Topic
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.
Papers published on a yearly basis
Papers
More filters
16 Oct 2013
TL;DR: Cudney and Furterer as discussed by the authors used 5S and Visual Management to create a Clean and Manageable Work Environment, using Single-Minute Exchange of Dies and Total Productive Maintenance to Reduce Setup Time and Downtime.
Abstract: Overview and Introduction to Lean Instructional Strategies for Using This Book, Elizabeth A. Cudney, Sandra L. Furterer, and David M. Dietrich Lean Six Sigma Roadmap Overview, Sandra L. Furterer Lean Tools and Step-by-Step Implementation Value Stream Mapping, Elizabeth A. Cudney Using 5S and Visual Management to Create a Clean and Manageable Work Environment, Elizabeth A. Cudney Using Single-Minute Exchange of Dies and Total Productive Maintenance to Reduce Setup Time and Downtime, Elizabeth A. Cudney Flow, Pull, and Kanban, Elizabeth A. Cudney Mistake Proofing (aka Poka-Yoke): Preventing Defects by Monitoring Process Conditions and Correcting Errors at the Source, Elizabeth A. Cudney Standard Work: Documenting the Interaction between People and Their Environment, Elizabeth A. Cudney Systems Thinking and Theory of Constraints, Elizabeth A. Cudney, David M. Dietrich, and Sandra L. Furterer Hoshin Kanri, Elizabeth A. Cudney Manufacturing, Service, and Healthcare Case Studies Lean Restaurant, Corbin LeGrand, Neha Pawar, Snehal Digraskar, Sneha Mahajan, Sukhada Mishra, and Susan Polson| Achieving Flow in a Rapid Prototyping Laboratory, Shirish Sreedharan, Elizabeth A. Cudney, and Frank Liou Implementing Lean Manufacturing Techniques to Achieve Six Sigma, Elizabeth A. Cudney Pump Teardown Review Process Improvement, Shrey Arora and Rodney Ewing Improving Women's Healthcare Center Service Processes, Sandra L. Furterer Application of Lean Tools in a Medical Device Company, Kelly M. Davis, Elizabeth A. Cudney, and Scott E. Grasman Motor Grader Assembly Line Modification, Mujahid Abjul, Charlie Barclay, Nanday K. Dey, Amita Ghanekar, and Lynda Melgarejo Sunshine High School Discipline Process Improvement: A Lean Six Sigma Case Study, Marcela Bernardinez, Khalid Buradha, Kevin S. Cochie, Jose Saenz, and Sandra L. Furterer Financial Services Improvement in a City Government: A Lean Six Sigma Case Study, Sandra L. Furterer Application of Lean Tools in a Hospital Pharmacy, Seth Langston, Jason Park, and Raj Vemulapally Using Value Stream Mapping to Identify Performance Gaps for Hoshin Planning, Elizabeth A. Cudney Planning and Implementation Strategies for Lean Initiatives Planning and Executing a Kaizen Workshop, David M. Dietrich Prioritizing the Lean Initiatives, Sandra L. Furterer Emerging Technologies Influencing Lean, David M. Dietrich, Elizabeth A. Cudney, and Sandra L. Furterer Future and Challenges of Lean: Engagement and Success Factors, Elizabeth A. Cudney and Sandra L. Furterer Glossary Index
30 citations
TL;DR: In this paper, the TPM measure OEE is introduced as an indicator of plant effectiveness to be used in conjunction with the Six Sigma DMAIC improvement methodology to facilitate theory development through practical application, an Action Research methodology is adopted for the project.
Abstract: The TPM measure OEE is introduced as an indicator of plant effectiveness to be used in conjunction with the Six Sigma DMAIC improvement methodology. Facilitating theory development through practical application, an Action Research methodology is adopted for the project. Completory is the introduction of a triangulated project approach utilising both objective, quantitative methods for data analysis and problem solving as well as subjective, qualitative methods for dealing with the personnel elements of Six Sigma projects. Findings suggest the approach adopted was successful, achieving a near 50% improvement in the OEE over a 12-week period.
30 citations
TL;DR: In this paper, a systematic literature review identified 121 papers published between 2000 and 2017 from searches of over 1,400 peer-reviewed academic journals and also identified the application of Lean, Six Sigma and Lean Six Sigma across the public sector.
Abstract: The purpose of this paper is to provide a critical analysis of publications relating to the use of continuous improvement (CI) methodologies, such as Lean, Six Sigma and Lean Six Sigma over a 17-year period, to identify the themes and gaps, while informing the development of a future research agenda.,The systematic literature review identified 121 papers published between 2000 and 2017 from searches of over 1,400 peer-reviewed academic journals and also identified the application of Lean, Six Sigma and Lean Six Sigma across the public sector.,This research compares the scale and breadth of the public sector with the application of CI methodologies and finds that such application is unstructured and, in some areas, sporadic. The research identifies common themes and research gaps including areas such as lack of shared understanding of Lean, gaps in strategy development and leadership and an overfocus on tools alone.,The methodology is focussed on the journals rated in the ABS Journal Guide 2015, which allowed manual searches for accuracy and relevance to the area of investigation. It is recognised that this may exclude some articles which have been published in other journals but allowed for a structured and detailed investigation. The research identifies some very clear gaps which can inform future research agendas.,The paper details the implications and challenges to the public sector, generally, and to executive leadership, specifically, and, in particular, covers the common issues and concerns, which in turn will assist public sector organisations in implementing, reviewing or refreshing their CI initiatives.,No similar work has been conducted and while some individual areas such as health and education have been the subject of more focus, this research explores the public sector as a whole and considers the patterns of research in that context.
30 citations
TL;DR: Collative, family-centered rounding with elimination of the "prerounding" process, as well as standard work instructions and pacing the process to meet customer demand (takt time), were implemented and nonvalue-added time per patient was reduced.
Abstract: Background Recent focus on resident work hours has challenged residency programs to modify their curricula to meet established duty hour restrictions and fulfill their mission to develop the next generation of clinicians. Simultaneously, health care systems strive to deliver efficient, high-quality care to patients and families. The primary goal of this observational study was to use a data-driven approach to eliminate examples of waste and variation identified in resident rounding using Lean Six Sigma methodology. A secondary goal was to improve the efficiency of the rounding process, as measured by the reduction in nonvalue-added time. Methods We used the “DMAIC” methodology: define, measure, analyze, improve, and control. Pediatric and family medicine residents rotating on the pediatric hospitalist team participated in the observation phase. Residents, nurses, hospitalists, and parents of patients completed surveys to gauge their attitudes toward rounds. The Mann-Whitney test was used to test ...
30 citations
TL;DR: In this article, the authors proposed an assessment approach to evaluate the organizational capabilities to deploy a Lean Six Sigma (LSS) strategy, based on a comprehensive literature review, critical success factors required to deploy LSS were defined.
Abstract: The purpose of this paper is to propose an assessment approach to evaluate the organizational capabilities to deploy a Lean Six Sigma (LSS) strategy.,Based on a comprehensive literature review, critical success factors required to deploy LSS were defined. These key factors are evaluated by a questionnaire based on maturity grids and structured as a multi-criteria model to compute a potential LSS performance indicator. This approach is illustrated through two case studies.,To promote a successful implementation of LSS in SMEs, it is necessary to consider five main critical factors. The evaluation of these factors could be achieved thanks to a multi-criterion-based maturity indicator for the LSS implementation. The case studies show that this approach allows SMEs to understand their strengths and weaknesses and thus better prepare the implementation of LSS.,The proposed tool identifies characteristics of companies leading to successful LSS implementation; but is not yet able to provide a detailed strategy to improve them. The case studies were applied to manufacturing companies; therefore, there is no evidence of conclusions in the context of services.,The proposed methodology will help managers and practitioners to evaluate the readiness level of a company to implement LSS. Then, they could estimate the effort required to achieve the LSS deployment.,This paper proposes a new metric of the capacity to implement the LSS successfully in SMEs: the Lean Six Sigma Global Index. This indicator is based on a survey completed by managers and supported by observable phenomena to establish a tailored diagnosis before the LSS implementation.
30 citations