Continuous Improvement, Six Sigma and Risk Management

2020 ◽  
Vol 3 (2) ◽  
pp. 1-23
Author(s):  
Brian J. Galli
Keyword(s):  
Risk Management ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Process Management ◽  
Business Environment ◽  
Lean Six Sigma ◽  
Robust Methods ◽  
Peak Efficiency ◽  
Profit Margins ◽  
The Relationship

The competitive business environment today is something that has never been seen before, as technology continues to challenge the way in which business has been done. As profit margins continue to shrink, it is imperative that companies have robust methods of process management to ensure peak efficiency. Continuous improvement, known as Kaizen in Japanese, is a natural step forward that is informed by the decisions made using risk management. The purpose of this article is to study the relationship between continuous improvement and risk management. In order to accomplish this task, proper definitions will be established, and proof will be provided of their relationship in real-world examples. This article represents the ideas of Lean Six Sigma and Kaizen as methods to improve the processes in many different settings, as they become excellent tools for the continuous improvement phase. Six Sigma is a set of techniques that can detect and improve defects to reduce the variability in processes that may lead to undesirable inconsistencies. Moreover, the article looks at the barriers that stop companies from adopting these methodologies. Finally, the article discusses a method for the implementation of Kaizen and Lean Six Sigma in the form of A3.

How Continuous Improvement Can Support Logistics

2018 ◽  
Vol 1 (1) ◽  
pp. 1-23 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Continuous Improvement ◽  
Infinite Number ◽  
Research Methodology ◽  
Six Sigma ◽  
Meta Analysis ◽  
Lean Six Sigma ◽  
Pdca Cycle ◽  
Pros And Cons ◽  
The Relationship

This article introduces the basic idea of continuous improvement and its implications regarding logistics. Using a meta-analysis research methodology, the author analyzes the relationship and role that continuous improvement methods can play in the field of logistics. The study finds that the logistics field can benefit from using different forms of continuous improvement. These different methods to implement continuous improvement to logistics along with their pros and cons are discussed. Those methods include Lean, Six Sigma and PDCA cycle, which are explained in detail. Other methods are briefly introduced and reviewed. Some future ideas for further research are discussed in length. Although there are an infinite number of benefits in implementing continuous improvement to logistics, there are various limitations. Thus, this research will also explain each deficiency in depth.

Lean Six Sigma, strategic control systems, and organizational performance for automotive suppliers

2016 ◽  
Vol 7 (2) ◽  
pp. 110-135 ◽  
Author(s):  
Nurul Fadly Habidin ◽  
Sha’ri Mohd Yusof ◽  
Nursyazwani Mohd Fuzi
Keyword(s):  
Factor Analysis ◽  
Organizational Performance ◽  
Six Sigma ◽  
Business Environment ◽  
Lean Six Sigma ◽  
Equation Modeling ◽  
Strategic Control ◽  
Content Type ◽  
Automotive Suppliers ◽  
The Relationship

Purpose The aim of this paper is to develop a model that incorporate lean six sigma (LSS) implementation, strategic control system (SCS) and organizational performance (OP) in Malaysian automotive suppliers. Design/methodology/approach A survey through questionnaire was conducted to determine the level of LSS implementation, SCS and OP measurement. In all, 252 sets of questionnaire were successfully collected that brought to 64.3 per cent response rate. Structural equation modeling (SEM) technique was adopted to analyze the data gathered from the survey. Exploratory factor analysis, reliability analysis and confirmatory factor analysis for testing the construct validity, test for reliability and model measurement were carried out. Findings This study has provided a comprehensive measurement instrument to implement the LSS practices, SCS and OP for Malaysian automotive suppliers. As a result, seven LSS constructs, four for SCS and four measures for OP have been identified. This research model is a mediator model in which it investigates whether the presence of SCS mediates the relationship between LSS and OP. The analysis result through the SEM method showed that SCS does not affect the relationship between LSS and OP. However, SCS is improving OP when coupled with LSS. Research limitations/implications This study has only focused on the structured relationship between LSS Construct, SCS and OP measures. It is possible for other factors in the LSS practices to be studied in future experiments such as total productive maintenance, culture change, role structure and project management skills. Originality/value Future researchers could apply the LSS, SCS and OP measurement as a benchmark for use and can be replicated in other industry or country in the world with minor modifications on the critical factors necessary to suit the goals of the organization, culture and business environment. It could also be used as a business excellence and supplier selection tool for practitioners and researchers.

scholarly journals The Lean Six Sigma Algorithm—A Pathway for Decreasing the Continuous Improvement Projects Failure Rate

Proceedings ◽  
2020 ◽  
Vol 63 (1) ◽  
pp. 47
Author(s):  
Karam Al-Akel ◽  
Liviu-Onoriu Marian
Keyword(s):  
Failure Rate ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Manufacturing Processes ◽  
Timely Manner ◽  
Improvement Project ◽  
Project Failures ◽  
Specific Order ◽  
Selection Of

Even if Lean and Six Sigma tools are available for large audiences, many of the continuous improvement projects fail due to the lack of a pathway that ensures appropriate results in a timely manner. We would like to address this universal issue by generating, testing and validating an algorithm that improves manufacturing processes in a controlled manner. With a selection of the most valuable set of tools and concepts implemented in a specific order, a guideline for successful project implementation is proposed. Decreasing the overall number of continuous improvement project failures is the main scope of our algorithm and suggested methodology.

The application of Lean Six Sigma and supply chain resilience in maritime industry during the era of COVID-19

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yugowati Praharsi ◽  
Mohammad Abu Jami’in ◽  
Gaguk Suhardjito ◽  
Hui Ming Wee
Keyword(s):  
Supply Chain ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Business Processes ◽  
Lean Six Sigma ◽  
Maritime Industry ◽  
Content Type ◽  
Supply Chain Resilience ◽  
Control Approach ◽  
Logistics Services

Purpose This study aims to apply a Lean Six Sigma framework to support continuous improvement in the maritime industry (shipbuilding, logistics services and shipping companies) during COVID-19 pandemics. By applying the concepts of Lean Six Sigma and supply chain resilience, the most suitable continuous improvement method for the maritime industry is developed to maintain a resilient supply chain during COVID-19. Design/methodology/approach A specific shipbuilding, logistics services and shipping company in Indonesia is chosen as the research object. The Lean Six Sigma framework reveals the wastes through the supply chain resilience concept, and implements internal business processes to maintain optimal system performance. Findings The paper identifies important implementation aspects in applying Lean Six Sigma to shipbuilding, logistics services and shipping. The DMAIC (define, measure, analyze, improve and control) approach is applied to achieve supply chain resilience. Resilient measures are generated for the case companies to maximize performance during the pandemics. Practical implications This paper provides a new insight for integrating Lean Six Sigma and resilience strategies in the maritime industry during COVID-19 disruptions. The authors provide some insights to sustain the performance of the maritime industries under study. Originality/value This study is part of the first research in the maritime industry that focuses on continuous improvement during COVID-19 using Lean Six Sigma and supply chain resilience.

Business survival and market performance through Lean Six Sigma in the chemical manufacturing industry

2019 ◽  
Vol 10 (2) ◽  
pp. 566-600 ◽  
Author(s):  
Peter Muganyi ◽  
Ignatio Madanhire ◽  
Charles Mbohwa
Keyword(s):  
Continuous Improvement ◽  
Six Sigma ◽  
Market Performance ◽  
Lean Six Sigma ◽  
Chemical Product ◽  
Business Survival ◽  
Content Type ◽  
Chemical Manufacturing ◽  
Product Manufacturing

Purpose The research paper aims to unveil the practical use of Lean Six Sigma and its effectiveness as a business survival strategic tool by a chemical product realization concern, as well as to establish the market and business performance impacts on the manufacturing entity. Design/methodology/approach A case study approach was pursued with a multi-national chemical manufacturing entity in South Africa. A comprehensive literature research was undertaken to establish the contemporary tools used for implementing Lean Six Sigma, and the classification and flow of tools and steps undertaken to ensure the successful and effective application of Lean Six Sigma in a manufacturing organization and the benefits derived. The critical success factors and reasons of ineffective use of tools are reviewed. To ensure that a comprehensive research was conducted which is relevant to the body of knowledge in engineering, recent articles on the application of Lean Six Sigma were selected and reviewed during the progress of the study to add impetus to the relevance of the findings. Findings The research findings were mainly based on the inferences obtained from a chemical product manufacturing concern in South Africa, to distinguish the efficacy and relevance of Lean Six Sigma as strategic business survival tool and imputing strategic resonance to corporate strategy. Research limitations/implications This research was limited to distinguishing Lean Six Sigma as a business survival strategic tool and an ultimate enhancer of market performance for a chemical product manufacturing entity. The implementation and evaluation of the Lean Six Sigma methodology as a business survival strategic and market performance enhancement option for the case study organization was entailed as the corollary of deductive resemblance to similar entities. Practical implications This study enables continuous improvement practitioners to evaluate the Lean and Six Sigma practices. The advantages posed by the simultaneous and optimized application of the two approaches versus individual application were assessed and verified to produce enhanced continuous improvement. This poses further challenges to scholars and academics to pursue further researches on the practicality of applying Lean Six Sigma as a strategic option. Originality/value The paper prompts the efficacy of well publicized methodologies and evaluates their implementation for strategic performance for manufacturing organizations. The practical application, constraints and resultant effects of deploying Lean Six Sigma were reviewed to give impetus to the methodology.

A directed content analysis of viewpoints on the changing patterns of Lean Six Sigma research

2019 ◽  
Vol 31 (4) ◽  
pp. 641-654 ◽  
Author(s):  
Bryan A. Rodgers ◽  
Jiju Antony ◽  
Zhen He ◽  
Elizabeth A. Cudney ◽  
Chad Laux
Keyword(s):  
Continuous Improvement ◽  
Six Sigma ◽  
Design Methodology ◽  
Lean Six Sigma ◽  
Current Status ◽  
Short Term ◽  
Content Type ◽  
Changing Patterns ◽  
Practical Implications

Purpose The purpose of this paper, builds on previous studies that explored the research patterns over 15 years, is to consider the current status of the integration of Lean and Six Sigma. More specifically, this research addresses whether Lean and Six Sigma are stronger together and explores the reasons why Lean researchers and practitioners may be less likely to integrate Six Sigma in their work. Design/methodology/approach The research utilises a survey of 25 established and respected academics and practitioners from 16 countries. The questionnaire is analysed using a direct content approach and coded in NVivo. Findings The findings suggest that challenges may lie in the perception and understanding of statistics as well as short-term rather than long-term focus on improvement. The findings also suggest that academics and practitioners believe that Lean Six Sigma has developed over time and will continue to develop and improve as a methodology rather than being replaced with a new methodology. Research limitations/implications The survey has a sample size of 25, albeit all respondents are established and very experienced practitioners and academics. Practical implications For organisations that are introducing or refreshing their continuous improvement initiatives, this research identifies some of the challenges and provides the opportunity to address them to maximise the opportunities for success and sustainability. Originality/value The value of this paper is that it further addresses the debate over the integration of Lean and Six Sigma for many organisations which still employ Lean alone, but beyond this it explores how they will continue to develop and whether they are a permanent edition to the quality management landscape or a transition to something else.

scholarly journals Lean Six Sigma in Africa: Fad or real solution of competitiveness?

2013 ◽  
Vol 6 (3) ◽  
pp. 861-866 ◽  
Author(s):  
Said El Mezouari ◽  
Zahira Bouaouda ◽  
Hicham Drissi
Keyword(s):  
Performance Improvement ◽  
Continuous Improvement ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Business Development ◽  
The Other ◽  
Real Solution ◽  
Management Instrument ◽  
To Come ◽  
The Right

Companies tend increasingly to turn to the so-called continuous improvement in order to improve their performance and thus enhance their competitiveness approaches. In times of crisis, the use of these approaches becomes mandatory. In this context, the Lean Six Sigma is incontestably today a vehicle for business development as it allows performance improvement through various appropriate tools on one side, and incitement to contribution of different actors in the company, on the other side. In Africa, the Lean Six Sigma looks like an opportunity that seems to come at the right time in an environment that seems to need it. Is it then a management instrument emerging from a fad phenomena, or is it a real tool for performance improving for African companies, responding to a real need?

Lean Six Sigma implementation and organizational culture

2015 ◽  
Vol 28 (8) ◽  
pp. 855-863 ◽  
Author(s):  
Susan Knapp
Keyword(s):  
Organizational Culture ◽  
Cultural Values ◽  
Rhode Island ◽  
Six Sigma ◽  
Hospital Staff ◽  
Lean Six Sigma ◽  
Assessment Instrument ◽  
Management Support ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components – management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure. Design/methodology/approach – The study involved surveying 446 human resource and quality managers from 223 hospitals located in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument. Findings – In total, 104 completed responses were received and analyzed using multivariate analysis of variance. Follow-up analysis of variances showed management support was significant, F(3, 100)=4.89, p < 0.01, η2=1.28; infrastructure was not significant, F(3, 100)=1.55, p=0.21, η2=0.05; and using Lean Six Sigma methods was also not significant, F(3, 100)=1.34, p=0.26, η2=0.04. Post hoc analysis identified group and development cultures having significant interactions with management support. Practical implications – The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean Six Sigma initiative key components. This information assists hospital staff who are considering implementing quality initiatives by providing an understanding of what cultural values correspond to effective Lean Six Sigma implementation. Originality/value – Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm’s influence can utilize strategies to better implement Lean Six Sigma.

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