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.

Transforming into a Lean Six Sigma Enterprise Through ISO 9001 Standard-Based Quality Management System

Abstract: Lean Six Sigma is very effective when implemented as an integrated approach rather than implementing Six Sigma or lean separately. For this reason, the contemporary enterprises are taking steps to evolve as Lean Six Sigma enterprises for waste elimination and quality improvement. It has become essential for all the enterprises to obtain ISO 9001:2008 certification to sustain their growth in the open market. Under this scenario, it is more advantageous to implement Lean Six Sigma through ISO 9001:2008 standard based Quality Management System. With the aid of a recently developed model L6QMS-2008 for transforming enterprise into Lean Six Sigma enterprise through ISO 9001 standard based Quality Management System, this research paper draws comparison between two enterprises that have taken efforts to apply the L6QMS-2008 model.

A framework for the impact of lean six sigma on supply chain performance in manufacturing companies

Abstract: The use of lean six sigma in manufacturing industry has been more intense in the past decade. This method comprises two concepts: lean and six sigma, each with its own objectives. Lean is a concept that aims to optimize the value stream process by eliminating all kind of waste. Meanwhile, the goal of six sigma is to increase process capability in the value stream by aiming for zero defects and reduced process variation. The supply chain performance of manufacturing companies is determined by the ongoing internal activities reflected in the value stream, therefore both lean and six sigma applications are hypothesized to have an impact on the performance. Based on the reviewed literature, this study aims to produce a framework that can be used to explain the impact of lean and six sigma on supply chain performance. In the proposed framework, lean indicators are reflected in just-in-time, quality management and employee involvement, whereas six sigma indicators are characterized by the six sigma variables. At the other end of the equation, supply chain performance is defined by four constructs which are supplier selection, production, delivery and logistic performance, and warehouse.

Development of a sustainable Lean Six Sigma framework in healthcare sector

Abstract: The healthcare sector is promoting the use of process improvement approaches resulting in several successful improvement projects. However, evidence, based on literature, points out that in a significant number of cases, healthcare organisations have failed to sustain the deployment of process improvement tools for long-term continuous improvements. Lean Six Sigma, which incorporates the speed and impact of Lean, with the quality and variation control of Six Sigma, is considered to have a high impact. Nevertheless, to reap the full benefits of LSS, it is necessary to develop a systematic approach to sustain LSS in healthcare organisations. Organisations have been shown to approach change from only three ways: functional, operational and ad hoc, neglecting a holistic or systemic analysis. Hence, the literature has not provided a systemic approach to change and improvement, which also includes the assessment of readiness for change. Therefore the objectives are to carry out an extensive literature review and survey to identify the reasons for organisations failing to sustain Lean Six Sigma. A list of factors critical for successfully sustaining Lean Six Sigma are identified and analysed using the ISM methodology. With the view to support healthcare professionals in integrating Lean Six Sigma in their organisation, this research develops a new framework (SLSS) to shift focus away from short term and towards long-term improvement. Furthermore, using a semi structured interview approach experts validate the framework. The framework will allow professionals to pay more attention on strategically important factors when integrating Lean Six Sigma in their organisation. The major outcome of this research is that the relationship between CSFs is analysed providing a distinctive view on how to handle them. Common approaches have focused on other aspects of research and were content with having identified CSFs, which led to the misconception that all CSFs are equally important. Hence, this research provides a more sophisticated view on this topic. In addition, the SLSS framework was build to fill the gap between implementation-focused and organisational culture focused frameworks. It can be used in conjunction with the organisation's preferred implementation framework in order to guarantee that the strategic component is covered.

An evaluation of Lean and Six Sigma methodologies in the national health service

Abstract: The purpose of this paper is to conduct an empirical study derived from the previous literature from the perspective of benefits, tools and techniques, continuous improvement (CI) and quality improvement (QI) methodologies and critical failure factors (CFFs) of Lean and Six Sigma (SS) in the national health service (NHS).,A literature review was carried out to identify previous findings, empirical data and critical variables concerning Lean and SS in healthcare for over ten years. Second, primary research in quantitative surveys and qualitative interviews was carried out with 110 participants who have experience using Lean and SS in the NHS.,Lean and SS have evolved into common practices within the NHS and now have an established list of tools and techniques frequently employed by staff. Lean and SS are considered robust CI methodologies capable of effectively delivering extensive benefits across many different categories. The NHS must overcome a sizable amount of highly important CFFs and divided organizational culture.,This paper has developed the most extensive empirical study ever produced on Lean and SS in the NHS and has expanded on previous works to create new and updated research. The findings produced in this paper will assist NHS medical directors and practitioners in obtaining up-to-date insight into Lean and SS status in the NHS. The paper will also guide the NHS to critically evaluate their current CI strategy to ensure long-term sustainability and deliver improved levels of service to patients.