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.

Improving Diabetes Control Using Lean Six Sigma Quality Improvement in an Endocrine Clinic in a Large Accountable Care Organization.

Abstract: This article describes a quality improvement project to reduce the number of patients with diabetes who have poor glycemic control in a large tertiary care endocrinology clinic. The project used the Lean Six Sigma Define-Measure-Analyze-Improve-Control process improvement methodology to develop clinic workflow processes for obtaining A1C measurements in a timely manner to facilitate interventions to improve glycemic control. The percentage of patients with poorly controlled diabetes (A1C >9.0% or missing value in the past 12 months) significantly improved from 26.4% at baseline to 16% (P

THE INTEGRATION OF PROCESS MINING AND LEAN SIX SIGMA : With a case study on the improvement of an accounting reporting process

Abstract: Process mining is a technique that specifically aims at analyzing process data, which can substantially assist in business process management. On one hand, process mining is a relatively young disciplinary that not many enterprises practice it in real projects. Lean Six Sigma, on the other hand, is a methodology that is popular in improving process performance in various enterprises. However, the complication within the tools and techniques used in Lean Six Sigma greatly interferes with the efficiency and effectiveness of its practicality. Process mining, as an independent technique, is by nature a potential fit as the tools to support Lean Six Sigma. By integrating process mining and Lean Six Sigma, it provides a way to simplify the implementation of Lean Six Sigma project. As a result, enterprises would easily practice Lean Six Sigma in their process management project. Simplification is not the only advantage that process mining brings to the implementation. Process mining offers an automatic way to reorganize the large volume of process data, rendering it a clear structure for analysis. Defected processes can be more easily tracked than other process analysis techniques. This feature considerably enhances the efficiency. This thesis aims at prove the concept of integrating process mining in the Lean Six Sigma and ideally shows the superiority of the integrated methodology over the regular one. A step-by-step explanation upon how the integration is proceeded is provided and then it is followed by a business case that examines the validity of this integration.

Exploring critical success factors for the reintegration of Lean Six Sigma Black Belts into line function roles in the technology environment

Abstract: The success that Lean and Six Sigma deployment has brought to organisations such as General Electric, Toyota, Motorola and AlliedSignal has generated great interest in the business and process improvement circles in recent years. Organisations are training Black Belts with the intention to reintegrate them into line function roles. These Black Belts are expected to be change agents in their organisations to transform the business culture to one that embraces continuous improvement. However, certain success factors govern the reintegration of trained Black Belts. The goal of this study is to guide organisations that will be reintegrating Black Belts on which critical factors to prioritise for successful reintegration. The body of knowledge relating to these success factors was identified and evaluated. Analysis was conducted to rank the success factors in order of importance. It was found that the highest ranking factors were the importance of the credibility of Black Belts; the amount of time spent by Black Belts in training to build solid skills; and management training and buy in.

Improving the Bank Account Opening Process Using Lean Six Sigma Methodology at Palestine Islamic Bank- Case Study

Abstract: The purpose of this project is to improve the bank account opening process and save the time of opening a new bank account at Palestine Islamic Bank (PIB) by at least 20%, using Lean Six Sigma (LSS) methodology. To achieve this, the researcher used value tools of the LSS to gather data on the key measures for the account opening process in accordance with the DMAIC Methodology (Define, Measure, Analyze, Improve and Control), and the root causes for the extra-long time required to open a new bank account. The results showed that the implemented test at Al-Bireh branch has reduced the average time of opening a new bank account by 61.4%, i.e. from 38 minutes to 14.7 minutes, alongside reducing the customer’s waiting time at the Bank through eliminating some steps. In parallel, the researcher has developed a new standard for the bank account opening process with control charts to monitor the prospective key performance indicators. It is crucial to state that LSS methodology is a comprehensive framework, which includes specific improvement tools for achieving sustainable results in reducing the time rate in bank account opening process at PIB. In order to do so, it is recommended that the Bank should continue with the improvement actions, particularly by focusing on internal and external communication, practical trainings, periodic feedback and control activities.