; these are unnecessary and should be minimized or eliminated. It was additionally noted that administrative reviews and approvals embedded in GIRF processes slow dow...
TL;DR: The results show that the company successfully applied the Lean Six Sigma methodology and saved a considerable sum of money by reducing overfilling of final product (ginger bread) and the proposed framework integrates lean tools and Six Sigma Define, Measure, Analyze, Improve, and Control methodology to reduce overfill and rework to enhance the bottom-line results.
Abstract: Lean manufacturing has been acknowledged as a methodology to eliminate waste, while Six Sigma has been regarded as a diagnostic tool to improve processes by eliminating variation. The important objective of both of the methodologies is to identify the most critical processes to generate savings for an organization. Lean Six Sigma integrates these two approaches into an effective hybrid method, which combines the variability elimination tools from Six Sigma with the waste elimination practices from lean manufacturing. This paper aims to study the application of Lean Six Sigma in a medium-sized confectionary. The results show that the company successfully applied the Lean Six Sigma methodology and saved a considerable sum of money by reducing overfilling of final product (ginger bread). This study proposes a Lean Six Sigma framework to reduce overfill and rework. The proposed framework integrates lean tools and Six Sigma Define, Measure, Analyze, Improve, and Control methodology to reduce overfill and rework to enhance the bottom-line results. The result of this study will help food small- and medium-sized enterprises to effectively apply Lean Six Sigma to reduce variability and consequent waste in their production process. Copyright © 2015 John Wiley & Sons, Ltd. Copyright © 2015 John Wiley & Sons, Ltd.
TL;DR: In this paper, the authors report the results of a pilot study on the implementation of Lean Six Sigma (LSS) in East African service and manufacturing organizations and determine the critical success factors for implementation of such a strategy as well as any barriers.
Abstract: Purpose – This paper reports the results of a pilot study on the implementation of Lean Six Sigma (LSS) in East African service and manufacturing organizations. The purpose of this paper is to determine the critical success factors for implementation of such a strategy as well as any barriers. A further aim was to determine the knowledge, usage and usefulness of LSS tools and techniques within those organizations. Design/methodology/approach – A quantitative approach was taken utilizing a survey questionnaire which was sent to a sample of organization employees who had attended Yellow, Green or Black Belt LSS training courses organized by the Kenya Institute of Management in Nairobi. Employees attending such courses came from Kenya, Uganda, Tanzania and Rwanda. Findings – Results indicate that the most useful tools are most of the original seven tools of quality improvement proposed by Ishikawa over 50 years ago and the most important factor for successful implementation of LSS is management involvement a...
TL;DR: In this paper, the authors present the model of a framework and of an associated Decision Support System (DSS) for the integration of Ergonomics and Lean Six Sigma (LSS).
TL;DR: Implementation of Lean Six Sigma principles improved workflow and efficiency at an adult infusion clinic and reduced the overall chemotherapy turnaround times from 60 to 26 minutes, representing a 57% decrease in turnaround times in 19 months.
Abstract: Purpose The workflow and chemotherapy preparation turnaround times at an adult infusion clinic were evaluated to identify opportunities to optimize workflow and efficiency.
Methods A three-phase study using Lean Six Sigma methodology was conducted. In phase 1, chemotherapy turnaround times in the adult infusion clinic were examined one year after the interim goal of a 45-minute turnaround time was established. Phase 2 implemented various experiments including a five-day Kaizen event, using lean principles in an effort to decrease chemotherapy preparation turnaround times in a controlled setting. Phase 3 included the implementation of process-improvement strategies identified during the Kaizen event, coupled with a final refinement of operational processes.
Results In phase 1, the mean turnaround time for all chemotherapy preparations decreased from 60 to 44 minutes, and a mean of 52 orders for adult outpatient chemotherapy infusions was received each day. After installing new processes, the mean turnaround time had improved to 37 minutes for each chemotherapy preparation in phase 2. In phase 3, the mean turnaround time decreased from 37 to 26 minutes. The overall mean turnaround time was reduced by 26 minutes, representing a 57% decrease in turnaround times in 19 months through the elimination of waste and the implementation of lean principles. This reduction was accomplished through increased efficiencies in the workplace, with no addition of human resources.
Conclusion Implementation of Lean Six Sigma principles improved workflow and efficiency at an adult infusion clinic and reduced the overall chemotherapy turnaround times from 60 to 26 minutes.
TL;DR: To determine whether instrument sets that are frequently used by multiple surgeons can be substantially reduced in size with consensus with consensus, a large number of instrument sets are studied.
Abstract: Objectives/Hypothesis
To determine whether instrument sets that are frequently used by multiple surgeons can be substantially reduced in size with consensus.
Study Design
Prospective quality improvement study using Lean Six Sigma for purposeful and consensual reduction of non–value-added instruments in adenotonsillectomy instrument sets.
Methods
Value stream mapping was utilized to determine instrumentation usage and reprocessing workflow. Preintervention instrument utilization surveys allowed consensual and intelligent set reduction. Non–value-added instruments were targeted for waste elimination by placement in a supplemental set. Times for pre- and postintervention instrument assembly, Mayo setup, and surgery were collected for adenotonsillectomies. Postintervention satisfaction surveys of surgeons and staff were conducted.
Results
Adenotonsillectomy sets were reduced from 52 to 24 instruments. Median assembly times were significantly reduced from 8.4 to 4.7 minutes (P .05). The supplemental set was opened in only 3.6% of cases. Satisfaction was >90% regarding the intervention. Set build cost was reduced by $1,468.99 per set.
Conclusions
Lean Six Sigma improves efficiency and reduces waste by empowering team members to improve their environment. Instrument set reduction is ideal for waste elimination because of tool accumulation over time and instrument obsolescence as newer technologies are adopted. Similar interventions could easily be applied to larger sinus, mastoidectomy, and spine sets.
Level of Evidence
NA Laryngoscope, 2015
01 Jan 2015
TL;DR: The Lean and Digitize Innovation Process (LSIPP) as discussed by the authors is a Lean and Six Sigma-based process for improving the innovation process, which integrates digitization into the Lean Six Sigma method.
Abstract: Actionable knowledge to improve innovation and bring value to the customers and organizations is essential in today's economy. In the past, there have attempts to apply Lean Thinking and Six Sigma to the innovation processes, with mixed results. The aim of this article is discuss how to improve innovation processes using the Lean and Digitize Innovation process, which integrates digitization into the Lean Six Sigma method. Through the redesign of innovation processes and their automation, the process aims to add value to customers, improve effectiveness, eliminate waste, minimize operating costs, and reduce time-to-market. This new method is characterized by seven stages, or "the 7 Ds" (define, discover, design, develop, digitize, deploy, and diffusion), with 29 steps. This article describes the Lean and Digitize Innovation process and presents cases where the approach has been successful in helping innovation processes from start to end: from the definition of the value for the customers up to the implementation of a prototype and engineering of the delivery processes. It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to management than the creation of a new system. For the initiator has the enmity of all who would profit by the preservation of the old institution and merely the lukewarm defense in those who gain by the new ones.
TL;DR: In this article, a case study was conducted in a medium-sized company which produces injection moulded parts in plastic using several presses, and the root causes of the variability of the product were identified through a cause-effect diagram and a Chi-square test.
Abstract: Lean Six Sigma is a well-consolidated approach for improving processes. However, for some companies the use and project management of Six Sigma tools and Lean Production is unclear. The aim of this paper is to illustrate the use and project management of Six Sigma tools and Lean Production by discussing a novel case study dedicated to the improvement of overall equipment effectiveness (OEE). The case study was conducted in a medium-sized company which produces injection moulded parts in plastic using several presses. One of these machines had a poor OEE with a large variability. This led to the company not satisfying a customer in terms of on-time delivery performance. The poor OEE led to high costs in terms of work-in-process and re-inspections of the products. Following a typical define-measure-analyse-improve-control (DMAIC) pattern, a dedicated team of the company defined the set-up times and the internal diameter of the product as critical to quality characteristics (CTQs). The root causes of the variability of the CTQs were identified through a cause-effect diagram and a Chi-square test. Afterwards, the team removed the root causes and improved the CTQs which have increased the OEE from 40% to 61%, reducing its variability. Tools such as 5S, Single Minute Exchange of Die and poka-yoke were implemented to remove the root causes.
29 Oct 2015
TL;DR: It is argued that this approach paves the way for a new generation of quality management tools based on big data analytics that will extend traditional statistical process control and empower Lean Six Sigma through big data processing.
Abstract: One of the most important challenges in manufacturing is the continuous process improvement that requires new insights about the behavior/quality control of processes in order to understand the optimization/improvement potential. The paper elaborates on usage of big data-driven clustering for an efficient discovering of real-time unusualities in the process and their route-cause analysis. Our approach extends traditional clustering algorithms (like k-Means) with methods for better understanding the nature of clusters and provides a very efficient big data realization. We argue that this approach paves the way for a new generation of quality management tools based on big data analytics that will extend traditional statistical process control and empower Lean Six Sigma through big data processing. The proposed approach has been applied for improving process control in Whirlpool (washing machine tests, factory in Italy) and we present the most important finding from the evaluation study.
Book•
16 Mar 2015
TL;DR: In an in-depth introduction, Lean Six Sigma for Engineers and Managers: With Applied Case Studies as discussed by the authors presents a detailed road map and industry examples to help engineers understand and implement the LSS system.
Abstract: An in-depth introduction, Lean Six Sigma for Engineers and Managers: With Applied Case Studies presents a detailed road map and industry examples to help you understand and implement the LSS system. It discusses the LSS process to define improvement needs, measure current business performance, analyze performance results using statistical tools, im
TL;DR: A simplified, activity‐based costing approach for hospital emergency departments to use with Lean Six Sigma cost‐benefit analyses is presented, reduced by removing diagnostic and condition‐specific costs, thereby revealing the underlying process activities' cost inefficiencies.
Abstract: The objective of this report is to present a simplified, activity-based costing approach for hospital emergency departments (EDs) to use with Lean Six Sigma cost-benefit analyses. The cost model complexity is reduced by removing diagnostic and condition-specific costs, thereby revealing the underlying process activities' cost inefficiencies. Examples are provided for evaluating the cost savings from reducing discharge delays and the cost impact of keeping patients in the ED (boarding) after the decision to admit has been made. The process-improvement cost model provides a needed tool in selecting, prioritizing, and validating Lean process-improvement projects in the ED and other areas of patient care that involve multiple dissimilar diagnoses.
TL;DR: A brief clinical example of the use of Lean Six Sigma as a quality improvement method in the reduction of the complications during and after lobectomies is presented.
Abstract: Six Sigma and Lean are two quality improvement methodologies. The Lean Six Sigma methodology is applicable to repetitive procedures. Therefore, the use of this methodology in the health-care arena has focused mainly on areas of business operations, throughput, and case management and has focused on efficiency outcomes. After the revision of methodology, the paper presents a brief clinical example of the use of Lean Six Sigma as a quality improvement method in the reduction of the complications during and after lobectomies. Using Lean Six Sigma methodology, the multidisciplinary teams could identify multiple modifiable points across the surgical process. These process improvements could be applied to different surgical specialties and could result in a measurement, from statistical point of view, of the surgical quality.
TL;DR: A path model for improving patient safety that includes lean, Six Sigma, goal specificity, and responsiveness capabilities is developed, and results indicate that although lean doesn't impact patient safety directly, it plays an important role in encouraging Six Sigma implementation and raising goal specificity in hospital units.
Abstract: The purpose of this study is to clarify the impact of lean on patient safety outcomes in hospitals. This paper develops a path model for improving patient safety that includes lean, Six Sigma, goal specificity, and responsiveness capabilities...
TL;DR: In this article, the authors explored the possible synergetic effects between lean philosophy and green endeavors in improving resource efficiency in the food sector and investigated how a proper and tailor-made adaptation of the lean six sigma root cause analysis method could help in overcoming the complexities of increased resource efficiency.
Abstract: Purpose_The goal of this paper is to explore the possible synergetic effects between lean philosophy and green endeavors in improving resource efficiency in the food sector. To that end, it is investigated how a proper and tailor-made adaptation of the lean six sigma root cause analysis method could help in overcoming the complexities of increased resource efficiency in food production. Design/methodology/approach_The case study concerned reduction of waste at an industrial production line of a dough-based product, through the implementation of the lean six sigma tool. Findings_An achievement of a 50% reduction of waste on the studied process line was reached, thus exceeding the initial improvement goal. Research limitations/implications (if applicable)_While the explicit findings on the specific root causes of waste on this actual production line are not immediately transferrable to other cases, they show that applying this method to identifying and eliminating root causes of waste for other products and processes in the food sector could not only reduce costs but also contribute to more resource-efficient and sustainable industrial food production. Practical implications (if applicable)_ Political and public high interest in environmental and social sustainability associated with food waste render this an important development. Originality/value_ While the potential of linking green and lean efforts has been acknowledged, the application of the lean six sigma methodology for more sustainable food production has not yet been explored. This paper contributes to this research
TL;DR: In this paper, the authors use Lean Six Sigma (LSS) and consumption mapping concepts to develop a disciplined methodology for a self-directed investor so that adverse decision-making behaviors are avoided.
Abstract: Purpose – This paper aims to use Lean Six Sigma (LSS) and consumption mapping concepts to develop a disciplined methodology for a self-directed investor so that adverse decision-making behaviors are avoided Classical financial theories assume that individuals maximize expected utility by arriving at financial decisions in a rational manner But, over time, investor performance has lagged behind corresponding market performance Despite these results and research on their causes, investors continue to repeat systematic mistakes leading to suboptimal financial outcomes Design/methodology/approach – Consumption maps are developed based on behavioral finance research that shows why investors make predictable and costly errors in their decision making The authors show that the contemporary methodologies within LSS, used successfully in the manufacturing and service sectors, can be used to enforce rationality in investing Findings – The approach proposed herein provides a new framework that researchers shou
TL;DR: In this paper, the level of Lean Six Sigma (LSS) implementation at National bank Operations Division by utilizing the five stages of progress identified by Gygi et al. (2005), namely, initialize, deploy, implement, expand and sustain, was determined.
Abstract: Purpose – The purpose of this paper is to determine the level of Lean Six Sigma (LSS) implementation at National bank Operations Division by utilizing the five stages of progress identified by Gygi et al. (2005), namely, initialize, deploy, implement, expand and sustain. A further aim was to determine the impact of implementation so far on various operations within the division. Design/methodology/approach – The study was conducted within the head office. Data were gathered through a questionnaire distributed to all employees working in the operations division via e-mail. Responses were analyzed using SPSS v20. Findings – The results obtained indicated that 99 percent of the respondents agreed or strongly agreed that the bank has past stages 1 and 2 and are now implementing stage 3. The finding also showed that there was a significant impact on a number of operations including reductions in average process cycle times, reductions in costs, reductions in turnaround times and reductions in error rates. Rese...