A Six Sigma Framework for Software Process Improvements and its Implementation

2007 ◽  
Author(s):  
Zhedan Pan ◽  
Hyuncheol Park ◽  
Jongmoon Baik ◽  
Hojin Choi
Keyword(s):  
Six Sigma ◽  
Software Process ◽  
Process Improvements

New Horizons for Shipbuilding Process Improvement

2005 ◽  
Author(s):  
Bahadir Inozu ◽  
M. J. Niccolai ◽  
Clifford A. Whitcomb ◽  
Brian Brian MacClaren ◽  
Ivan Ivan Radovic ◽  
...  
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Defense Contractors ◽  
New Era ◽  
Process Improvements ◽  
New Horizons ◽  
Direct Reports ◽  
Design For Six Sigma ◽  
Strategy Design

“In 2004, we start an Initiative --Lean Six Sigma Initiative to achieve our Op Ex Goals. We will be conducting a number of on boarding sessions for Six Sigma with senior leaders in DOD, NAVY, and most importantly Defense Contractors. We will require Six Sigma training for direct reports.” John Young, ASN (RDA) The announcement of NAVSEA’s Lean Six Sigma initiative has ushered in a new era in the ways that naval combatants are designed, built, and operated. As the Navy’s budgetary constraints increase in the coming years, the challenges they face in the 21st century will grow. New levels of process performance are mandated. This paper first highlights the opportunities that the Lean Six Sigma roadmap brings to shipbuilding process improvement and then details the efforts to adopt Lean Six Sigma and align it with the continuous improvement initiative at NGSS. Aspects of management strategy, Design for Six Sigma, replicating process improvements as part of integrating Lean Six Sigma with Knowledge Management are discussed.

Developer-Driven Quality

2011 ◽  
pp. 181-200
Author(s):  
Gina C. Green ◽  
Rosann W. Collins ◽  
Alan R. Hevner
Keyword(s):  
Software Development ◽  
Software Quality ◽  
Perceived Control ◽  
System Development ◽  
Software Process ◽  
Process Improvements ◽  
Development Organizations ◽  
Individual Productivity ◽  
Development Outcomes ◽  
Effective Use

Much attention has been given to Software Process Improvements (SPIs) based on the premise that system development outcomes are largely determined by the capabilities of the software development process. The content of this chapter presents the results of a set of research projects investigating why SPIs have not been diffused and utilized in the software engineering community as expected (Fayad et al., 1996; Fichman & Kemerer, 1997; Luqi & Goguen, 1997; Pfleeger & Hatton, 1997). We show that a software developer’s perceived control over the use of an SPIimpacts its diffusion success. Additionally, we show that a software developer’s perceptions of enhanced software quality and increased individual productivity achieved through SPI use impact the successful diffusion of the SPI. Results of these research efforts support the compilation of a clear set of management guidelines to ensure the effective use of SPIs in software development organizations.

Process-Centered Contributions to Information Systems Quality

2011 ◽  
pp. 158-180 ◽  
Author(s):  
Evan W. Duggan ◽  
Richard Gibson
Keyword(s):  
Information Systems ◽  
Direct Relationship ◽  
Software Process ◽  
Quality Systems ◽  
High Quality ◽  
Process Improvements ◽  
Systems Quality ◽  
Quality Programs ◽  
The Many ◽  
Information Systems Quality

The growing attendance at seminars and conferences dedicated to quality programs attests to the increasing recognition of the continued importance of quality. Unfortunately, in many organizations, this intensified quality focus has not been effectively applied to information systems — a surprising outcome given the many demonstrations of a direct relationship between information systems delivery process and information systems quality and success. In this chapter, we analyze process-centered contributions and solutions to the increasing challenges of producing high-quality systems. We provide a balanced overview of evidence that has emerged from practical, real-world experiences and empirical research studies, an overview that incorporates the positions of both proponents and opponents of process-centricity. We then provide an assessment of the contexts in which software process improvements and quality- enhancing initiatives can thrive.

scholarly journals Integrating Lean Six Sigma and Supply Chain Practices for Improving the Supply Chain Performance

2012 ◽  
pp. 67-74 ◽  
Author(s):  
Sunil Jauhar ◽  
Piyush Tillasi ◽  
Rachana Choudhary
Keyword(s):  
Supply Chain ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Supply Chain Performance ◽  
Statistical Control ◽  
Bottom Line ◽  
Quality Cost ◽  
Process Improvements ◽  
Organizational Functions ◽  
Product And Process

This paper describes the fusion of Lean and Six Sigma is required to achieve the fastest rate of improvement in quality, cost, delivery and process speed. By combining Lean and Six Sigma it is possible to achieve highly effective improvements in a company’s operations. Six Sigma doesn’t focus on speed. And, Lean cannot bring a process under statistical control. Lean Six Sigma efforts tend to be aligned by organizational functions rather than supply chains. This can result in departmental improvements, but fall short in achieving end to end supply chain improvements. Supply chain management (SCM) is a major issue in many industries as organizations begin to appreciate the criticality of creating an integrated relationship with their suppliers and customers, as well as all other stakeholders. It is concerned with smoothness, economically driven operations and maximizing value for the end customer through quality delivery. Hence, research is undertaken to integrate lean Six Sigma and SCM that will focus on how their integration drives rapid focused product and process improvements which result in controlled, sustainable, and validated improvements to the bottom line.

scholarly journals Lean Six Sigma for Quality and Performance Improvement of POH Process of Wagon Wheel CTRB

2019 ◽  
pp. 471-486
Author(s):  
Tafadzwa Majoni ◽  
Prashant Tomar
Keyword(s):  
Six Sigma ◽  
Lean Six Sigma ◽  
Premature Failure ◽  
Process Improvements ◽  
Work In Process ◽  
Long Run ◽  
Takt Time ◽  
Improvement Programs ◽  
Lean Tools ◽  
Tools And Techniques

Due to high competition in present world, every end user of a product demand their products to be delivered to them on time with good quality. Hence it is an objective of every industry to satisfy their customer requirements. In the long run, this can be achieved by continuous and constant process improvements. Lean Six Sigma is an overall quality improvement approach combining and capitalizing the strengths of Six Sigma and Lean Management improvement programs. In CTRB periodic overhaul, several process steps and workplaces are required for the job, the movement of inventory between the workplaces can be very time consuming unless it is suitably planned. The major areas that need great attention in this system are WIP (work in process), Takt time and process variability. In this study, focus is on the application of lean tools and techniques with their principles coupled with six sigma DMAIC methodology. The objective of this study is to identify the best possible tools and techniques to tackle premature failure of CTRBs whilst in service due to early presence of defects which are closely associated to the POH process. It also discusses the methodology generally adopted, tools and techniques used and benefits obtained. By mapping current state of the POH process and takt time, future state improvement can be done in order to reduce cycle time using Lean tools such as Poke-Yoke, Jidoka, 5S, SMED

Process improvement in farm equipment sector (FES): a case on Six Sigma adoption

2014 ◽  
Vol 5 (1) ◽  
pp. 62-88 ◽  
Author(s):  
Anupama Prashar
Keyword(s):  
Customer Satisfaction ◽  
Process Improvement ◽  
Six Sigma ◽  
Valve Body ◽  
Content Type ◽  
Process Improvements ◽  
System Improvement ◽  
Farm Equipment ◽  
Critical Process ◽  
Field Failure

Purpose – The purpose of this study is to exhibit how a leading company operating in farm equipment sector (FES) in India utilized Six Sigma statistical tools to reduce field failures of tractor assembly and thereby improved customer satisfaction. Design/methodology/approach – The study adopted Six Sigma define-measure-analyse-improve-control (DMAIC) methodology in order to identify numerous critical process improvements. Findings – After completing the define, measure and analyze phase, it was found that the processes of lapping, spring scragging, and assembly of valve body were incapable. The major recommendations made during the improve phase were to change the hydraulic oil; replacement of manual grinder with tool and cutter grinder for flat drill grinding; automation of lapping system; improvement in spring scragging system, change in piston design, etc. As a result of the implementation of remedies, field failure reduced by 95 percent producing a cost saving of almost INR 4.366 million/annum. Originality/value – This specific case demonstrates the successful application of Six Sigma DMAIC methodology in FES for driving down the field failures and improved customer satisfaction.

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