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High business competition demands business players to improve quality. The Six Sigma
with DMAIC phases is a strategy that has proven effective in improving product and service quality. This study aims to find the consistency of DMAIC phases implementation and analyze the objective value in Six Sigma research. By using a number of trusted article so...
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... number of articles have been obtained about the application of the Six Sigma method in the manufacturing industrial sector (Table 1). The DMAIC consistency of Six Sigma articles in manufacturing industry presented in Fig. 2. Based on the 50 journal articles of Six Sigma implementation in manufacturing industries, 72% of articles consistently implemented complete DMAIC phases, especially in case study research type. ...Similar publications
Complexity manifests itself in many ways when attempting to solve different problems, and different tools are needed to deal with the different dimensions underlying that complexity. Not all complexity is created equal. We find that most treatments of complexity in problem solving within both the statistical and quality literature focus narrowly on...
The company's commitment to implement Six Sigma has been said to fail, as a quality management strategies, as expected to lead to continuous improvement. This study has its objective to identify the use of Six Sigma as a tool to improve cost management strategies in the production of LED (light emitting diode) on PT TMJ. It uses a case study approa...
Propagation, development of technologies and increasing customer demands switch the approach of existing work in the industries. To overcome barricades, the six-sigma DMAIC (define, measure, analyse, improvement, control) approach is trendy along with being advantageous. This approach decreases the variation and set up the way for up gradation in t...
Citations
... DMAIC is a cycle of continuous improvement and promotion that combines project management, schedule management, and statistical analysis. Table 1 shows the processes, techniques, and technologies under the DMAIC process, which provides a solution to intricate and systematic issues [3]. Six Sigma management starts with D for Define, which stands for the definition of a problem and boundaries. ...
Water-efficient products, a key component of water-saving technology, are widely installed and utilized in all sectors of society. Due to China’s extensive and varied use of this product, advancements in effectiveness and quality will significantly enhance people’s standard of living. In recent years, manufacturers, corporate purchasers, and individual customers have given more attention to the quality of these items due to the spike in local market and export demands for water-efficient products in China. It has been a pressing problem to find a practical solution for increasing product quality in a reasonable and scientific manner. In order to build a DECIA quality improvement model for water-efficient product quality that is quantifiable and technically practical, this paper investigates how to improve the quality of smart water closets based on six-sigma management. Thus, the development of a water-efficient industry can be green and sustainable.
... Maka perhatian penuh kepada kualitas sangatlah penting agar pelanggan tidak beralih pada produk pesaing (I. Setiawan & Setiawan, 2020) (Purba & Fathani, 2018) (Trimarjoko et al., 2020). ...
Abstrak Perhatian penuh terhadap kualitas sangatlah penting, agar pelanggan tidak beralih pada produk pesaing. Hal ini selalu dijalankan oleh Industri PCaG yang bergerak dalam bidang penghasil sepatu. Jika perusahaan memproduksi produk dengan kualitas yang tidak bagus, maka akan berpengaruh buruk pada image perusahaan tersebut yang akan semakin turun. Oleh karena itu penting untuk melakukan pengendalian kualitas disetiap proses produksi. Penelitian ini bertujuan untuk memberikan strategi perbaikan guna meningkatkan kualitas produk sepatu di Industri PCaG. Metode yang digunakan adalah Define, Measure, Analyze, Improve dan Control (DMAIC). Hasil penelitian menunjukkan bahwa untuk meningkatkan kualitas produk diperlukan strategi perbaikan yaitu mengadakan training untuk peningkatan skill pekerja, meningkatkan pengawasan oleh leader team ke operator yang sedang bekerja, pengawasan setiap hari selama 5 minutes meeting untuk mereview kesalahan yang terjadi pada kondisi abnormal, menegaskan dan sosialiasasi ke operator agar selalu mengikuti SOP, meningkatkan perawatan berkala pada mesin agar performa mesin tetap maksimal dan melakukan pergantian part pada komponen mesin yang kurang maksimal. Abstract Full attention to quality is very important, so that customers do not switch to competing products. This is always carried out by the PCaG Industry, which is engaged in the production of shoes. If the company produces products with poor quality, it will have a bad effect on the company's image which will decrease. Therefore it is important to carry out quality control in every production process. This study aims to provide improvement strategies to improve the quality of shoe products in the PCaG Industry. The method used is Define, Measure, Analyze, Improve and Control (DMAIC). The results showed that to improve product quality an improvement strategy was needed, namely conducting training to increase worker skills, increasing supervision by team leaders to operators who were working, daily supervision for 5 minutes meeting to review errors that occurred in abnormal conditions, confirming and socializing to the public. operators to always follow SOPs, improve periodic maintenance on machines so that engine performance remains optimal and make part changes on machine components that are less than optimal.
... Maka perhatian penuh kepada kualitas sangatlah penting agar pelanggan tidak beralih pada produk pesaing (I. Setiawan & Setiawan, 2020) (Purba & Fathani, 2018) (Trimarjoko et al., 2020). ...
Abstrak Perhatian penuh terhadap kualitas sangatlah penting, agar pelanggan tidak beralih pada produk pesaing. Hal ini selalu dijalankan oleh Industri PCaG yang bergerak dalam bidang penghasil sepatu. Jika perusahaan memproduksi produk dengan kualitas yang tidak bagus, maka akan berpengaruh buruk pada image perusahaan tersebut yang akan semakin turun. Oleh karena itu penting untuk melakukan pengendalian kualitas disetiap proses produksi. Penelitian ini bertujuan untuk memberikan strategi perbaikan guna meningkatkan kualitas produk sepatu di Industri PCaG. Metode yang digunakan adalah Define, Measure, Analyze, Improve dan Control (DMAIC). Hasil penelitian menunjukkan bahwa untuk meningkatkan kualitas produk diperlukan strategi perbaikan yaitu mengadakan training untuk peningkatan skill pekerja, meningkatkan pengawasan oleh leader team ke operator yang sedang bekerja, pengawasan setiap hari selama 5 minutes meeting untuk mereview kesalahan yang terjadi pada kondisi abnormal, menegaskan dan sosialiasasi ke operator agar selalu mengikuti SOP, meningkatkan perawatan berkala pada mesin agar performa mesin tetap maksimal dan melakukan pergantian part pada komponen mesin yang kurang maksimal. Abstract Full attention to quality is very important, so that customers do not switch to competing products. This is always carried out by the PCaG Industry, which is engaged in the production of shoes. If the company produces products with poor quality, it will have a bad effect on the company's image which will decrease. Therefore it is important to carry out quality control in every production process. This study aims to provide improvement strategies to improve the quality of shoe products in the PCaG Industry. The method used is Define, Measure, Analyze, Improve and Control (DMAIC). The results showed that to improve product quality an improvement strategy was needed, namely conducting training to increase worker skills, increasing supervision by team leaders to operators who were working, daily supervision for 5 minutes meeting to review errors that occurred in abnormal conditions, confirming and socializing to the public. operators to always follow SOPs, improve periodic maintenance on machines so that engine performance remains optimal and make part changes on machine components that are less than optimal.
... The term Sigma in statistics is used for featuring the distribution around the mean of a process, measures the variation and signifies the performance of the process. Analogously, Six sigma methodology equipped with DMAIC roadmap is being adopted by the manufacturing and service sectors in order to enhance the process quality paradigm and in turn to reduce the defects [6], [7]. By realizing the potential improvement of existing process capability, six sigma is implemented. ...
... By realizing the potential improvement of existing process capability, six sigma is implemented. Moreover, in manufacturing space, the process optimization includes controlling variation and defective products [6]- [8]. However, in the service sector, the employability of six sigma is focused to reduce human error, updating existing methodology and activities, minimizing system error, etc. Six sigma has been successfully implemented in various service domains; e.g. ...
Call set up success rate (CSSR) in a mobile network is an important quality parameter, which directly influences overall key performance indicators (KPIs) of the network service providers. Network KPIs especially the CSSR is the fraction of the attempts to make a call that result in a successful connection to the dialled number. Nevertheless, all call attempts do not end with a connection to the dialled number. In this research, six sigma methodology is applied to improve the call quality of a legacy mobile network and subsequently to boost comprehensive CSSR of a telecom service provider. This research elucidates an empirical study of improving overall CSSR by employing DMAIC methodology consisting of five stages, e.g. Define, Measure, Analysis, Improve and Control. In addition, analytic hierarchy process (AHP) technique is used for determining the vital causes out of all the identified network parameters affecting overall CSSR. Furthermore, the identified vital parameters are being upgraded in order to improve the overall CSSR and finally the system achieved a higher CSSR.
... In today's competitive world, which is rapidly and profoundly changing, and where innovation and creativity are crucial matters, organisations are becoming increasingly aware that their physical and financial assets are not capable of generating competitive advantage in time, thus understanding that only their intangible assets can provide value to their products and services (Lopes-Costa and Munoz-Canavate 2015;Trimarjoko et al. 2021). Consequently, the knowledge basis of any organisation becomes an asset of rising importance, although their leaders still have to face the difficulties related to its acknowledgement (Cooper 2006). ...
The present study aims to investigate how commercialisation and knowledge transfer between the SMEs of the tourism sector and the higher education institutions (HEIs) are made, as well as to find out whether the SMEs of the tourism sector are part of tourism networks, and what their motivations are. We used a qualitative methodology, applying the triangulation method to eight SMEs and one HEI. The results indicate that the commercialisation and knowledge transfer between the SMEs and the HEIs are not effective. SMEs are part of regional networks of business innovation; however, they do not participate in R&D activities with HEIs. Some suggestions were made to SMEs, HEIs, and regional governments to speed up commercialisation and knowledge transfer in the tourism sector. We adapted the Triple Helix Model to the tourism sector, thus creating the “Triple Helix in the Tourism Context”. Only a few studies have researched knowledge commercialisation in the tourism sector, a gap that this article aims to compensate.
... In today's competitive world, which is rapidly and profoundly changing, and where innovation and creativity are crucial matters, organisations are becoming increasingly aware that their physical and financial assets are not capable of generating competitive advantage in time, thus understanding that only their intangible assets can provide value to their products and services (Lopes-Costa and Munoz-Canavate 2015;Trimarjoko et al. 2021). Consequently, the knowledge basis of any organisation becomes an asset of rising importance, although their leaders still have to face the difficulties related to its acknowledgement (Cooper 2006). ...
This chapter analyzes the dynamics underlying the mechanisms of transfer of knowledge and technology between academia and the tourism industry. Two interviews and research were applied to managers of SMEs. SMEs consider highly educated employees central to the knowledge transfer process, but do not give any incentive to their employees to graduate. It is not always possible to recruit young talents from higher education, as they prefer to go to work for large metropolises. The main barriers for collaboration in R&D academia-industry in the tourism sector are the cost, lack of interest on the part of higher education institutions, and the bureaucratic and time-consuming process. Regarding networking, SMEs agree that they create value, but also consider incorporating a regional innovation ecosystem. SMEs should use a competitive differentiation strategy.
The competition in the automotive industry is increasingly challenging, where the company's task of ensuring customers are satisfied with the products we produce is the main factor in winning them. That is the value of the manufacturing industry tontinuously improve quality. Another case is experienced by the fuel tank manufacturing industry, where the products produced are still rejected. This study aims to reduce the reject rate and determine the priority of problems in the fuel tank production process. This study uses the six sigma method based on a simple problem solving methodology consisting of Define, Measure, Analyze, Improve and Control. This method combines various statistical tools and other process improvement approaches. The results of this study show that the company's Sigma level in February carried out in the welding & press section obtained a sigma value of 4.0 and process capability of 1.34. This means that the quality control process that has been carried out has not been going well because the product is efective and still needs to be improved. Finally, this paper provides some recommendations for improving process capability
