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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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04 Aug 2016
TL;DR: In this article, the authors determine the companies performance for industries applied lean manufacturing and six sigma and find that companies implementing lean manufacturing have wealthy performance across financial performance, operational performance and innovation performance.
Abstract: The purpose of this article is to determine the companies performance for industries applied lean manufacturing and six sigma. Study results indicate that companies implementing lean manufacturing and six sigma have wealthy performance across financial performance, operational performance and innovation performance. It discovers various lean six sigma tools such as Kanban, TPM, 5S, VOC, Gemba etc, associated to improve financial or operational or innovation performance. Corporations get more advantage in using quality practices to improve quality, reduce cost, improve productivity and so on, compared to companies that have not implemented at all.

4 citations

Journal ArticleDOI
01 Apr 2020
TL;DR: In this article, the authors measured and assessed waste activities using the methods of Lean Six Sigma and Failure Mode and Effect Analysis (FMEA) to identify and measure the activity of waste that occurred, performance sigma value, and obtain solutions which do by the researcher in Consumer Packing Division PT Z.
Abstract: Reducing defects in the process of packaging wheat flour is important to be done continuously. This study aims to identify and measure the activity of waste that occurred, performance sigma value, and obtain solutions which do by the researcher in Consumer Packing Division PT Z. Waste is measured and assessed using the methods of Lean Six Sigma and Failure Mode and Effect Analysis (FMEA). Based on research, activity categorized waste activities include Defect, Waiting, Non-Utilizing People’s Talent, Transportation, and Motion. Measurement focused on the largest waste Defect is Broken Pack. The result showed the defect per million opportunities (DPMO) value 4089.2475 with level sigma 4.14 and capability process (Cp) 1.31. FMEA showed eight causes factors of the failure broken pack. Four failure mode of which exceeds the critical value that is less of a response operator (Risk Priority Number or RPN=150), lack of control of packaging (RPN=126), less-skilled workers (RPN = 120) and the inaccuracy of allocating the number of workers (RPN=105). Therefore, on the job training, proper allocation of workers during breaks, the packaging audit of the suppliers, and increase the number of workers needed to support the packaging efficiency of wheat flour.

4 citations

Journal ArticleDOI
TL;DR: The authors developed a lean six sigma (LSS) define-measure-analyze-improve-control (DMAIC) procedure to optimize the willingness to respond (WTR) of Louisiana-based law enforcement officials (LEO) to disasters.
Abstract: Purpose: The purpose of this case study is to develop a lean six sigma (LSS) define–measure–analyze–improve–control (DMAIC) procedure to optimize the willingness to respond (WTR) of Louisiana-based law enforcement officials (LEO) to disasters. Design/methodology/approach: Various LSS tools were used to implement DMAIC to clearly define the problem of WTR, measure the self-reported WTR through a survey, perform statistical analysis on the measured data to identify significant variables to WTR, brainstorm issues and improvements with stakeholders, develop mitigation strategies, implement a pilot solution survey and develop control measures. Findings: Louisiana LEO showed an average of 73.9% of WTR to all disasters. Seven significant variables influenced WTR, which are prior experience, transportation, duty to organization, risk to self, conflicting roles, training and incentive pay. The results from pilot solutions showed that utilizing incentive pay, adequate training and personal protective equipment (PPE) increased WTR from 0.5% up to 16%. Originality/value: This study developed and validated a unique procedure to improve LEO WTR to disasters, providing a set of DMAIC tools and concepts that can be used by other emergency response agencies. This research was performed during the COVID-19 pandemic and after Hurricane Laura impacted Louisiana. © 2021, Emerald Publishing Limited.

4 citations

Journal ArticleDOI
TL;DR: In this paper, the authors highlight emerging themes in CRE capabilities and organizational models and explain a Lean Six Sigma-based staffing optimization and integration methodology which ensures organizational design is aligned with enterprise requirements.
Abstract: Purpose – The purpose of this study/paper is to highlight emerging themes in CRE capabilities and organizational models. The authors explain a Lean Six Sigma-based staffing optimization and integration methodology which ensures organizational design is aligned with enterprise requirements. The ultimate objective is a CRE organizational model that sets resourcing requirements for years ahead while yielding innovative new savings. These priorities set an archetypical precedent for emerging organizational models. The emerging organizational blueprint demonstrates a clear move away from the traditional CRE model by optimizing functional service delivery toward a model that drives business integration, strategy development and creative solution deployment. Design/methodology/approach – Throughout numerous assessments of corporate CRE organizations in the past year, the authors have witnessed emerging themes in CRE priorities and the capabilities required for achieving those priorities. The authors have utilize...

4 citations

Proceedings ArticleDOI
01 Sep 2012
TL;DR: In this paper, the authors show that information transparency, the ability to see how a product is transformed in the supply chain, is a key element of TOC success in the United States Supply Services (USSS).
Abstract: U.S. Federal Government contracting has continually been assailed for waste and inefficiency. After a failed technological solution from Enterprise Resource Planning (ERP) procurement, and several insufficient operational solutions such as Lean Six Sigma to improve process efficiency, senior management at United States Supply Services1 (USSS) turned to the Theory of Constraints (TOC) after learning about its success in manufacturing. Over a two year period of 2008–2010, for the thirteen TOC implemented procurement divisions there was an average of a 46% improvement in contract award rates while in the three control divisions the improvement was only 8%. It was also found that information transparency, the ability to see how a product is transformed in the supply chain, is a key element of TOC success. This research adds to the TOC body of knowledge by showing its effectiveness in an administrative system in one of the largest Federal Government contracting organizations and the results can be generalizable to other public and private sectors.

4 citations


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