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.

Implementation of green, lean and six sigma operations for sustainable manufacturing. A review

Abstract: With ever increasing environmental concerns and global warming, green manufacturing has gained momentum to make the manufacturing processes sustainable and efficient. This review aims to analyse the models to integrate three different management systems that are green, six sigma and lean for the sustainability of various manufacturing processes. Research gaps for such integration are identified through a literature review of various studies. The importance of the concepts of eco-friendly and sustainability in business operations and practices is growing rapidly as a result of public pressure, government regulations and social responsibilities. The first step is the identification of sustainability assessment for the current industrial processes and then to make them eco-friendly and more efficient through different green, six sigma and lean tools available. The methodology presented in this review will not only help in sustainability but also is helpful in the integration of various models for the improvement of the processes. Green Lean Six Sigma (GLS) is an approach known to minimize emissions and carbon footprints while improving process efficiency. GLS includes green, six sigma and lean methodologies for high performance, sustainability, social development, economic progress and environmental protection. The successful integration of this GLS approach is dependent on different theoretical indicators and the model is developed based on DMAIC. Various tools, enablers and integration methods are employed for the GLS approach.

Uncovering Readiness Factors Influencing the Lean Six Sigma Pre-Implementation Phase in the Food Industry

Abstract: The aim of this study is to identify the readiness factors of Lean Six Sigma (LSS) for the food manufacturing industry. A multi-method qualitative approach was used. Semi-structured interviews were conducted with twelve quality practitioners and three case food companies to identify and explore the LSS readiness factors in the food manufacturing industry. Twenty-eight factors were identified and classified into six LSS readiness factors (RF) in the food manufacturing industry context, namely, management support and leadership, organisational culture readiness, process management, project management, employee involvement, and external relations. This study could benefit managers in the food business as a diagnostic tool to evaluate their readiness to implement LSS prior to investing in the programme. The proposed framework identifies LSS readiness dimensions and their attributes to enable food businesses to conduct readiness level self-assessments, thereby contributing to the successful implementation of LSS in the food manufacturing industry. The determined readiness factors will potentially enable an organisational transformation to be better understood, making the implementation of LSS practices in food businesses more successful and sustainable.

Lean six sigma and stroke in rural hospital – The case of Baruch Padeh Medical Center

Abstract: This case study aims to demonstrate the strengths of the Lean Six Sigma (LSS) methodology to improve the acute ischemic stroke (AIS) treatment rates and reduce process lead time at Baruch Padeh Medical Center (BPMC), a rural hospital in the Galilee region of Northern Israel. The LSS project redefined the BPMC stroke care pathway and increased its efficacy.The LSS methodology was implemented in September 2017 by integrating lean principles and the Six Sigma DMAIC (Define-Measure-Analyze-Improve-Control). Existing procedures, field observation, ad hoc measurement and in-depth interviews were utilized, and the GEMBA method was implemented to identify root cause and improve actions optimizing the stroke pathway.The presented case shows the usefulness of the LSS methodology in improving quality performance in a rural hospital. The intervention allowed the BPMC to improve the intravenous tissue plasminogen activator (IV-tPA) administration rate (+15.2%), reducing the process lead time. The lead time of door-to-computer tomography decreased from 52 to 26 min, and the door-to-needle time decreased from 94 to 75 min.The present case study shows the implementation of the LSS methodology aimed to improve the IV-tPA administration rate and reduce the stroke pathway lead time in a rural hospital. The case demonstrates the potential for the LSS methodology to support the AIS pathway optimization and represents a guide for healthcare organizations located in rural areas.

Investigation of effective factors in the cancellation of elective surgeries in Shahid Arefian Hospital, Urmia, Iran

Abstract: Background & Aims:The provision of healthcare services is one of the main and vital necessities of every society, the lack of which is considered as a weak point for governments and leads to extensive social discontent. Regarding the increasing treatment costs, it seems essential to find a way to decrease the patients' expenses. Materials & Methods: This practical study was conducted in the Shahid Arefian Hospital of Urmia city, Iran based on the five phases of Lean Six Sigma. Out of the factors affecting patients' cost reduction, the cancellation of elective surgeries was investigated by the implementation of brainstorming meetings. Results: According to the results, the principal factors of surgery cancellations increasing patients' costs were paraclinic, clinical, and system factors, as well as the factors related to the surgeon and patient. The implementation of Six Sigma phases revealed that the sigma of the present process was 3.1827 that is an undesirable value for a medical center since disorganization in this section is not compensable. Conclusion: In the brainstorming meetings held with the members involved in the project, the practical solutions of reducing the canceling factors were proposed and presented in two flowcharts. It is predicted that the implementation of the proposed solutions would upgrade the sigma of the process to 3.5.

A Process Analysis of an Implementation of Lean Six Sigma in a Manufacturing Medium-Sized Enterprise

Abstract: In the present paper we study the gradual adoption of Lean Six Sigma in a medium-sized Swedish manufacturing company. We identify converters moving the process forward or backward and inhibitors that cause the process to linger. We find that the activities that initially were moving the process forward were not enough to move the process beyond its current point. However, the increased knowledge of Lean Six Sigma in the organization now prevents the process from moving backwards. The paper contributes to the understanding of combining Lean and Six Sigma, improvement work in SMEs, and ex-post analyses of gradual adoptions of improvement work.