Lean Six Sigma

About: Lean Six Sigma is a research topic. Over the lifetime, 1919 publications have been published within this topic receiving 29142 citations.

Green-Lean Synergy - Root-Cause Analysis in Food Waste Prevention

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

Inter-industry generic Lean Six Sigma project definitions

Abstract: Purpose The objective of this research is to provide practitioners with inter-industry applicable rules and guidelines for the Lean Six Sigma (LSS) project definition phase. This research resulted in 13 inter-industry generic project definitions that are divided by four performance dimensions: quality, dependability, speed and cost efficiency. Design/methodology/approach A total of 312 previously executed LSS improvement projects in a broad variety of industries at black belt or master black belt level are analyzed. All these projects have followed the LSS methodology and are characterized by the use of critical to quality (CTQ) measurements and the structured improvement method of define, measure, analyse, improve and control for operations improvement. Findings This research resulted in 13 inter-industry generic project definitions that are divided by four performance dimensions: quality, dependability, speed and cost efficiency. Three factors that have stood out in this research are; the difficulty to capture the performance dimension flexibility in LSS project definitions, the strong focus on internal organizational benefits in defining CTQs for LSS project definitions and the unclear alignment of LSS project definitions to existing strategic objectives of the company. Originality/value This research established useable generic LSS project definitions including generic CTQ’s measures, applicable to multiple industries. These generic LSS project definitions provide useful guidance in the initial LSS project phase, helping to decompose strategic focal points into clear and measurable project objectives.

Deming-Based Lean Six Sigma Management as an Answer to Escalating Hospital Costs

Abstract: The components of traditional management are problematic to decreasing the rising cost of healthcare.

Organizational excellence: a study of the relationship between emotional intelligence and work engagement in process improvement experts

Abstract: The role of a quality leader has changed significantly over the past several decades from chief inspector, primarily focused on detection activities, to one in which the attention has shifted to prevention and improvement initiatives (Addey, 2004). Many of the traditional responsibilities related to quality control have been integrated into the role of all employees. In a sense, each individual is now responsible for the quality of the processes they work within, and little external quality control is needed. The transformation of the quality function away from control activities has led to initiatives such as Total Quality Management (TQM), and most recently Lean Six Sigma. Both TQM and Lean Six Sigma place a heavy emphasis on creating a culture of teamwork and continual improvement. Two potential elements that may impact the success of process improvement experts working in such environments are their level of emotional intelligence and work engagement. Research suggests that individuals with high emotional intelligence outperform those with low intelligence (Bar−On, 2006; Goleman, 1995, 1998; Nadler, 2010; O’Boyle, Humphrey, Pollack, Hawver, & Story, 2011), and organizations with high employee engagement are more successful than those with low engagement (Harter, Schmidt, Asplund, Killham, & Agrawal, 2010; Towers Perrin, 2003, 2007; Wagner & Harter, 2006). Despite the link to individual and organizational performance, the research studying what drives engagement is sparse (Schaufeli & Bakker, 2010). The research that does exist argues much of the driving force behind engagement is controlled by external factors such as available resources, working environment, and leadership support (Towers Perrin, 2003, 2007; Wagner & Harter, EMOTIONAL INTELLIGENCE AND WORK ENGAGEMENT iv 2006), but research focused on individual characteristics, such as emotional intelligence, has yet to be studied. This research sought to better understand the relationship between emotional intelligence and work engagement. Taking a quantitative approach, the research utilized the Assessing Emotions Scale to measure emotional intelligence, and the Utrecht Work Engagement Scale to measure work engagement of 5,187 process improvement experts. Correlation analysis indicated a moderate statistically significant relationship existed (r = .416). Regression analysis indicated emotional intelligence predicted 17.3% of the variability in work engagement. Gender, education, and organizational level had a significant effect on emotional intelligence, whereas age was found to have no effect. Education, organizational level, years in current position, and not having an ASQ certification were also found to have a significant effect on work engagement, whereas age, gender, and having a Six Sigma certification had no effect. Implications of the findings and recommendations for future research are also discussed.

Integrative approaches and frameworks of lean Six Sigma: a literature perspective

Abstract: In this paper, an attempt has been made to provide a comprehensive perspective of the integrative approaches and frameworks. For this purpose, the subjects of lean and Six Sigma have been demonstrated separately and compared, and then their integration approaches and frameworks have been studied and discussed. The outcomes imply that integrating lean and Six Sigma creates a win-win situation. The combination of both can provide the philosophy and the effective tools to solve problems and create rapid transformational improvement at lower cost. Potentially, this could increase efficiency and effectiveness, which in turn leads to higher performance.