Article

How To Compare Six Sigma, Lean and the Theory of Constraints A framework for choosing what's best for your organization

Authors:
To read the full-text of this research, you can request a copy directly from the author.

No full-text available

Request Full-text Paper PDF

To read the full-text of this research,
you can request a copy directly from the author.

... [1][2][3][4][5][6][7] Although there are differences between Lean and Six Sigma, at their core they are both customer-centered, quality methodologies designed to improve process efficiency and product quality through waste elimination, creating standardized work and reducing variation. 8 Six Sigma is a rigorous problem-focused process improvement method that focuses on defect removal, variation reduction, and customer satisfaction that relies heavily on statistical analysis. It includes 5 steps: define, measure, analyze, improvement, and control. ...
... It includes 5 steps: define, measure, analyze, improvement, and control. 7,8 Six Sigma assumes through variation reduction, defect removal, and meeting customer specifications, the per-formance of the organization can be improved and also meet the requirements of the customer. 8 Lean is more process-focused. ...
... 7,8 Six Sigma assumes through variation reduction, defect removal, and meeting customer specifications, the per-formance of the organization can be improved and also meet the requirements of the customer. 8 Lean is more process-focused. It places emphasis on creating flow by removing waste and getting the steps of any given process in the right sequence. ...
Article
Full-text available
Data suggest that delays in discharges from inpatient units affect hospital throughput and contribute to emergency department crowding. Lean/Six Sigma (LSS) has been shown to improve inefficiencies in other industries. There are no published data on what impact LSS can have on advancing and sustaining earlier patient discharges. Determine the impact LSS has on advancing times of placement of discharge order and patient discharge compared to control. Secondary outcomes were length of stay (LOS) and readmission rates. Prospective quality study with concurrent controls. Academic medical center. Hospitalized pediatric patients compared to remainder of the children's hospital services. Staff reallocation, creation of standard workflow, multidisciplinary predischarge planning, and creation of a discharge checklist. Median time of discharge order entry and median time of actual patient discharge, proportion of patients discharged before noon and 2 pm, and LOS and readmission rates. The median time of order entry was 10:45 compared to 14:05, and the median time of discharge was 14:15 compared to 15:48. The LOS and the readmission rates remained the same in both cohorts. The control group had faster baseline discharge order entry and patient discharge, but discharge performance did not improve, despite a significantly lower average daily census. We determined that Lean approaches can have an immediate and sustained impact on advancing patient discharges, with no negative affect on LOS or readmission rates. Our intervention generated consistent results independent of personnel during the busiest months of the year at a tertiary care children's hospital. Journal of Hospital Medicine 2014; © 2014 Society of Hospital Medicine. © 2014 Society of Hospital Medicine.
... It offers shorter cycle time and lead time, lower work in process (WIP) and costs, higher quality and revenue, increased production and profit, and better customer services" (Kumar et al. 2018(Kumar et al. , p.2688. Previous studies have proved that lean works well as it helps in saving costs and meeting quality management standards (Chugani et al. 2017) There are five fundamental principles of lean thinking echoed by Schuh et al. (2016) and Nave (2002): ...
... These results provide a contextual contribution to the theory of lean thinking as it has provided positive results in non-profit organisations. For lean thinking to be successful, it requires strong management commitment, teamwork, and integration with other organisations and authorities (Jones and Wilkie 2016;Nave 2002;Nguyen 2015;Pearce et al. 2018). This has been found to be valid in the non-profit sector as all the internal and external determinants tested positively and were statistically valid. ...
Article
Disaster response by philanthropy has faced numerous challenges flagged in the literature, including duplication of efforts, inefficiencies, waste, and inadequate goal achievements. However, there is little literature on how to organise philanthropic acts in the face of disasters. This paper assesses the influence of lean thinking in improving disaster response processes and sustainability. The paper further proposes a framework for applying lean thinking by philanthropic organisations. A mixed research methods strategy was employed with 212 staff surveys in Southern Africa. Twenty‐three in‐depth key informant interviews were also conducted. The results revealed that lean thinking succeeds with philanthropic organisations if a high level of management commitment, teamwork, and adaptability to change the organisation's setup exists. A framework is presented through Structural Equation Modelling (SEM), tailor‐made for philanthropic organisations in Southern Africa. External and internal determinants were found to equally contribute to lean thinking's success in reducing waste and increasing value. Despite being limited to developing economies, this paper extends prior research on the lean application and integrates lean thinking in a philanthropic setting. Findings drawn from diverse countries imply that results may be reasonably generalised.
... Later on, the economy's evolution added a new type of waste (visible in most enterprises, no matter the industry field)human waste (for example, decisions are taking by the manager, without taking into consideration employees' opinions). Furthermore, in order to better express the differences and similarities between Lean and Six Sigma, Nave (2002) proposed the following Source: Nave (2002) ...
... Later on, the economy's evolution added a new type of waste (visible in most enterprises, no matter the industry field)human waste (for example, decisions are taking by the manager, without taking into consideration employees' opinions). Furthermore, in order to better express the differences and similarities between Lean and Six Sigma, Nave (2002) proposed the following Source: Nave (2002) ...
Conference Paper
Full-text available
Product quality is essential for textile and garment companies, and product diversity is also a critical concern. The variations in the garments ' production process are unacceptable, contributing to the appearance of defects, higher production costs, lower profit, and unsatisfied customers, respectively. Improving the level of quality for textile and clothing products is steadily increasing at global level. Due to the strength and competition of today's business climate, many major garment companies have been looking for ways to increase product quality. Lean Six Sigma approach can be applied by clothing companies to improve the quality of goods and operations, including production, reducing the number of mistakes and developing new products. Aiming to provide pertinent improvement proposals for the production process of a typical Romanian garment company, a research was conducted by applying the DMAIC process. Subsequent to the analysis of the company history, an evaluation of the production process was carried out and the causes that cause dysfunctionalities in the production cycle were identified. Finally, a series of improvements were proposed that would lead to the improvement of the activity in the company and generate a revival of this sector of activity.
... During the mid-1990s, a new movement gained importance as a reaction to BPR: BPI which advocated incremental improvements for end-to-end business processes Harrington and Harrington 1995;Harrington et al. 1997). This movement conforms to the mainstream in quality thinking and to three currently wide-spread process improvement programs (Nave 2002): theory of constraints (ToC), Lean, and Six Sigma (6r). Although BPR quickly lost its credibility (Carr 2003;Chang 2006), BPR and BPI still co-exist. ...
... However, if using Lean Six Sigma, then there is the potential for innovational-achievement and value-added outcomes, and it is one effective method for consistently improving cost, speed and quality. For example, Table I illustrates the application guidelines and theories behind Lean and Six Sigma (Nave, 2002). ...
Article
Full-text available
Purpose The purpose of this study is to investigate awareness and opportunities for Lean Six Sigma in public sector municipalities striving to become more efficient and effective in the quality and delivery of services and goods leading to increased citizen satisfaction and budget savings. Design/methodology/approach Lean Six Sigma is a quality improvement methodology widely implemented in the for-profit sectors and, now, is expanding into the public sector. This study includes a literature review on Lean Six Sigma, supported by results from interviews with public sector officials, and includes recommendations for how public sector entities can utilize Lean Six Sigma. Findings Based on results from interviews with a sample of public sector officials, this study uncovered that overall there exists a keen interest in Lean Six Sigma and how it can be applied to streamline and improve organizational processes, produce cost-savings, improve organizational culture and improve the quality of goods and services. This study also discovers that there are plenty of opportunities for Lean Six Sigma in the public sector and municipalities can, in fact, incorporate its philosophy and methodology to streamline and improve organizational processes, produce cost-savings, improve organizational culture and improve the quality of goods and services. Originality/value Abundant literature exists on Lean Six Sigma and the private sector. This study includes a review of the literature supported by interview results of public sector officials and suggests techniques for how public sector municipalities can utilize the Lean Six Sigma methodology. In a twenty-first-century economy, public sector officials are looking for ways to maximize their tax dollars while increasing the quality of their goods and services; Lean Six Sigma is a framework that can make these objectives become a reality.
... Many firms are very familiar with base theories of 'Lean Management', 'Six Sigma' and 'Theory of Constrains' in strategic cost management and control which address improvements in incremental steps. Nove (2002) articulates many process improvement methodologies appear to conflict with each other or at least diminish the contribution of other methodologies. The three improvement processes and theories share some commonality and criticism of processes and models. ...
Presentation
Full-text available
The resilience of continuous cost reduction in adaptive and responsive supply chain
... Lean manufacturing is a system that creates maximum outputs with minimum input possible as presented by (James P W omack, Jones, & Roos, 1990). According to Naves (2002) , this approach showed to be more suitable and appropriate for this study since its implementation is driving right at the bottom of the organizational pyramid, where most of the employees can be involved in the process. ...
Article
How Micro and Small Enterprises (MSEs) of the bakery industry in Brazil can become more competitive by adapting the Lean thinking is one of the core concerning problems that has been considered in this research. At first, 9 bakeries were analyzed. Then, one of them was chosen to experience the Lean transformation. The results showed that Lean still is not a well-known concept in this business segment. The bakery which applied Lean, reduced the operational costs and increased the net profit by around 25,96%, growing its profit margin ratio from 12.07% to 15.33%.
... A variety of methodologies are available for process improvement (e.g. Six Sigma, Lean Management, Lean Six Sigma, Agile Management, Re-engineering, Total Quality Management, Just-In-Time, Kaizen, Hoshin Planning, Poka-Yoka, Design of Experiments, and Process Excellence) [1][2][3], however, their choice depends on information obtained from the process on the basis of the applied methods of risk analysis and quality control. ...
Article
Full-text available
Lean Production is widely recognized and accepted in the industrial setting. It concerns the strict integration of humans in the manufacturing process, a continuous improvement and focus on value-adding activities by avoiding waste. However, a new paradigm called Industry 4.0 or the fourth industrial revolution has recently emerged in the manufacturing sector. It allows creating a smart network of machines, products, components, properties, individuals and ICT systems in the entire value chain to have an intelligent factory. So, now a question arises if, and how these two approaches can coexist and support each other.
... The integration of Lean and Six Sigma is one of the most effective methods for consistently improving cost, speed, and quality, with broad successes in service as well as manufacturing functions" (2010). For example, the chart provided below (Nave, 2002) 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 F o r P e e r R e v i e w As we can see, Six Sigma's primary concern is about reducing variation, while Lean's chief concern is about removing waste; one is problem focused while the other is flow focused. Combining the two improvement programs complements what the other is lacking. ...
Working Paper
Full-text available
... Which of them fits in the culture of the company? [3]. ...
Chapter
This study aims at presenting a methodology for risks analysis that is carried out incorporating the practices of Lean Manufacturing. This approach shows the opportunities of integrating health and occupational safety with methodologies of process performance improvement and problem analysis. The methodology is supported on the results of the application in a work unit through the development of a focus group that followed a technical and scientific model developed with the integration of theoretical precepts of lean in risks analysis.
... We previously reported how we applied Lean Six Sigma (LSS) concepts at an academic children's hospital to advance patient discharge times [12]. LSS is a process-focused quality methodology that places strong emphasis on creating flow by removing waste and reducing variation by creating standard work [16,17]. Lean identifies eight types of wastes. ...
Article
Full-text available
Objective: To determine if a lean intervention improved emergency department (ED) throughput and reduced ED boarding by improving patient discharge efficiency from a tertiary care children’s hospital. Methods: The study was conducted at a tertiary care children’s hospital to study the impact lean that changes made to an inpatient pediatric service line had on ED efficiency. Discharge times from the general pediatrics’ service were compared to patients discharged from all other pediatric subspecialty services. The intervention was multifaceted. First, team staffing reconfiguration permitted all discharge work to be done at the patient’s bedside using a new discharge checklist. The intervention also incorporated an afternoon interdisciplinary huddle to work on the following day’s discharges. Retrospectively, we determined the impact this had on median times of discharge order entry, patient discharge, and percent of patients discharged before noon. As a marker of ED throughput, we determined median hour of day that admitted patients left the ED to move to their hospital bed. As marker of ED congestion we determined median boarding times. Results: For the general pediatrics service line, the median discharge order entry time decreased from 1:43pm to 11:28am (p <0.0001) and the median time of discharge decreased from 3:25pm to 2:25pm (p<0.0001). The percent of patients discharged before noon increased from 14.0% to 26.0% (p<0.0001). The discharge metrics remained unchanged for the pediatric subspecialty services group. Median ED boarding time decreased by 49 minutes (p <0.0001). As a result, the median time of day admitted patients were discharged from the ED was advanced from 5 PM to 4 PM. Conclusion: Lean principles implemented by one hospital service line improved patient discharge times enhanced patient ED throughput, and reduced ED boarding times.
... Both methods are necessary when working to improve customer satisfaction by eliminating unnecessary costs and waste. The Six Sigma application focuses more on reduction of variation, whereas the Lean method focuses on removal of waste by reducing cycle time (Nave, 2002). Now question is why Lean and Six Sigma together are required to improve the business processes? ...
Chapter
Full-text available
Performance measurement systems that consider multiple dimensions are required. The majority of investigators agree that various measures provide an important perspective that can’t be perceived by the unique approach. Nevertheless, an agreement on which mixture is most suitable has not so far emerged, (Wiliford, (1997)). Study in the domain should pursue a less sensitive hybrid approach to validity or to the dependability of the preoccupations linked with a unique method, (Parnell et al. (2006)). A system of effective performance measurement must include the entire indicators of performance that are pertinent to the subsistence of an organization and the tools by which it attains success and increase, (Hillman and Keim, (2001); Kaplan and Norton, (1996); Laitinen, (2002)). Nevertheless, there is no agreement on organizational performance measurement, (Parnell et al., (2006)). There are several advantages related to the employment of the adjusted performance industry. Firstly, for the reason that corporations in various industries face the single defies and market circumstances. The adjustment of a company’s performance relative to its industry’s performance allows the comparisons between industries. Secondly, evaluating a firm’s performance relative to its industry offers an assessment of the business relative to a big example of its rivals, (Shafer and Moeller, (2012)). 6-σ at General Electric (GE) is an illustration of how trends in the quality profession are developed in several big multinational firms nowadays, (Henderson and Evans, (2000)). Consequently, 6-σ looks to ameliorate the business processes by studying and diminishing the inherent deviation that exists in the process. As Shafer and Moeller (2012) announced that less variation in the process improve the quality performance by allowing the process to get more consistent results in terms of quality, lead times, yield rates, and so on. Such initiatives are here to stay for the predictable future and have extremely diverse repercussions on the initiatives to which quality professionals is perhaps more habituated (Hoerl, (1998)).
... A variety of methodologies are available for process improvement (e.g. Six Sigma, Lean Management, Lean Six Sigma, Agile Management, Re-engineering, Total Quality Management, Just-In-Time, Kaizen, Hoshin Planning, Poka-Yoka, Design of Experiments, and Process Excellence) [1][2][3], however, their choice depends on information obtained from the process on the basis of the applied methods of risk analysis and quality control. ...
Article
Full-text available
The aim of the paper is to highlight the significance of implication of risk analysis and quality control methods for the improvement of parameters of lead molding process. For this reason, Fault Mode and Effect Analysis (FMEA) was developed in the conceptual stage of a new product TC-G100-NR. However, the final product was faulty (a complete lack of adhesion of brass insert to leak) regardless of the previously defined potential problem and its preventive action. It contributed to the recognition of root causes, corrective actions and change of production parameters. It showed how these methods, level of their organization, systematic and rigorous study affect molding process parameters.
... For this reason, Goldratt (1990) suggests that improvement projects should be prioritised based on priority constraints and using a five rule system. In contrast, Elton and Roe (1998) advocate that TOC has yet to be applied adequately enough to consider it as an effective method for this purpose, with Nave (2002) suggesting that it is more suitable for improving throughput volume. ...
... As per present constraints of given SME, one or combinations of more industrial engineering tools should be used appropriately, in each phase of Six Sigma for its successful implementation (Dave, 2002). ...
Article
Full-text available
The challenges and opportunities of economic liberalisation and global market have shaken the economies of developing countries like India. The profound political and economic changes that have taken place over the last decade, pose serious challenges for government, private business and international developing communities. But in both, the developed as well as developing countries, many new ventures fail and off the few which survive and grow, there are numerous problems. A challenge then, is to transform the traditional ways of supporting small enterprises and the related programs of international assistance, in order to make them more cost effective for today's competitive environment. 'Technical business incubation (TBI)' is emerging as one of the most innovative instruments to support small enterprise creation and development all over the world. This paper discusses the relevance of TBIs and further draws the growth profile of incubators in India through Six Sigma's well structured DMAIC approach.
... Lean was chosen as the key ingredients in the improvement program objectively to suit the purpose of waste removal. Lean application is guided by 5 simple steps starting from identifying the value of process, identifying the process value stream, focusing on the process flow, configurations of the pull factor and work towards process perfection [2]. The most regular quality gurus such as Toyoda, Shigeo Shingo, and Taiichi Ohno are those responsible in formulating a new, disciplined, process-oriented system, which is known today as the ''Toyota Production System,'' or ''Lean Manufacturing''[1]. ...
Article
Full-text available
Click ‘Lean” approach has been applied more than frequent in many manufacturing management floors over these few decades. Started in the automotive industry, sequential improvement initiatives were implemented to enhance the manufacturing practice changes. The team described a case where Lean Production (LP) principles were adapted for the process sector of an automotive part manufacturing plant. Value Stream Mapping (VSM) is one of the key lean tools used to identify the opportunities for various lean techniques. The contrast of the before and after the LP initiatives in determine managers potential benefits such as reduced production lead-time and lower work-in-process inventory. As VSM involves in all of the process steps, both value added and non-value added, are analyzed and using VSM as a visual tool to help see the hidden waste and sources of waste. A Current State Map is drawn to document how things actually operated on the production floor. Then, a Future State Map is developed to design a lean process flow through the elimination of the root causes of waste and through process improvements. An Implementation Plan then outline details of the steps needed to support the LP objectives. This paper demonstrates the VSM techniques and discusses the application in an LP initiative on a product (Front disc, D45T) case study.
... For the purpose of this study, the focus is on internal constraints. Even the internal constrains could also be divided into various parts as noted by Dave (2002) who states that internal constraints of a business organization are made of three elements -people, policy and equipment. ...
... Seguindo esse princípio de redução de desperdício, passa a ocorrer menos gastos, menor tempo de design, menos camadas organizacionais e menos fornecedores com mais emprego de funcionários, além de uma maior flexibilidade e capacidade, levando assim, a empresa, a uma maior produtividade e menor insatisfação dos clientes. E isso leva à competitividade de sucesso (31). ...
Article
Full-text available
A qualidade de processos industriais farmacêuticos e como obtê-la é um tema de grande interesse na indústria farmacêutica, principalmente no que diz respeito a sua padronização. Com a normatização dos guias de boas práticas farmacêuticas e a padronização das práticas, passou a ocorrer uma maior preocupação, inclusive governamental, com o que seria qualidade e como alcançá-la. O objetivo deste trabalho foi reunir os principais guias de referência e as práticas utilizadas como indicadores de qualidade na indústria farmacêutica. Para tanto, foram selecionados 21 trabalhos obtidos por meio de pesquisa em bancos de dados disponíveis online, além de guias de referência de organizações internacionais, como Organização Mundial da Saúde (OMS), Food and Drug Administration (FDA) e International Council for Harmonization of Technical Requirements for Pharmaceuticals for Human Use (ICH). Após a organização e a leitura do material selecionado, foram descritas algumas práticas de qualidade atualmente utilizadas na indústria farmacêutica: gestão de risco, quality by design, ações corretivas e preventivas, lean manufacturing, sistema de qualidade total e séries ISO. Apesar de existir uma regulamentação bastante completa e atual acerca de indicadorese práticas de qualidade em indústria farmacêutica, as publicações não relatam informações específicas e experiências práticas da implementação desses sistemas de qualidade, dificultando assim, exemplificar melhor como essas estratégias influenciam positivamente no gerenciamento das indústrias farmacêuticas.
... Both methods are necessary when working to improve customer satisfaction by eliminating unnecessary costs and waste. The Six Sigma application focuses more on reduction of variation, whereas the Lean method focuses on removal of waste by reducing cycle time (Nave, 2002). Now question is why Lean and Six Sigma together are required to improve the business processes? ...
Chapter
Six Sigma and Lean are two prominent quality improvement methodologies that have been validated across several areas of healthcare. Despite a slow initial uptake within the surgical unit, the use of Lean and Six Sigma has increased markedly. The Six Sigma, quality improvement methodology, is a data-driven approach developed by the Motorola Corporation that seeks to improve outcomes by eliminating the variation within a process. To date, clinical use of Six Sigma methodology has focused on efficiency issues, but the application of the Six Sigma method has been used successfully to improve clinical results and to reduce surgical complications in repetitive procedures. Therefore, the use of this methodology in the healthcare arena has focused mainly on areas of business operations, throughput, and case management and has focused on efficiency outcomes. After the revision of methodology, the chapter presents a brief clinical example of the use of Lean Six Sigma as a quality improvement method in the reduction of the complications during and after VATS major procedures. Using Lean Six Sigma methodology, the multidisciplinary teams could identify multiple modifiable points across the surgical process. These process improvements could be applied to different surgical specialities and could result in a measurement, from a statistical point of view, of the surgical quality. Using Lean Six Sigma methodology, thoracic surgeons could identify multiple modifiable points across the surgical process. Process improvements based on these findings could be applied to different surgical specialities and could result in a measurement, from a statistical point of view, of surgical quality.
... [16] in their study have observed that reduction in cost and product rejection rate are among the main pressures on small units. The main barriers for these units to be competitive are inadequate technologies causing lot of defects, poor human expertise [17], and scarcity of resources impairs their ability to internationalize. The owners, in most of the small and medium units, invest money from all possible resources and hence are desperate to increase various profit ratios. ...
Conference Paper
Full-text available
This paper deals with a study carried out in a make-to-order medium sized (non-ferrous) foundry in which, a modified Six Sigma approach DMAIC(S) has been implemented to decrease the scrap (or defects) of piston castings, appreciably. Six sigma provides the opportunity and discipline to eliminate mistakes, improve morale, and save money [3]. Doing things right in first time and keeping them consistent is the only idea behind DMAIC(S). Its fundamental objective is to achieve customer satisfaction with continuous improvement in quality. The paper dwells with present foundry scenario in terms of Number of units, Production, Productivity and Capital ratio in India. It further focuses on existing status of foundries in the state of Punjab and tries to find out their reasons of low productivity index. It also tends to shatter the various phobias of SMEs in context of six sigma concepts and its implementation by validating the compatibility of it by performing a case study in a foundry of Punjab itself. For consistent performance a new phase called 'Sustain' has been synchronized with traditional 5 steps DMAIC approach and more emphasis has been made on this phase, to enhance and withhold the financial and non-financial benefits incurred during Improve phase of the said methodology.
... Source: Nave (2002) Inspecting each of these 3 methods, from their applicability, benefits, critics, etc. we can see which one suits best our process. We can easily observe that by combining Lean with Six Sigma the result will conclude in an improvement method which will allow us to accelerate process flow, to decrease variability level and stocks, all by creating a better quality in our healthcare institution. ...
... A rigorous selection process of this kind was not appropriate for a new industry where key metrics such as product output, capacity and power are not yet standardised. Two higher-level frameworks were then consulted [16,17] which both suggest that new industries "in the absence of regular, consistent and standardised output" should consider lean manufacturing principles which emphasises reduction of waste of all kinds. For new industries, key product indicators are still being standardised and the chosen methodology must consider much more than the product output. ...
Article
Full-text available
Vertical farming (VF) has been recognised as an important tool for managing future food security, yet economic viability poses a significant hurdle with the vast majority of farms closing within three years. The application of lean principles poses an opportunity to address inefficiencies, such as significant labour expenditure, but existing literature is yet to consider process improvement methodologies in VF. In this paper, an established framework for lean implementation is applied to an industry case study providing techniques for process improvement. This work is novel and crucial for workflow standardisation and higher profit margins in this emerging sector.
... Lean manufacturing is a system that creates maximum outputs with minimum input possible as presented by (James P Womack, Jones, & Roos, 1990). According to Naves (2002) , this approach showed to be more suitable and appropriate for this study since its implementation is driving right at the bottom of the organizational pyramid, where most of the employees can be involved in the process. ...
Conference Paper
Despite having appeared in a Japanese automobile industry, the Lean philosophy is applied in companies of different sectors today. The aim is to increase the value-added work by eliminating wastes. With cost reduction at the core objective, where quality is seen as an associated outcome, the Lean Management has been found effective in many businesses of different sizes, including Micro and Small Enterprises (MSEs). How MSEs of the bakery segment can become more competitive by adapting the Lean philosophy is one of the core concerning problems that has been considered in this research.
... It is possible to affirm that the literature is scarce in qualitative but wide on quantitative studies discussing models and comparative studies evolving Lean and the TOC approaches (Takahashi et al., 2007;Patti et al., 2008;Gupta and Snyder, 2009;Bortolotti et al., 2012;Gupta et al., 2010;Garza-Reyes et al., 2012;Bhasin, 2012;Watson and Patti, 2008;Miltenburg, 1997;Matsuura et al., 1999;Grunwald et al., 1989;Joldbauer and Huber, 2008;Lea and Min, 2003;Bertrand and Fransoo, 2002;Cuatrecasas-Arbos et al., 2011;Nave, 2002;Cottyn et al., 2011). However, the criticism made in relation to studies with excessive quantitative bias is that the practical use and application of these results in productive systems of enterprises generally is very limited and complex for the most part of managers and decision makers due to a lack of knowledge and quantitative/advanced skills to perform this kind of task. ...
Article
Full-text available
Purpose The purpose of this study is to compare different models integrating the TOC and Lean approaches. Design/methodology/approach The models of reference were identified through a comprehensive literature review. A qualitative and comparative analysis was carried out by pointing out the strengths, weaknesses and gaps of models integrating the TOC and Lean based on the production system requirements. Findings The findings indicate that these models can be improved by introducing aspects related to the system structure such as main key performance indicators, type of shop layout and performance metrics to evaluate the improvements implemented in the production system. The results provided evidence that the TOC and Lean are complementary approaches, and the individual gaps of each approach seem to be, in the most part, offset by the virtues of the other. Practical implications This study enables decision makers and industrial managers to evaluate the practices adopted in the production environment, as well as the use of the different set of continuous improvement practices. This article also minimizes the literature gap regarding whether and how integrated Lean and TOC approach can be used in the firms. Originality/value This study contributes to the body of literature on Lean by comparing three different models integrating Lean and the TOC. Furthermore, a research agenda is suggested for future research aimed at developing new models integrating both approaches, aiming to increase the competitiveness of the production systems.
... Identifying the process value stream. Focusing on the process flow, configurations of the pull factor and work towards process perfection 3 . The Focus of the approaches on the cost reduction and -waste reduction by eliminating waste of time from each step in the production assembly line respective of energy, time, motion and resources a like throughout a product value stream. ...
Conference Paper
Full-text available
The concept of lean manufacturing was developed for maximizing the resource utilization through minimization of waste. The main purpose is to eliminate the non-value added activities present in the assembly section and also to reduce the material waste. Value stream map is the technique that bring the all processing steps at one place. It shows the big picture of shop floor rather than individual processes and improving the each area at the production line. It is used to draw attention to different wastes and eliminating them in future state map by different lean techniques. The study of current state map shows the areas for improvement and identifying the different types of wastes. The present and future state of value stream map are constructed to improve the production process by minimizing the non-value added activities which are identified from the VSM. Before Current State Value Stream Mapping (CSVSM) tool used in panel manufacturing industry by focusing both on processes and their cycle times for a product Power Control Centre (PCC) & Motor Control Centre (MCC) in present scenario.
... Endüstriyel uygulamaların gelişim sürecine paralel olarak kalite kontrol ve iyileştirme konularında da araştırmalar ve çalışmalar yapılmış, problemlerin çözülmesi için değişik yöntemler geliştirilmiş, uygulanmış ve üretim süreçlerinde iyileşmeler elde edilmiştir. Süreç Yönetimi kapsamında uygulanan İş Süreci Yönetimi, Üretim Süreci Yönetimi ve Toplam Kalite Yönetimi; Süreç İyileştirme kapsamında uygulanan İş Süreci İyileştirme, Tam Zamanında Üretim, ISO-9000 (Uluslararası Standartlar Organizasyonu-9000), Yalın Üretim, Altı Sigma, bu yöntemlerden bir kısmını oluşturmaktadır (Nave, 2002). ...
Thesis
Full-text available
Bu araştırmanın temel amacı Altı Sigma Yönetim Modelini ve Araçlarını Türkiye Futbol Federasyonu'nda uygulamaktır. Türkiye Futbol Federasyonu'nu en iyi temsil ettiği düşünülen Türkiye A Milli Futbol Takımı'nın 2012 ve 2013 yıllarında yapmış olduğu 24 müsabaka araştırmanın örneklemi oluşturmaktadır. Araştırmada TÖAİK yöntemi kullanılmıştır. Araştırma verilerinin istatistiksel çözümlemesi için IBM SPSS 18.0 for Windows, Minitab 17 ve Sigma Plot 13 istatistik paket programları kullanılmıştır. İstatistiksel teknikler olarak altı sigma araçlarından beyin fırtınası, balık kılçığı, ki-kare ilişki analizi, spearman korelasyon testi, çoklu uyum analizi, süreç yeterlilik analizi ve kontrol grafikleri kullanılmıştır. Elde edilen sayısal değerler p<0.01 ve p<0.05 anlamlılık seviyeleri ile test edilmiştir. Araştırma sonucunda Türkiye A Milli Futbol Takımının müsabaka sonucu ile oyun sistemi (p=0.04), FİFA Dünya Sıralaması (p=0.02), şut olumlu oranı (p=0.03), I. bölgede savunma olumlu oranı (p=0.00) ve II. bölgede savunma olumlu oranı (p=0.00) arasında istatistiksel olarak anlamlı bir ilişki bulunmuştur. Ayrıca oyun sistemi ile yenilen gol (p=0.01), oyun sistemi ile I. bölgede savunma olumlu oranı (p=0.02), I. bölgede savunma olumlu oranı ile yenilen gol (p=0.00), II. bölgede savunma olumlu oranı ile atılan gol (p=0.01), II.bölgede savunma olumlu oranı ile yenilen gol (p=0.02), merkez hücumlar olumlu oranı ile atılan gol (p=0.00), uzun pas olumlu oranı ile atılan gol (0.01), kısa pas olumlu oranı ile atılan gol (p=0.04), sarı kart ile yenilen gol (p=0.04) arasında istatistiksel olarak anlamlı bir ilişki bulunmuştur.
... As per present constraints of given SME, one or combinations of more industrial engineering tools should be used appropriately, in each phase of Six Sigma for its successful implementation (Dave, 2002). ...
Article
Full-text available
Six Sigma provides the opportunity and discipline to eliminate mistakes, improve morale, and save money (Henderson and Evans, 2000). Doing things right in the first time and keeping them consistently is the only idea behind Six Sigma. Its fundamental objective is to achieve customer satisfaction with continuous improvement in quality. An empirical investigation has been carried out in a make-to-order type (medium-sized) foundry, in which a modified Six Sigma approach DMAIC(S) has been implemented successfully, to decrease the scrap (or defects) of piston castings appreciably. The study focuses on scrap reduction in foundries and tries to find out the reasons of low productivity index. It also tends to shatter the various phobias of SMEs in the context of Six Sigma concepts and its implementation by validating the compatibility of it by performing a case study in an Indian foundry itself.
... The distinction between Lean and Six Sigma has become somewhat blurred though they were originally developed by different people and different schools of thought (Kubiak 2003). Reviews by McAdam and Evans (2004), George (2003) and Nave (2002) indicate that there are some complementary and commonality results obtained from comparing both Lean and Six Sigma approaches. Application of Lean Six Sigma in manufacturing has been reported by authors like Pranckevicius et al. (2008) and Thomas et al. (2009) and in service industry (help-desk operations) by Su et al. (2006). ...
Article
Continuity and change are the twin characteristics of any software development process as it evolves from the traditional life cycle approach to incorporating and managing flexibility from an end-user perspective. Business requirements constantly change till the release of a software product though the features of continuity are evident in the software development process itself. The idea of Lean, as borrowed from the Lean manufacturing context, is an agile methodology for managing change while the Six Sigma approach emphasizes continuous improvement as part of a defect reduction strategy. We propose a software development approach that holds together the aspects of both continuity and change under a flexible management system and illustrate the application of the continuity, change framework using an integrated Lean Six Sigma for software development in a practical context. The present research reflects the Lean Six Sigma application and implementation in the software industry, using the commonly used statistical and non-statistical tools, software engineering tools and other frameworks used within software business. We also examine some of the critical success factors (CSFs) for a successful Six Sigma initiative in the software/IT industry. The research brings out that Lean Six Sigma, when used for achieving operational excellence, can, as it turns out, do more than simply improve processes. The paper also brings out how Lean Six Sigma helps discovering innovation opportunities far beyond operations, and enhances financial performance. This paper focuses on integrated lean six sigma programs in practice, rather than dwell on the theoretical basis or a motivationally based argument. It is hoped that the adoption of methodologies outlined in this paper would enable software companies to attain improvements in terms of cost, schedule and quality.
... Both methods are necessary when working to improve customer satisfaction by eliminating unnecessary costs and waste. The Six Sigma application focusses more on the reduction of variation, whereas the Lean method focusses on the removal of waste by reducing cycle time (Nave, 2002;Laureani and Antony, 2012). The question is why Lean and Six Sigma are required to improve business processes? ...
Article
Full-text available
Purpose: The purpose of this paper is to investigate the effects of Lean Six Sigma (LSS) and workforce management on the quality performance of Malaysian hospitals. This paper also investigates the direct and indirect relationships between top management commitment and quality performance of the healthcare organisations in Malaysia. Design/methodology/approach: This study applied stratified random sampling to collect data from 15 different hospitals in Peninsular Malaysia. The self-administered survey questionnaires were distributed among 673 hospital staff (i.e. doctors, nurses, pharmacists, and medical laboratory technologists) to obtain 335 useful responses with a 49.47 per cent valid response rate. The research data were analysed based on confirmatory factor analysis and structural equation modelling by using AMOS version 23 software. Findings: The research findings indicated that LSS and workforce management have a significant impact on quality performance of the Malaysian hospitals, whereas senior management commitment was found to have an insignificant relationship with quality performance. The research findings indicate that senior management commitment has no direct significant relationship with quality performance, but it has an indirect significant relationship with quality performance through the mediating effects of LSS and workforce management. Research limitations/implications: This research focussed solely on healthcare organisations in Malaysia and thus the results might not be applicable for other countries as well as other service organisations. Originality/value: This research provides theoretical, methodological, and practical contributions for the LSS approach and the research findings are expected to provide guidelines to enhance the level of quality performance in healthcare organisations in Malaysia as well as other countries.
Article
PURPOSE Rural outreach is a common method for delivering oncology services closer to rural residents; however, there is no clear service framework for supporting its quality and governance. This work aimed to develop an agreed framework for improving the governance and quality of a rural oncology outreach service. METHODS A Six Sigma and participatory action approach was used. Key clinicians and managers identified project goals and scope, participated in several rounds of interviews and medical record audits, and discussed findings to reach consensus about a framework for quality outreach service delivery from one regional cancer center supporting two rural hospital sites (5-chair nurse-led oncology units). RESULTS Themes included strong investment by stakeholders in maintaining the outreach service for its importance for rural populations. The referral, treatment, and clinical governance processes were implicitly understood between stakeholders but not well documented. Medical record audits of treated patients identified important gaps in clinical information at rural sites. Through reflection and discussion, consensus was reached about a framework for quality service delivery. The participatory action planning cycle involving sites in regular discussions fostered information sharing, strong engagement, and uptake of the final framework. CONCLUSION The framework was applied to a memorandum of understanding for planning, governance, and outcomes monitoring and provides a basis for developing new and benchmarking existing oncology outreach services.
Article
Full-text available
Objectives The aim of this study is to: a.Highlight the most important guidelines and practices of quality in the pharmaceutical industry.b.Organize such guidelines and practices to create a guide to pave the way for other researchers who would like to dig deeper into these guidelines and practices. Design A review was conducted of 102 publications; 56 publications were concerned with the pharmaceutical quality directly while 46 publications were concerned with the general quality practices. The content of those sources was analyzed and the following themes were identified: a.Research theme 1: Guidelines of the pharmaceutical quality.b.Research theme 2: General practices recently applied in the pharmaceutical industry. Main outcome measures The following guidelines were identified and reviewed: WHO guidelines, FDA guidelines, EU guidelines & ICH guidelines in the research theme I. In research theme II; the following topics were identified and reviewed: quality risk management, quality by design, corrective actions and preventive actions, process capability analysis, Six Sigma, process analytical technology, lean manufacturing, total quality management, ISO series & HACCP. Results Upon reviewing the previously highlighted guidelines and the practices that are widely applied in the pharmaceutical industry, it was noticed that there is a an abundant number of papers and articles that explain the general guidelines and practices but the literature lack those describing application; case studies of the pharmaceutical factories applying those guidelines and significance of those guidelines and practices. Conclusions It is recommended that the literature would invest more in the area of application and significance of guidelines and practices. New case studies should be done to prove the feasibility of such practices.
Article
The personal leadership of the perioperative director is a critical factor in the success of any change management initiative. This article presents an approach to perioperative nursing leadership that addresses obstacles that prevent surgical departments from achieving high performance in clinical and financial outcomes. This leadership approach consists of specific insights, priorities, and tools: key insights include self-understanding of personal barriers to leadership and accuracy at understanding economic and strategic considerations related to the OR environment; key priorities include creating a customer-centered organization, focusing on process improvement, and concentrating on culture change; and key tools include using techniques (eg, direct engagement, collaborative leadership) to align surgical organizations with leadership priorities and mitigate specific perioperative management risks. Included in this article is a leadership development plan for perioperative directors.
Article
Full-text available
To improve their competitive ability, organisations are turning towards implementing improvements into their operations and processes. Whilst operations improvement projects are often identified with relative ease, resource constraints limit the ability of organisations to conduct them simultaneously. This paper supports the limited empirical research on prioritisation of improvement initiatives by investigating how European manufacturing organisations conduct this activity. To do this, four hypotheses and two research questions were formulated and tested using a combination of descriptive statistics and two proportion T-tests, while data was collected through a survey questionnaire responded by 203 organisations. The results highlight the importance of objectively prioritising improvement projects and establish that the adoption of this method increases through the implementation of improvement methodologies, especially those that stipulate the use of objective methods towards project prioritisation. In this way, Six Sigma is defined as the most influential improvement methodology for supporting the use of objective prioritisation approaches. The paper also identifies the reasons as to why organisations adopt subjective over objective prioritisation methods, and the most common approaches used by large organisations and small and medium enterprises. This research provides organisations, and their managers, with a better understanding of the different factors that affect this key aspect of operations improvement projects.
Article
Full-text available
COPPE/UFRJ) dlacerda@ufrj.br Nos últimos anos, dentre as diversas abordagens teóricas dos sistemas produtivos, tem se destacado nas discussões empresarias e acadêmicas a Teoria das Restrições (Theory of Constraints -TOC). Concomitantemente expande-se, e ganha importânncia, as discussões referentes ao Gerenciamento da Cadeia de Suprimentos (Supply Chain Management -GCM) no contexto empresarial. Isso ocorre, pois a definição das estratégias da cadeia de suprimentos podem determinar a viabilidade de uma operação empresarial. Dentro deste contexto, esse artigo se propõe analisar a abordagem da Teoria das Restrições para o GCM, usando-se um modelo teórico. Esta abordagem tem por finalidade identificar como a proposta da TOC pode contribuir para o desenvolvimento do GCM. Palavras-chaves: gerenciamento da cadeia de suprimentos, teoria das restrições. Na atualidade, dentro das indústrias têm-se várias abordagens para a gestão de produção. Essas abordagens apresentam diferentes técnicas e procedimentos, sendo que a Teoria das Restrições vem apresentando um crescimento significativo na quantidade de trabalhos acadêmico-científicos. O crescimento das contribuições científicas, no que tange a TOC, é crescente. Segundo estudo feito por Kim, Mabim e Davies (2008) em 1994 foi encontrado 1 artigo científico em anais ou periódicos, enquanto em 2005 foram 20 artigos, esta pesquisa focou-se exclusivamente no Processo de Pensamento da TOC, mas serve como indício de crescimento. Contudo, pouca atenção até o presente momento foi dedicada a sua aplicação para a Cadeia de Suprimentos (CS). No Brasil, o quadro tem sido semelhante. Os trabalhos encontrados nessa temática foram desenvolvidos por Souza, Chiminazzo & Pires (2005) e por Menezes & Luz (2007). No primeiro, os autores desenvolveram algumas especulações teóricas no assunto, enquanto no segundo trabalho comparavam, através de simulação computacional, a abordagem proposta pela TOC com a tradicional.
Book
Full-text available
Explains the fundamentals of sustainability and the circular economy
Article
Full-text available
The DMAICR problem-solving methodology is used throughout this paper to show you how to implement ergonomics recommendations. The DMAICR method consists of the following five six steps by which you can solve ergonomic design problems: The steps of the proposed method, adapting DMAICR, are the following: In the steep D, there is the definition of the project or the situation to be assessed and its guiding objectives, known as demand. In the step M, it relates to the work, tasks and organizational protocols and also includes the need of measuring. In the step A, all concepts are about the analysis itself. The step I is the moment of improving or incrementing. In the step C, control, prevention from prospective troublesome situation and implementation of management are the activities controlling the situation. R is Report. Some relevant technical and conceptual aspects for the comparison of these methodologies are illustrated in this paper. The steps of DMAICR were taken by a multifunctional team (multi-professional and multi-disciplinary) termed as focus group, composed by selected members of the company and supported by experts in ergonomics.
Conference Paper
Full-text available
This paper presents an initial research that explores the awareness and adoption of Lean Manufacturing (LM), Lean Six Sigma (LSS), Quick Response Manufacturing (QRM) and Theory Of Constraints (TOC) in the Greek engineering sector. An exploratory and descriptive study was conducted and a web-based questionnaire survey designed and validated. The questionnaire was distributed to a random sample of 300 engineering companies in Greece. From the 300 questionnaires, 47 responses were obtained and the data analysed using descriptive statistics. In general terms, the results revealed that Greek engineering organisations are relatively unaware of the examined operations improvement approaches, and thus their implementation is very limited or non-existent at all. This research constitutes a document of high value and a reason for great concern for the Greek government, which can obtain an overview of the Greek organisations' operational performance in terms of the extent at which they employ improvement methodologies. In addition, this study offers academics, researchers and practitioners interested in operations improvement methods with some initial evidence of the adoption and development of LM, LSS, QRM and TOC in Greece.
Research
Full-text available
Lean manufacturing is a production system whose success resulted in its proliferation to other sectors of the industry, namely the service industry. Lean processes that are more efficient are the focus that defines the context of current civil aviation companies, prioritizing cost reduction and quality of service. Troubleshooting (TS) is a highly complex process, originating in the Maintenance Control Center and involving various contacts to ensure the service is carried out in the shortest time possible. Helping grounded aircraft (AOG) are among the most critical services provided, composed of airplane non-availability until its problem is solved. This thesis depicted the implementation of lean manufacturing in the TS process by means of a value stream mapping approach, resulting in the elimination of waste in the service provided to grounded aircraft. While mapping the process, the employment of improvement opportunities led to process optimization and lead time reduction, targeting continuous value flow and cost saving. With a 25% decline in total time to troubleshoot AOG events, the airline boasted an increase in market competitiveness and was stimulated to exercise lean thinking in order to remove all wastes within its processes. Keywords: Lean service, lean manufacturing, Value Stream Mapping.
Article
Várias abordagens têm surgido para incrementar o desempenho das operações. Entre elas, cabe citar a Lean Manufacturing, pelos resultados em produtividade, e a Quick Response Manufacturing (QRM), pelo tratamento de alta variedade. Porém, a literatura ainda não tem mostrado como utilizá-las em conjunto ou se podem ser complementares entre si. O objetivo neste artigo é encontrar as semelhanças, diferenças e complementaridades entre as duas abordagens. Para isso, realizou-se uma revisão de literatura, classificando as publicações de acordo com as suas abordagens e ferramentas utilizadas, principalmente. As diferenças encontradas destacam-se pela programação de produção, os seus indicadores. As semelhanças destacadas são estratégias em reduzir desperdícios, uso de agrupamento celular e redução de set-up. As abordagens são complementares no incremento de flexibilidade do QRM para o Lean, tanto nos produtos como na cadeia de suprimentos. Futuras pesquisas podem explorar uma combinação das duas em forma empírica.
Article
Full-text available
Estimativas mais recentes apontam que no mundo existam cerca de 39 milh�es de pescadores, sendo que 90% destes est�o envolvidos com a pesca de pequena escala � ou artesanal tradicional � sendo que nos pa�ses em desenvolvimento, esta propor��o � maior. A atividade pesqueira no estado do Esp�rito Santo tem se tornado uma das principais fontes de renda e oferta de alimentos para um grande n�mero de fam�lias, principalmente para as pequenas cidades litor�neas. Por�m, os pescadores encontram diversas dificuldades neste setor. Assim, o presente estudo, realizado nas comunidades pesqueiras de Pedra D�agua, Guriri e Barra Nova, todas localizadas em S�o Mateus, teve como objetivo aplicar a metodologia DMAIC nos processos de produ��o, beneficiamento e comercializa��o do pescado. Atrav�s dos dados coletados foi poss�vel aplicar diversas ferramentas da qualidade, de modo a avaliar rigorosamente os processos observados. Os resultados demonstraram as caracter�sticas e o n�vel de qualidade nos processos, propondo algumas a��es corretivas e de melhorias para os processos gerando possibilidades de elabora��es de pol�ticas p�blicas futuras. As melhorias mais importantes se encontram em rela��o � aquisi��o de novos equipamentos para todos os processos como equipamentos ligados � refrigera��o como c�maras frigor�ficas e freezers, equipamentos para auxiliar o transporte do pescado do porto at� o seu destino, ferramentas para realizar o beneficiamento do pescado e uma melhor infraestrutura, possibilitando que os pescadores consigam agregar um maior valor ao produto.
Article
Full-text available
Operations management researchers have largely studied and analysed lean manufacturing (LM) for its capacity for productivity improvement in industry. Even so, this approach has found several difficulties in dealing with all production types, especially in high-variety and low-volume production. Managers have complemented other approaches to LM to resolve those issues, but there is little research considering quick response manufacturing (QRM). This research shows how QRM can complement LM in a make-to-order environment. Two cases were analysed, where both approaches were used in a complementary way. Data were collected throughout interviews, document analyses and observation. As the main result, we show that QRM complements LM by means of incorporating concepts of system dynamics, exclusively focusing on lead time reduction and the continuous monitoring of utilisation levels.
Article
Full-text available
It is a conceptual paper that takes at in-depth look at the origins, pros and cons of Six Sigma and describes how it relates to some of the other quality initiatives in industry. DMAIC strategy of Six Sigma is briefly explained and realised the significance of analysis phase, specifically. Various prospects have been formulated to understand the reason of failure of Six Sigma particularly in SMEs and it has been found that doing 'wrong analysis' is one of the major reasons in them. It highlights the analysis phase and proposed a more applicable form for classification of analytical tools as far as their industrial applications are concerned. A road map for short listing the relevant analytical tool has been carpeted especially for students, people working in industry and professional statisticians. A case study in a medium scale non-ferrous foundry has been conducted which has validated the suggested approach successfully. It is based on utilising an integrated advantage of both quantitative and qualitative tools extensively for producing significant results quickly in real industrial environments.
Article
Full-text available
المستلخص يسعى البحث الى تحديد دور مكونات الثقافة التنظيمية في تطبيق تقانة 6 في الشركة العامة لصناعة الادوية والمستلزمات الطبية في محافظة نينوى. حتى تتمكن المنظمات من البقاء والنمو ولاسيما في ظل المنافسة المتزايدة فلا لابدّ لها من التطوير أو التغيير في نظم إنتاجها بما يتلاءم والنظم المعاصرة ولاسيما تقانة 6 ، حيث يقود المنظمات الى وضع تنافسي أفضل من خلال تحقيق الكفاءة في حسن استخدام مواردها للخروج بمنتجات تتوفر فيها القيمة ، وتخلو من الهدر في الوقت ذاته ولها القدرة على منافسة السلع المماثلة ، وهذا يمكن تحقيقه من خلال ما تقدمه الثقافة التنظيمية من أرضية خصبة لتطبيق برامج الجودة ومن ضمنها تقانة 6 ، حيث تحدد الثقافة التنظيمية وبشكل كبير نجاح أو فشل المنظمة في تطبيقها لبرامجها واستراتيجياتها الجديدة ، ومن جهة أخرى تعد تقانة 6 من أقوى الاستراتيجيات المتطورة التي تعمل على تسريع عملية التحسين في العمليات والمنتجات . Abstract The Search seeks to define the role of organizational culture in the application The six sigma technology in the General company for pharmaceuticals and medical supplies in Nineveh. So the organizations to survive and grow, especially in light of increasing competition there should be a development or change in production systems in line with contemporary systems and particularly the six sigma technology , where the organizations being leading to a better competitive position through Efficiency in the proper use of resources to produce products that have value, at the same time without wastage and has the ability to compete with similar goods, this can be achieved through organizational culture of fertile ground for application Quality programs, including the six sigma technology, where the organizational culture defines and dramatically the success or failure of the Organization to apply new programes and strategies, on the other hand the six sigma technology consider one of the strongest advanced strategies that work to accelerate improvement in operations and products.
Conference Paper
Full-text available
to promote new ideas on education about standardization
Article
Some approaches have emerged in order to increase companies’ performance in their operations. Lean Manufacturing is among them, in virtue of its productivity improvement, as well as Quick Response Manufacturing (QRM), for its high-variety strategy. However, the literature has not elucidated yet how to use together these two approaches or whether they complement each other. The aim of this article is to find similarities, differences, and complementarities of both approaches. To achieve this, we used a literature review, classifying papers mainly by the type of approach and cited tools. The main differences found were related to production systems and their performance indicators. The principal similarities were in waste-reduction strategies, cell grouping and setup reduction. The main complementarity were found in increasing flexibility from QRM to Lean in production as well as in supply chains. Future research may empirically explore a combination of the two approaches.
Conference Paper
Full-text available
The focus of the approach is on cost reduction through eliminating non value added activities via applying a management philosophy which focused on identifying and eliminating waste from each step in the production chain respective of energy, time, motion and resources alike throughout a product's value stream, known as lean. The lean system was developed with reduced non value added activities so that greatly reduces the seven Mudas. People work with a greater confidence, with greater ease, and with greater peace than the typical manufacturing facility. The study of current state map shows the areas for improvement and identifying the different types of wastes. The present and future state of value stream map are constructed to improve the production process by minimizing the non-value added activities which are identified from the VSM. Before Current State Value Stream Mapping (CSVSM) tool used in panel manufacturing industry by focusing both on processes and their cycle times for a product Power Control Centre (PCC) & Motor Control Centre (MCC) in present scenario.
Article
Full-text available
Nos anos de 2013 e 2014 uma grave crise financeira atingiu a maior refinaria de Alumina do Mundo, a Hydro Alunorte, fazendo com que a empresa enfrentasse grande prejuízo nestes anos. No final de 2013, uma grande reação foi iniciada com a reestruturação do corpo gerencial e da empresa como um todo. A reestruturação da empresa foi coordenada tomando como base os princípios do Lean manufacture, para este caso, um Sistema de gestão próprio conhecido como BABS (Bauxite & Alumina Business System), porém desenvolvido na Noruega a partir da implementação dos princípios do Lean manufacture nas fábricas de Alumínio da Hydro (AMBS – Aluminium Metal Business System). Nesse contexto, a presente pesquisa objetiva analisar como a maior refinaria de alumina do mundo poderá recuperar a lucratividade sustentável através da implementação de um sistema de gestão Lean desenvolvido na Noruega. Diante dos dados coletados, os resultados gerados pela pesquisa foram interpretados, analisados e organizados através de gráficos demonstrativos para garantir uma melhor interpretação e compreensão dos mesmos. Com os resultados pôde-se concluir que a principal constatação mostra que o sistema BABS implementado na empresa capitalizou resultados importantes como a maior estabilidade e volumes de produção da empresa
Conference Paper
Full-text available
Conforme crescem as iniciativas de aplicação da Produção Enxuta (PE) e Seis Sigma (SS) em organizações que buscam a excelência operacional, acentua-se a preocupação em vislumbrar meios que promovam a efetiva aplicação destas abordagens sob uma perspectiva mais holística e integradora. Tem-se convencionado chamar de Lean Six Sigma (LSS) a abordagem de melhoria motivada por tal iniciativa. O objetivo deste artigo é apresentar um método para avaliar o nível de integração entre as aplicações de PE e SS, cuja elaboração foi baseada numa pesquisa bibliográfica sobre estudos que procuram distinguir a estrutura para realização de projetos de melhoria e as ferramentas preconizadas por cada uma dessas abordagens. A título de ilustração, são apresentados exemplos de sua aplicação na análise de casos que revelaram diferentes modos de combinação das abordagens PE e SS.