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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.


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Proceedings Article
01 Jan 2016
TL;DR: In this article, the authors have proposed a set of factors that can be used to determine sustainability of lean for companies, and interviews were held with Toyota experts, ex-Toyota employee, academics, and consultants to seek their opinions regarding sustaining lean and to further provide details of the lean excellence factors for sustaining lean.
Abstract: Many organizations around the world have implemented or in the throes of implementing Lean or Toyota Production System. Organizations that have successfully implemented a few years of TPS may face challenges to continue and sustain their efforts in the long term. The problem of sustainability in every new initiative including TPS, Lean Six Sigma, TQM, and Business Excellence needs urgent attention by researchers. This paper addresses some of the issues surrounding how to sustain lean and TPS in companies. It has been observed in literature and practice that two major approaches have been used by consultants, researchers, and practitioners on the adoption of TPS/Lean. Many have adopted the first approach which gives heavy emphasis and focus on tool and techniques; while the second method provide a much more 'people based' approach. The tool based approach is important but should not be used as the prime vehicle for continued successful implementation. The people based approach is believed to be the key to the continued sustenance of TPS or lean implementation. In trying to support this argument, interviews were held with Toyota experts, ex-Toyota employee, academics, and consultants to seek their opinions regarding sustaining lean and to further provide details of the lean excellence factors for sustaining lean. At the end of this paper, the authors have proposed a set of factors that can be used to determine sustainability of lean for companies.

6 citations

DOI
30 Apr 2015
TL;DR: In this paper, the authors implemented lean six sigma methods in quality control with case studies of product quality bottled water cup 240 ml at the quality control process produces eleven types of disabilities, and the results obtained in this study is the value of DPMO on line 1 of 546 machines produce sigma level of 4.766 and a percentage of 99.95%, which means that in a million products cup 240ml mineral water contained 0.05% units of a product that does not fit in production line machine 1.
Abstract: Efforts to increase productivity can not be said that the human factor is not the only factor which should be observed, studied, analyzed, and repaired in the effort to increase productivity, but also other factors such as machine, equipment, raw materials, factory buildings, etc. may also affect the productivity improvement efforts remain to be considered. Quality is the customer's main factor to decide products and services. Therefore, quality is a key factor which brings business success and growth, and improves competitive position. Lean six sigma method is a method to identify and eliminate waste or activities which are not value added and analyze defect rate product approaches zero defect products. This study aims to implement lean six sigma methods in quality control with case studies of product quality bottled water cup 240 ml at the quality control process produces eleven types of disabilities. Efforts should be made to improve the quality of products, one of them by monitoring the production process control diagram. The results obtained in this study is the value of DPMO on line 1 of 546 machines produce sigma level of 4.766 and a percentage of 99.95%, which means that in a million products cup 240 ml mineral water contained 0.05% units of a product that does not fit in production line machine 1. The DPMO values on line 2 of 291 machines produce sigma level of 4.932 and a percentage of 99.97%, which means that in a million products cup 240 ml mineral water contained 0.03% units of a product that does not fit in production line machine 2. Keywords : Quality, Quality Control, Lean Six Sigma

6 citations

01 Jan 2008
TL;DR: In this paper, Cavallini et al. analyzed a group of publicly traded manufacturing companies with the intent of verifying if a correlation exists between companies being lean and the attainment of superior returns on investments.
Abstract: LEAN SIX SIGMA AS A SOURCE OF COMPETITIVE ADVANTAGE Alessandro Giorgio Cavallini School of Technology Master of Science Anecdotal data affirms that companies applying Lean Six Sigma in their operations not only deliver higher quality products and services, but also obtain superior financial results. The goal of this research was to empirically verify anecdotal data. The study proposed to analyze a group of publicly traded manufacturing companies with the intent of verifying if a correlation exists between companies being lean and the attainment of superior returns on investments. The researcher performed a series of statistical tests comparing key Financial Performance Indicators (FPI) extracted from annual reports (10-K) from a large pool of companies. The outcome of this study showed that superior financial rewards result from a systematic application of lean and quality tools. At the conclusion of this thesis we verified that companies having a business model that stimulates a high level of communication between them and their markets – because they are lean – obtained substantially higher financial advantages when compared to companies that still followed a more traditional mode of production. The results also revealed that lean companies obtained on average Return on Invested Capital (ROIC) 10% higher than mass producers. Therefore, companies wanting to strategically invest their capital should consider Lean Six Sigma as a source of competitive advantage. Another strategic insight derived from this study was the recognition of signs of a smart business. Potential investors should look for the presence of lean and quality improvement programs as one sign that capital is being wisely invested to generate value. Another sign is how well historically ROIC have performed against Weighted Average Cost of Capital (WACC). The research revealed that, on average, lean companies had ROIC of 16%. Assuming that the hurdle rate (WACC) for most companies is near 10%, having ROIC of 16% is an incentive to become lean, thus allowing such companies to create value for their shareholders. Finally, we learned that many factors affect ROIC, namely, brand equity, market positioning, patents, core competency, innovation, leadership, etc. However, the presence of a Lean Six Sigma program in a manufacturing business was a strong positive factor impacting ROIC.

6 citations

Book ChapterDOI
01 Jan 2009
TL;DR: In this paper, the integration of RIS-PACS into the imaging service at the INER in Mexico City had a strong impact in their previous workflow and a process analysis was developed considering patient satisfaction, strengthen system's use and elimination of waste.
Abstract: The integration of a RIS-PACS into the imaging service at the INER in Mexico City had a strong impact in their previous workflow. A process analysis was developed considering: patient’s satisfaction, strengthen system’s use and elimination of waste. The objective of this work was to determine an overall sigma level of an imaging department, presenting a strategy that considerates process analysis and workflow innovation through Lean Six Sigma Tools.

6 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20241
2023109
2022205
2021183
2020187
2019190