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Search Results: 1 - 10 of 889 matches for " Lean Six Sigma "
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Reasons for Operational Excellence Deployment Failures and How to Avoid Them  [PDF]
Bruno G. Rüttimann, Martin T. St?ckli
Journal of Service Science and Management (JSSM) , 2015, DOI: 10.4236/jssm.2015.84061
Abstract: Globalization of business accompanied with increased margin squeeze has been leading many companies in western Europe during the last decade to deploy substantial Operational Excellence (OPEX) programs to remain competitive. Mainly proven Six Sigma and Lean techniques for quality and process improvement have been adopted however with variable lasting success. What are the reasons for success or failure? Which are the applied approaches? What are the circumstances leading to the outcome? This paper shows that management competence as well as the selected approach is decisive for success or failure. In addition, an optimized deployment approach to achieve a sustainable implementation of the OPEX program is presented.
Lean, Six Sigma and Lean Six Sigma in Higher Education: A Review of Experiences around the World  [PDF]
Sylvie Nadeau
American Journal of Industrial and Business Management (AJIBM) , 2017, DOI: 10.4236/ajibm.2017.75044
Abstract: Economic, demographic, social, technological and political changes worldwide are putting academic institutions under intense pressures. In response, universities are adopting new managerial approaches to their activities: lean, six sigma and lean six sigma. A portrait of this experience emerges from reviewing the literature published over the past decade using the databases Compendex & INSPEC/Engineering Village and Scopus. These approaches have been applied primarily on a highly localized basis to teaching-related processes or to services such as financing, data processing and building maintenance. Some of the challenges raised are not unknown outside of the university setting. The complexity of universities, the difficulties of interpreting notions such as the client, added value, and the connexions between teaching and research, make the implementation of these approaches difficult. While the few measured results available suggest that they do hold promise, their impact remains to be determined.
Factors Impacting Innovation in New Service Offerings  [PDF]
John Maleyeff
Journal of Service Science and Management (JSSM) , 2011, DOI: 10.4236/jssm.2011.42014
Abstract: Factors that affect the level of innovation in projects to develop new service offerings are analyzed based on field re-search results from 84 service innovation projects. Personal characteristics of developers, process and customer type, and an important characteristic of their organization (i.e., whether or not they possess a strong Lean Six Sigma or simi-lar process improvement orientation) are analyzed. It is shown that, although personal characteristics, process type, or customer type do not affect the level of innovation, organizations with a strong Lean Six Sigma orientation had a lower incidence of radical innovation recommendations.
Improving Healthcare Referral System Using Lean Six Sigma  [PDF]
Atif Alkinaidri, Hemaid Alsulami
American Journal of Industrial and Business Management (AJIBM) , 2018, DOI: 10.4236/ajibm.2018.82013
Abstract: The World Health Organization considers the referral system, begun in 1978, to be one of the primary components of any medical system. Referral is the procedure of directing a patient to an appropriate specialist or agency. This research uses King Abdullah Medical City in Makkah, Saudi Arabia as a case study to explore using Lean Six Sigma as a way to improve healthcare referral system. King Abdullah Medical City received 16,807 referral requests in 2015, a 13.6% increase compared with 2014. Over time, the process of referral unwieldy, making the process less efficient and effective. By addressing the application of Lean principles and Six Sigma methodology to improve the referral process, this study reveals implications for their use in the healthcare industry. Then DMAIC methodology was utilized to decrease the delay in physicians’ response time to the referral system. After the Lean Six Sigma project was completed, a noticeable improvement in compliance to response times was achieved and sigma improved from 2.05 to 2.2; even greater improvement is expected after all of the long term recommendations have been applied.
Integrando a promo??o das metodologias Lean Manufacturing e Six Sigma na busca de produtividade e qualidade numa empresa fabricante de autope?as
Silva, Iris Bento da;Miyake, Dario Ikuo;Batocchio, Antonio;Agostinho, Oswaldo Luiz;
Gest?o & Produ??o , 2011, DOI: 10.1590/S0104-530X2011000400002
Abstract: among the diverse critical success factors that the firms must consider, the pursuit of increasingly higher standards of productivity and quality stands out. in this context, the purpose of this article is to present an initiative to integrate the promotion of the lean manufacturing and six sigma methodologies in seeking enhanced operational performance. this integration combines the application of lean manufacturing elements that aim at the streamlining of value streams by the elimination of wastes with six sigma elements which aim at the systematization of the analysis and control of process variation for accomplishing superior quality. this work is based on a case study on the changes undertaken for the implementation of this approach in an auto parts manufacturer. the organizational structure which was established for the promotion of this approach as well as the mode how projects for the improvement of operational performance are tackled by means of it are examined. the results accomplished reveal that the initiative of conciliating the application of these two methodologies may bring about a more wide-ranging and effective continuous improvement process.
IMPLEMENTASI METODE 5S PADA LEAN SIX SIGMA DALAM PROSES PEMBUATAN MUR BAUT VERSING (Studi Kasus di CV. Desra Teknik Padang)
Adriansyah Adriansyah,Yesmizarti Muchtiar,Noviyarsi Noviyarsi
Jurnal Teknik Industri , 2007,
Abstract: The objective of this research was to minimize processing time in manufacturing using 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke) method. As well as quality, processing time is one of the important points to consider. Improvement had been done in every step of the process to achieve 3.4 defect per million (DPM). Although 6s had not been achieved yet, but 5S method in Lean Sigma have already improved the production process Abstract in Bahasa Indonesia : Penelitian ini bertujuan untuk memperlihatkan penggunaan Metoda 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke) dalam meminimalkan waktu proses pembuatan produk. Selain kualitas produk, waktu proses merupakan hal yang penting untuk diperhatikan. Perbaikan dari setiap proses dilakukan agar didapat 3,4 kegagalan persejuta (DPM). Walaupun 6s belum tercapai, tapi penerapan metoda 5S dalam Lean Sigma sudah menunjukkan perbaikan pada proses yang dilakukan. Kata kunci: 5S, six sigma, lean sigma
YALIN ALTI S GMA PROJELER N KR T K BA ARI FAKT RLER (SUCCESS FACTORS FOR LEAN SIX SIGMA PROJECTS)
Ali R?za F?RUZAN,Süleyman ALPAYKUT,Atakan GERGER
Dokuz Eylül üniversitesi Sosyal Bilimler Enstitüsü Dergisi , 2012,
Abstract: Nowadays many companies focus on various kinds of quality improvement techniques to carry the service quality beyond costumer expectations. The selected quality technique should be appropriate to the company's culture and should be sufficient for carry out targeted improvement; this will enhance the company’s superiority in market place.For this purpose, Lean Six Sigma methods are one of the important methods being used today as an intensive use of statistical tools and techniques. Lean Six Sigma methods can be implemented in almost all sectors and successful gains can be obtained. Lean Six Sigma has wide range application in the world. Most applications are successful, while some of them are failed. In this study, reasons for unsuccessful Lean Six Sigma projects are examined. The way to convert unsuccessful project into successful project are suggested. Some solutions are carried out for this purpose.
Ado o do Programa Seis Sigma em um Fornecedor Automotivo: Análise de Fatores Relevantes na Implementa o
Rosa, Camila Almeida,Miguel, Paulo Augusto Cauchick
Teoria e Prática em Administra??o (TPA) , 2012,
Abstract: Since the development of the Six Sigma concept by Motorola in the 80’s many changes have made the market more competitive and demanding, especially in the automotive sector. The present work aims to describe the results of a case study of the Six Sigma program in an automotive company in the state of S o Paulo. This paper seeks to identify characteristics about the use of Six Sigma, such as implementation tools, project selection, training and the results obtained with the projects. In the end, besides identifying if the critical factors to the success of the program that the theory presents match with the reality of the company. As the main conclusion, the study shows that the company has used many of the theory recommendations in its application. Concerning training, the efforts were higher than the literature recommends, and it may be one of the main reasons for the success of the program.
Integrated product and process system with continuous improvement in the auto parts industry
I.B. Silva,G.F. Batalha,M. Stipkovik Filho,F.Z. Ceccarelli
Journal of Achievements in Materials and Manufacturing Engineering , 2009,
Abstract: Purpose: Quality systems (QS) update must be based on the enterprise organization to assure customer satisfaction, as Deming, Juran and Feigenbaum did in their time, to seek improvement processes to reach high quality performance. This way, the proposal of this paper is the development of quality system integration model of product and process with continuous improvement.Design/methodology/approach: To reach this goal, a Brazilian automotive parts quality system was improved through the Computer Integrated Manufacturing (CIM), Design for Manufacturing and Assembly (DFMA) and Lean Six Sigma (LSS) methodologies.Findings: The paper shows what the problems are during the factory quality system management. The results achieved in the studied company show the performance quality evolution through their indicators.Research limitations/implications: The article presents quality system problems of only one Brazilian plant of an automotive industry.Practical implications: Presented in this article should be a way to look for continuous improvement methods.Originality/value: The paper is supported on the authors’ practical experiences to improve the quality system at a Brazilian plant.
Analytical Models for Delivery Performance of a Supplier or a Service Provider  [PDF]
M. Chandra Paul, A. Vinaya Babu, D. Mallikarjuna Reddy, Malla Reddy Perati
American Journal of Industrial and Business Management (AJIBM) , 2013, DOI: 10.4236/ajibm.2013.36A005
Abstract: Delivery performance has evolved as an important metric in total quality management of an organization accredited with Lean Six Sigma and Capability Maturity Model (CMM) levels. Two analytical models are used to compute the delivery performance of an organization. One is deterministic and based on the number of days taken for the delivery and other is probabilistic and based on various stages of the product development which follow exponential distribution. For the second one cost effective analysis is made. This kind of analysis is very useful in the customer selection and appraisal of employee’s performance.
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