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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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Journal ArticleDOI
TL;DR: Visual Management-5S application will create a workplace suited for operation visual control and answers management's quest for a leaner operation and higher efficiency.
Abstract: There are complex challenges in healthcare in the US the past several years, including laboratory industry. Visual Management-5S application will create a workplace suited for operation visual control and answers management's quest for a leaner operation and higher efficiency. The business approach utilizes 5 S Sort, Straighten, Shine, Standardize and Sustain- to make the normal and abnormal conditions and …

1 citations

DOI
04 Jul 2007
TL;DR: In this paper, a new system was proposed using Lean Six Sigma philosophy to improve the book processing time, eliminate non value added activities, reduce defects, and decrease the total distance taken by books when being processed.
Abstract: The responsibility of Acquisition and Processing Unit in Petra Christian University Library is to handle books purchasing, processing the books, then hand them over to the circulation unit. To improve the unit performance, a new system was proposed using Lean Six Sigma philosophy. We employ the common tools of Six Sigma i.e. DMAIC (Define, Measure, Analyze, Improve, and Control). The results are a new procedure, a better software design, and a better workplace lay out. We believe that the results could reduce the book processing time, eliminate non value added activities, reduce defects, and decrease the total distance taken by books when being processed. Abstract in Bahasa Indonesia : Tanggung jawab divisi Pengadaan dan Pengolahan Perpustakaan U.K. Petra adalah menangani pembelian buku, memprosesnya lalu menyerahkan ke bagian sirkulasi. Untuk meningkatkan performa divisi ini, maka dilakukan perbaikan sistem dengan menggunakan metode Lean Six Sigma dengan salah satu tool yaitu DMAIC (Define, Measure, Analyze, Improve dan Control). Hasil akhir dari metode tersebut adalah prosedur baru, desain software baru, dan tata letak baru yang jika diimplementasikan dapat mengurangi waktu pemrosesan buku, non value added activity, jumlah kecacatan buku, dan jarak total yang ditempuh buku selama pemrosesan. Kata kunci: Lean Six Sigma, Perpustakaan U.K. Petra, Perbaikan Sistem

1 citations

Book ChapterDOI
08 Jul 2013
TL;DR: In this paper, the authors present the case of a pharmaceutical company in which the quality assurance and the management teams set an objective of reducing their distribution costs to less than 0.16 Euros per unit.
Abstract: Distribution is an important activity in the integrated supply-chain management for pharmaceutical products, especially when these goods have to travel long distances from manufacturing facilities to the consumer markets. This paper presents the case of a pharmaceutical company in which the quality assurance and the management teams set an objective of reducing their distribution costs to less than 0.16 Euros per unit. The quality assurance (QA) team has decided to optimize sample shipments as a high priority in order to reduce costs. The methodology used in this study was supported through a series of experiments using a Lean Six Sigma approach that implemented the Define Measure Analyze Improve Control (DMAIC) phases. The QA team analyzed the previous state of sample shipments and then suggested improvements based on an optimized process. The results showed a set of non-value added activities specifically in transportation, motion, waiting, defects, and the sub-utilization of people. Based on Lean tools, the improvements achieved a 26 % reduction in the cycle time spent and no complaints from customers have been reported since implementation of the new process. In addition, a control plan was also developed to track shipments and maintain open and close communication with the customer. Finally, the resulting processes that have been implementation have a significant impact on reducing distribution costs.

1 citations

Journal ArticleDOI
TL;DR: The HyDAPI framework is a flexible and adaptable approach for quality management practitioners to implement digitalisation as discussed by the authors . But it is not suitable for all techniques from Lean Six Sigma.
Abstract: Purpose Quality management practitioners have yet to cease the potential of digitalisation. Furthermore, there is a lack of tools such as frameworks guiding practitioners in the digital transformation of their organisations. The purpose of this study is to provide a framework to guide quality practitioners with the implementation of digitalisation in their existing practices. Design/methodology/approach A review of literature assessed how quality management and digitalisation have been integrated. Findings from the literature review highlighted the success of the integration of Lean manufacturing with digitalisation. A comprehensive list of Lean Six Sigma tools were then reviewed in terms of their effectiveness and relevance for the hybrid digitisation approach to process improvement (HyDAPI) framework. Findings The implementation of the proposed HyDAPI framework in an industrial case study led to increased efficiency, reduction of waste, standardised work, mistake proofing and the ability to root cause non-conformance products. Research limitations/implications The activities and tools in the HyDAPI framework are not inclusive of all techniques from Lean Six Sigma. Practical implications The HyDAPI framework is a flexible guide for quality practitioners to digitalise key information from manufacturing processes. The framework allows organisations to select the appropriate tools as needed. This is required because of the varying and complex nature of organisation processes and the challenge of adapting to the continually evolving Industry 4.0. Originality/value This research proposes the HyDAPI framework as a flexible and adaptable approach for quality management practitioners to implement digitalisation. This was developed because of the gap in research regarding the lack of procedures guiding organisations in their digital transition to Industry 4.0.

1 citations


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