scholarly journals Improving Performance In A Service Company Using Project Management And Six Sigma

2011 ◽  
Vol 8 (1) ◽  
pp. 1-19
Author(s):  
Naglaa Hassan
Keyword(s):  
Project Management ◽  
Six Sigma ◽  
Service Company

Drilling Fluids Project Engineering Guidance and Most Common Fluids Related Challenges for Deepwater and HPHT Offshore Wells

2021 ◽  
Author(s):  
Ahmet Ay ◽  
Huseyin Ali Dogan ◽  
Ahmet Sonmez
Keyword(s):  
Project Management ◽  
Drilling Fluids ◽  
Offshore Drilling ◽  
Good Communication ◽  
Service Company ◽  
Execution Phase ◽  
High Pressure High Temperature ◽  
Contingency Plans ◽  
Work Model ◽  
Technical Discussion

Abstract This paper discusses both technical and project management aspects of drilling fluids services for deepwater and high pressure high temperature (HPHT) offshore drilling projects. The technical discussion part includes deepwater and HPHT specific fluids related concerns such as logistics, narrow drilling window, shallow hazards, gas hydrates, HPHT conditions and low temperature rheology; together with practical solutions for each of them. As some of these challenges cannot be met by only fluids itself, technologies such as managed pressure drilling (MPD), dual-gradient drilling (DGD) and use of special downhole tools are also included in the discussions. The project management aspect is covered for both the planning and execution phases. A newly developed Four Stage Planning Guideline (4SPG) with a recommended timetable is proposed for high-profile offshore drilling projects. Starting from fluids selection to preparation of the contingency plans is discussed in detail for the planning phase. Execution phase is discussed mainly for service company representatives on how to follow main or contingency plans effectively and ensure good communication is achieved with all parties involved. Work model presented in this paper can be used as a complete guideline by operating and service company representatives in order to increase the success rate of these high-risk offshore drilling projects and ensure learnings are captured in a structured way for continuous improvement.

The Novel Approach

2017 ◽  
pp. 1-12
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Quality Management ◽  
Portfolio Management ◽  
Six Sigma ◽  
The Novel ◽  
Mathematical Concepts ◽  
Process Flow ◽  
Novel Approach ◽  
Generic Algorithms

This chapter presents the novel Six Sigma DMAIC generic approach to Risk Management. The method is introduced first. In The Generic Approach and Algorithms section, generic mathematical concepts are elaborated. Also, four generic classes of applications of the proposed method are identified including: 1) Portfolio Management; 2) Quality Management; 3) Project Management; and 4) Income Management. Furthermore, four generic algorithms are elaborated for the respective four classes of application of the method. The generic algorithms include description and process flow of the applications. Finally, the modelling tools used in the book's elaborations are detailed, as well as references for how to use these tools and run Simulation and Stochastic Optimisation step-by-step.

How Project Management Overlaps with Lean Six Sigma

2018 ◽  
Vol 6 (2) ◽  
pp. 39-55 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Project Management ◽  
Six Sigma ◽  
Vital Role ◽  
Lean Six Sigma ◽  
Successful Implementation ◽  
Customer Requirements ◽  
Project Outcomes ◽  
Management Concepts ◽  
Management Perspective ◽  
Six Sigma Methodology

This article seeks to discuss how project management can help the Lean Six Sigma methodology impact project outcomes. It is found that projects managers play a vital role in the successful implementation of the LSS tools and on meeting customer requirements. This article analyzes and identifies the factors and constraints that projects face with the implementation of Lean Six Sigma methodology within the project management perspective. Further, this study provides a comparative analysis of different studies based on LSS tools and analyzes their applicability in different industries. This study found that there is a strong need for project management concepts and tools in the LSS methodology and vice versa. The article also identifies specific concepts and tools of project management that can help to improve the likelihood of success of LSS projects and initiatives. This article discusses how these project specific concepts and tools can be effectively used in LSS environments.

Lean Six Sigma in consumer banking – an empirical inquiry

2019 ◽  
Vol 36 (8) ◽  
pp. 1345-1369 ◽  
Author(s):  
Vijaya Sunder M. ◽  
L.S. Ganesh ◽  
Rahul R. Marathe
Keyword(s):  
Project Management ◽  
Real Time ◽  
Six Sigma ◽  
Academic Research ◽  
Selection Criterion ◽  
Lean Six Sigma ◽  
Future Research ◽  
Content Type ◽  
Managerial Implications ◽  
Practical Implications

Purpose The evolution of Lean Six Sigma (LSS) within the operations management theory has enjoyed significant success in both manufacturing and services. Though the applicability of LSS is evident in the services sector through various publications, academic research on the use of LSS in the Banking and Financial Services (BFS) is limited, and hence deserves greater attention. The purpose of this paper is to illustrate the application of LSS in consumer banking in real-time setting. Design/methodology/approach A case study method is used to study the application of LSS in two consumer banks with stage 1 featuring identification of appropriate consumer banks where LSS projects could be undertaken, and suitable LSS readiness assessment was performed. In stage 2, LSS project opportunities were identified in the select banks through stakeholder engagement. Finally, in stage 3, LSS projects were executed for process improvements in a real-time setting. Findings The case studies provide evidence of the successful application of LSS in consumer banking and the associated multiple benefits. The extent of applicability and appropriate managerial implications in project management context are elaborated. An LSS project selection criterion is recommended as a part of the study. Further, the study explains five important managerial implications in BFS context, with an outlook for future research. Research limitations/implications Practitioner research shows that BFS organizations have changed their ways of working by adapting LSS over the last decade. However, the academic research concerning the applicability of LSS in BFS is apparently limited, and none of these are specific to “consumer banking.” This study serves as a strong foundation for future research in this area, which is at its nascence and upcoming in the researchers’ community. However, strong generalizations should not be made as this study is limited to two cases. Practical implications Since the cases are executed in the real-time setup of consumer banks, the paper has several practical implications. First, the paper confirms the applicability of LSS in consumer banking and concludes that LSS project management is merely a sub-set of LSS deployment. Second, LSS needs to be understood using a “systems thinking” perspective in order to move away from a narrow project-only approach. An LSS project selection criterion is recommended as a part of the study, which could serve as a managerial resource. Other managerial implications include effective management of stakeholders and change leadership as essential elements of LSS project management in banks. Originality/value LSS has been successful in the past few decades in the manufacturing and service sectors. However, its application in BFS is limited. This study illustrates the applicability of LSS in consumer banks, which deals with high volumes of data, customer bases and associated financial transactions.

Risks Related to Lean Six Sigma Deployment and Sustainment Risks

2018 ◽  
Vol 9 (3) ◽  
pp. 82-105 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Risk Factors ◽  
Project Management ◽  
Human Resource ◽  
Six Sigma ◽  
Project Selection ◽  
Lean Six Sigma ◽  
Project Management Institute

Lean Six Sigma is a set of tools utilized by organizations to reduce cost and waste. There are risks associated with deploying and sustaining Six Sigma. The risks are different at each stage of the process. To ensure success, these risks must be identified and mitigated. From an organizational standpoint, companies need to understand the differences between Lean Six Sigma deployment and sustainment. The risk factors discussed in this article are leadership, human resource, and project selection. Since Lean Six Sigma is a project-based approach, many tools offered by the Project Management Institute (PMI) can be utilized to complement DMAIC structure. Since risks in improper management are inherent, using project management and Lean Six Sigma tools together is beneficial. This research attempts to identify and analyze the different risks associated with deploying and sustaining Lean Six Sigma. This article presents recommendations based on an analysis of collected information.

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