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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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28 Jan 2010
TL;DR: In this paper, the authors present an overview of the Lean Six Sigma approach to reducing costs in non-manufacturing processes, focusing on value, speed, agility, and competitive advantage.
Abstract: Foreword. Preface. Acknowledgments. Chapter 1 Why Use Lean Six Sigma to Reduce Cost? Transactional Example: Lean Six Sigma Transforming OurGovernment. The Alloy of High Performance: Why Choose Lean Six Sigma toReduce Cost? Lean Six Sigma versus Traditional Cost-CuttingTactics. Emerging Stronger Than Ever. Spotlight #1. How to Use This Book. Overview of Part I: Process Cost Reduction a Focus on theTools of Waste Elimination. Overview of Part II: Enterprise Cost Reduction a Focus onValue, Speed, Agility and Competitive Advantage. Overview of Part III: Accelerating DeploymentReturns Getting More, Faster, from a Lean Six SigmaDeployment. Part I Process Cost Reduction: A Focus on WasteElimination. Introduction to Part 1. Chapter 2 Find Cost Reduction Opportunities in Waste. The Seven Common Faces of Waste: TIMWOOD. Using the Full LSS Toolkit to Drive Cost Reduction. Spotlight #2. Special Tips for Nonmanufacturing Processes. Key Success Factors in Reducing Costs in Services andRetail. Spotlight #3. Design a Successful Lean Six Sigma Project or Pilot. Which Methodology Is Right for Your Project? Identifying the Players and Their Roles. Chapter 3 Use the Voice of the Customer to IdentifyCost-Cutting Opportunities. Customer Types and Their Needs. Collecting Data on Customer Needs. Getting Specific about Customer Needs. Avoiding Misinterpretations. Conclusion. Chapter 4 Make Processes Transparent to Expose Waste. How to Define the Boundaries through SIPOC Diagrams. Using Value Stream Maps to Achieve Transparency. Conclusion. Chapter 5 Measure Process Efficiency: Finding the Levers ofWaste Reduction. Process Cycle Efficiency (PCE): The Key Metric of ProcessTime and Process Cost. Little s Law: Understanding the Levers for ImprovingProcess Speed. The WIP Cap Method: How Limiting WIP Can Increase ProcessSpeed and Reduce Costs. Using PCE and Little s Law to Drive CostReduction. Chapter 6 Improve Your Analysis Skills: How UnderstandingVariation, Root Causes, and Factor Relationships Can Help You CutCosts While Improving Quality. Analysis Skill #1: Learning to Read Variation. Analysis Skill #2: Digging Out Root Causes. Analysis Skill #3: Establishing relationships betweenfactors. Conclusion. Chapter 7 Make Rapid Improvements through Kaizens. Quick Overview: The Kaizen Approach. When Should You Use Kaizens in Cost ReductionProjects. Seven Keys to Kaizen Success. Conclusion. Part II Raising the Stakes: Reducing Costs at an EnterpriseLevel. Chapter 8 Think Transformation, Not Just Improvement. Attain a Proper Understanding of the Extent of theOpportunity. Consciously Choose a Path to Capture the Opportunity. Plan for a Transformation Journey. Leadership Challenges in Leading a Transformation. Conclusion. Spotlight #4. Transformation at Owens-Illinois. Chapter 9 Unlock the Secrets to Speed andFlexibility. Alignment and Analytics. A Model of Speed and Agility. Economic Order Quantity (EOQ) The First 100Years. Augmenting EOQ with Lean Analytics. The Equations in Action. Conclusion. Chapter 10 Reduce the Cost of Complexity. The Hidden Cost of Added Offerings on Processes. Assessing Complexity in Your Business: A HolisticView. Highlights of the Complexity Analysis Process. Complexity Reduction as the Gateway toTransformation. Conclusion. Chapter 11 Look Outside Your Four Walls to Lower CostsInside. What Is an Extended Enterprise? Working on the Supplier End of the ExtendedEnterprise. What to Do When You re the Supplier: Extending YourEnterprise Downstream. Conclusion. Part III Speeding Up Deployment Returns: Strategies forGetting More, Faster, from a Lean Six Sigma Deployment. Chapter 12 Create a Pipeline of Cost Improvement Projects:The Secret to Protecting the Heart of Your Business. Developing Rigor in Project Identification andSelection. From First-Time to All the Time: Shifting from a One-TimeEvent to an Ongoing System of Pipeline Management. Conclusion: Maintaining a Dynamic Pipeline. Spotlight #5. Link Projects to Value Drivers. Option 1: Value Driver Trees. Option 2: Financial Analysis Decision Tree. Option 3: Economic Profit. Option 4: EP Sensitivity Analyses. Value Driver Example. Chapter 13 Smooth the Path through Change. Change Readiness Assessments. Leading versus Managing the Change. Upgrading Your Communication Plan. Process Ownership and Cost Accountability. Conclusion: Restoring Faith, Hope, and Belief. Chapter 14 Establishing a Center of Excellence. What Is a CoE and What Does It Do? Focus #1: Performance Management. Focus #2: Replication: Copy and Paste Your CostSavings. How Can a CoE Fit into an Organization? Weaving the CoE into Strategic Planning. Conclusion. Chapter 15 Gaining New Perspectives on Deployment Cost andSpeed Opportunities. Looking for Focus and Flexibility in Deployment. Focusing Deployments on Business Issues. Flexibility in Building Skills. Conclusion. Chapter 16 Reenergizing a Legacy Program. Why Deployments Lose Steam. Building a Steam Engine: Performance Management. Process Ownership: The Partner of PerformanceManagement. How to Reenergize a Deployment. Conclusion. Index.

44 citations

Journal ArticleDOI
TL;DR: A systematic literature review of 190 articles containing the word Lean Six Sigma in their title, which are published in a well-known database, such as Elsevier ScienceDirect, Taylor and Francis, Emerald Full Text, Springer Link, Wiley InterScience and Inderscience from January 2000 to September 2016, reveals 15 significant dimensions to identify the state of LSS research.
Abstract: The purpose of this paper is to examine and introduce comprehensive insights into the field of Lean Six Sigma (LSS) by reviewing the existing literature and identifying the research gap. The state of LSS research is assessed by critically examining the field, along with a number of dimensions, including time horizon, year, journal and publisher, university, country, author, geographic analysis, research design, research affairs, research methods, tools/techniques used, focus industries, major research area, benefits gained by LSS, critical success factors and barriers of LSS implementation.,This paper is based on a systematic literature review of 190 articles containing the word LSS in their title, which are published in a well-known database, such as Elsevier ScienceDirect, Taylor and Francis, Emerald Full Text, Springer Link, Wiley InterScience and Inderscience from January 2000 to September 2016.,This analysis reveals 15 significant dimensions to identify the state of LSS research. Authors find a noticeable rise in the attention of LSS research in the available literature. Major findings show that, the empirical research holds greater credibility. Statistics prove that the case study method scores the highest among all the research methods used in the discipline. The largest number of studies have investigated research issues related to implementation and process of LSS. The LSS uses a wide range of tools/techniques/methodologies: the choice of tools is situation-specific. Manufacturing and health-care sectors have been the focus of LSS research, but LSS has also been adopted by other types of industries. The organizations following LSS have improved bottom-line results, improved company profitability and growth and enhanced customer satisfaction. In general the research is more interpretive in nature; there is still a lack of standard in the LSS implementation framework.,This study is limited to reviewing those articles which contain the word LSS appeared in the title.,This study will help understand the current state of research on LSS, various trends in the field, its applicability and future prospects of investigation in the field.

44 citations

Journal ArticleDOI
TL;DR: In this paper, the authors developed a model that incorporated lean six sigma (LSS) implementation, strategic control system (SCS) and organizational performance (OP) in Malaysian automotive suppliers.
Abstract: Purpose The aim of this paper is to develop a model that incorporate lean six sigma (LSS) implementation, strategic control system (SCS) and organizational performance (OP) in Malaysian automotive suppliers. Design/methodology/approach A survey through questionnaire was conducted to determine the level of LSS implementation, SCS and OP measurement. In all, 252 sets of questionnaire were successfully collected that brought to 64.3 per cent response rate. Structural equation modeling (SEM) technique was adopted to analyze the data gathered from the survey. Exploratory factor analysis, reliability analysis and confirmatory factor analysis for testing the construct validity, test for reliability and model measurement were carried out. Findings This study has provided a comprehensive measurement instrument to implement the LSS practices, SCS and OP for Malaysian automotive suppliers. As a result, seven LSS constructs, four for SCS and four measures for OP have been identified. This research model is a mediator model in which it investigates whether the presence of SCS mediates the relationship between LSS and OP. The analysis result through the SEM method showed that SCS does not affect the relationship between LSS and OP. However, SCS is improving OP when coupled with LSS. Research limitations/implications This study has only focused on the structured relationship between LSS Construct, SCS and OP measures. It is possible for other factors in the LSS practices to be studied in future experiments such as total productive maintenance, culture change, role structure and project management skills. Originality/value Future researchers could apply the LSS, SCS and OP measurement as a benchmark for use and can be replicated in other industry or country in the world with minor modifications on the critical factors necessary to suit the goals of the organization, culture and business environment. It could also be used as a business excellence and supplier selection tool for practitioners and researchers.

44 citations

Journal ArticleDOI
TL;DR: In this article, the authors present a framework for integrating Lean Six Sigma DMAIC methodology and belt based training infrastructure with ISO 9001:2008 standard based Quality Management System, called L6QMS 2008.
Abstract: Purpose – The purpose of this paper is to present a framework for integrating Lean Six Sigma DMAIC methodology and belt based training infrastructure with ISO 9001:2008 standard based Quality Management SystemDesign/methodology/approach – A new model called L6QMS 2008 has been developed from the process based quality management system model of ISO 9001:2008 standard based Quality Management System This model integrates the Lean Six Sigma requirements as appended additional sub‐clauses in the ISO 9001:2008 standardFindings – L6QMS 2008 aids an organization in implementing a Lean Six Sigma programme with minimum effort and expenditurePractical implications – Results of case studies illustrating the implementation of this integrated approach are presented in this research paperOriginality/value – This paper presents a unique approach of integrating the three main management models, namely Lean, Six Sigma and ISO 9001:2008 standard based Quality Management System, as a single framework benefiting contemp

44 citations

Journal ArticleDOI
TL;DR: It was found that non-value-added general improvement review form (GIRF) process steps involving revisions and rework for the design and construction result in time delays, cost increases and quality deficiencies and render cost estimates unreliable.
Abstract: Purpose – The purpose of this paper is to present a case study on the use of Lean Six Sigma principles and tools to study the improvement in design and construction services at a university. The quality of facilities services at universities has been criticized by users calling for improvement. Design/methodology/approach – Quality of facilities services at universities has been criticized by users calling for improvement. The purpose of this paper is to present a case study on using Lean Six Sigma principles and tools to study improving design and construction services at a university. Findings – It was found that non-value-added general improvement review form (GIRF) process steps involving revisions and rework for the design and construction result in time delays, cost increases and quality deficiencies and render cost estimates unreliable; these are unnecessary and should be minimized or eliminated. It was additionally noted that administrative reviews and approvals embedded in GIRF processes slow dow...

44 citations


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