Integrating Six Sigma and Lean manufacturing for process improvement

2013 ◽  
pp. 323-336 ◽  
Author(s):  
Ike Ehie ◽  
Rupy Sawhney
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Lean Manufacturing

Process Improvement of Brake Lever Production Using DMAIC (+)

2011 ◽  
Author(s):  
Chittaranjan Sahay ◽  
Suhash Ghosh ◽  
Pradeep Kumar Bheemarthi
Keyword(s):  
Data Analysis ◽  
Problem Solving ◽  
Process Improvement ◽  
Six Sigma ◽  
Lean Manufacturing ◽  
Cost Effective ◽  
Poor Quality ◽  
Statistical Process ◽  
Automotive Components ◽  
The Cost

This work describes a strategy to reduce the cost associated with poor quality, by reducing the parts per million defects by Defining, Measuring, Analyzing, Implementing and Controlling (DMAIC) the production process. The method uses a combination of principles of Six Sigma applications, Lean Manufacturing and Shanin Strategy. The process has been used in analyzing the manufacturing lines of a brake lever at a Connecticut automotive components manufacturing company for reducing the cost associated with the production of nonconforming parts. The analysis was carried out with the help of the data collected on nonconformance parts and the application of phase change rules from DMAIC (+). Data analysis was carried out on statistical process control softwares, MINITAB and SPC XL 2000. Although, the problem of tight bushing existed on only one line of the brake lever assembly, this problem solving approach has solved the tight bushing problems on all assembly and alternates lines in a time- and cost-effective way.

scholarly journals An Integrated Lean Six Sigma Approach to Modeling and Simulation: A Case Study from Clothing SME

2021 ◽  
Vol 0 (0) ◽  
Author(s):  
Abbes Nedra ◽  
Sejri Néjib ◽  
Jaouachi Boubaker ◽  
Cheikhrouhou Morched
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Lean Manufacturing ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Small Medium Enterprises ◽  
Medium Enterprises ◽  
Six Sigma Approach ◽  
Quality Production

Abstract To improve quality, production, and service delivery, clothing industries look toward continuous improvement approaches such as lean manufacturing, Six Sigma, and Lean Six Sigma (LSS). Simulation is one of the effective methods which aim to examine different solution scenarios. This study explores how LSS and simulation can be integrated based on the Sim-Lean approach, using a process improvement effort in clothing small–medium enterprises (SMEs). A structured framework integrating these research methodologies is developed, which might benefit a variety of future clothing process improvement efforts, and could inform quality improvement efforts in other industries. The aim is to allow a successful implementation of the approach in the clothing industry to improve the lead time, the daily output, the average staying times (min) of jobs waiting in queues, and the resource utilization.

Credit card account opening excellence using six sigma methodology

2016 ◽  
Vol 7 (3) ◽  
pp. 294-323 ◽  
Author(s):  
Samsul Islam
Keyword(s):  
Process Improvement ◽  
Six Sigma ◽  
Credit Card ◽  
Current Knowledge ◽  
Case Study Methodology ◽  
Content Type ◽  
Study Results ◽  
Six Sigma Methodology ◽  
Six Sigma Approach ◽  
Opening Process

Purpose This study aims to expand the current knowledge of the Six Sigma approach in a period of time when there is little direct evidence of the need to improve the credit card account opening process. This is an important but neglected area of focus in the Six Sigma literature. This study explores the extent to which process improvement practices are extended to the credit card department. Design/methodology/approach A case study methodology is adopted in this study to facilitate an exploration of the implemented Six Sigma approach in the credit card department of a leading commercial bank. The process improvement tool used is the define, measure, analyze, improve and control (DMAIC) cycle. Findings The study’s results confirm that the Six Sigma approach improves the quality of the credit card account opening process. So, the Six Sigma approach can account for a reduced number of keying-in errors, resulting in better data accuracy and improved customer satisfaction. Research limitations/implications The authors, in an attempt to render the study results more feasible for data collection, have chosen to focus on the process of the new accounts unit of the credit card department. Therefore, the authors have not taken into account the other units (e.g. transaction processing) of the same department. Practical implications The results of this study will be useful in persuading bank management to evaluate and implement the Six Sigma approach. Hence, this research will assist bank managers with replies to questions, such as: “What impact will Six Sigma have on process-centric improvement, such as the new accounts opening process of a credit card department?” Originality/value Within the literature on the Six Sigma practice, there is little research that focuses on the implementation of this particular toolset especially for credit card departments. This indicates a gap in the field. A new contribution to bridging that gap comes from the analysis of the results for the Six Sigma concept, which addresses the new accounts opening process.

scholarly journals The Key Success Factors for Lean Manufacturing versus Six Sigma

2016 ◽  
Vol 12 (2) ◽  
pp. 169-182 ◽  
Author(s):  
Ibrahim Alhuraish ◽  
Christian Robledo ◽  
Abdessamad Kobi
Keyword(s):  
Six Sigma ◽  
Lean Manufacturing ◽  
Success Factors ◽  
Key Success Factors
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