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.

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.

scholarly journals Disclosure Integration of Lean Six Sigma Principles in Sustainable Supply Chain in Poultry Industry

2021 ◽  
Vol 4 (1) ◽  
pp. 300-312
Author(s):  
Ratna Yulia Kusumastuti ◽  
Heti Mulyati ◽  
Gendut Suprayitno
Keyword(s):  
Supply Chain ◽  
Environmental Sustainability ◽  
Six Sigma ◽  
Management System ◽  
Security Management ◽  
Lean Six Sigma ◽  
Poultry Industry ◽  
Supply Chain Security ◽  
Negative Effect ◽  
Positive Effect

The poultry industry has been in the spotlight for its enormous potential economic development. However, poultry industry is still not implementing the concept of sustainability properly. There are still many wastes that have not been managed properly and there are still many problems in the supply chain that require more systematic handling. Many studies have shown that the implementation of Lean Six Sigma (LSS) and sustainability has positive results on the company's bottom line performance. This research tried to integrate the application of LSS principles and sustainability along the supply chain in the poultry industry in Indonesia. Data were collected from 4 listed poultry firms in Indonesia. The research method used SEM PLS with SmartPLS software. The results showed that supply chain security management system disclosure as the principle of LSS had a positive effect on the collaboration of supply chain disclosure and collaboration of supply chain disclosure had a positive effect on sustainability. The results also showed that risk management disclosure had a negative effect on the collaboration of supply chain disclosure and economic sustainability had a negative effect on environmental sustainability, but social sustainability had a positive effect on environmental sustainability. Based on the results of this study, there is a need to improve supply chain security management system and supply chain collaboration in order to advance sustainable poultry industry.

Lean Six Sigma strategy in telecom manufacturing

2014 ◽  
Vol 114 (6) ◽  
pp. 904-921 ◽  
Author(s):  
Roy Andersson ◽  
Per Hilletofth ◽  
Peter Manfredsson ◽  
Olli-Pekka Hilmola
Keyword(s):  
Supply Chain ◽  
Six Sigma ◽  
Single Case ◽  
Lean Six Sigma ◽  
Content Type ◽  
Strategic Emphasis ◽  
Company Culture ◽  
Difficult Times ◽  
Practical Implications

Purpose – The purpose of this paper is to elaborate, how the use of a joint-use strategy of Lean and Six Sigma can improve flexibility, robustness, and agility. Telecom manufacturing has been under tremendous change after dot.com bubble burst in the early 2000, and new competition has originated from Asia. Being successful requires now more than before, and joint-use of strategies is one option to survive. Design/methodology/approach – A single case study from a Swedish company operating in the telecom manufacturing was conducted. In particular, a Six Sigma project was followed and analyzed during 2002. However, the outcome of the Six Sigma project has been studied in longitudinal manner until 2014. Findings – The Lean Six Sigma strategy ensures flexible, robust, and efficient processes. However, to make them more agile in order to sustain in today's highly competitive environment, something more is required. This could include staff training, strengthening company culture and collaborating with key partners in the supply chain. Research limitations/implications – This study is limited to large company that usually has a lot of resources and choices where to put the strategic emphasis as well as has level of control of the supply chain operations. The situation could be very different in small and medium-sized companies and thus it may be more difficult to realize the Lean Six Sigma strategy in such environment. On the other hand, the processes in these companies are often less complex. Practical implications – This research provides guidance on how to manage the Lean Six Sigma strategy in order to ensure more flexible, robust, and efficient processes as well as how to perform a Six Sigma project in Lean environment, in a proper manner. Originality/value – This research provides guidance to companies regarding the applicability and properties of the Lean Six Sigma strategy. The paper will also serve as a basis for other companies and industries, on how to survive in difficult times.

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.

scholarly journals Validation of Sustainability Benchmarking Tool in the Context of Value-Added Wood Products Manufacturing Activities

2019 ◽  
Vol 11 (8) ◽  
pp. 2361 ◽  
Author(s):  
Cagatay Tasdemir ◽  
Rado Gazo
Keyword(s):  
Life Cycle Assessment ◽  
Life Cycle ◽  
Six Sigma ◽  
Value Added ◽  
Primary Objective ◽  
Lean Six Sigma ◽  
Wood Products ◽  
Bottom Line ◽  
Sustainability Performance ◽  
Base Points

The primary objective of this study was to validate the sustainability benchmarking tool (SBT) framework proposed by the authors in a previous study. The SBT framework is focused on benchmarking triple bottom line (TBL) sustainability through exhaustive use of lean, six-sigma, and life cycle assessment (LCA). During the validation, sustainability performance of a value-added wood products’ production line was assessed and improved through deployment of the SBT framework. Strengths and weaknesses of the system were identified within the scope of the bronze frontier maturity level of the framework and tackled through a six-step analytical and quantitative reasoning methodology. The secondary objective of the study was to document how value-added wood products industries can take advantage of natural properties of wood to become frontiers of sustainability innovation. In the end, true sustainability performance of the target facility was improved by 2.37 base points, while economic and environmental performance was increased from being a system weakness to achieving an acceptable index score benchmark of 8.41 and system strength level of 9.31, respectively. The social sustainability score increased by 2.02 base points as a function of a better gender bias ratio. The financial performance of the system improved from a 33% loss to 46.23% profit in the post-improvement state. Reductions in CO2 emissions (55.16%), energy consumption (50.31%), solid waste generation (72.03%), non-value-added-time (89.30%), and cost performance (64.77%) were other significant achievements of the study. In the end, the SBT framework was successfully validated at the facility level, and the target facility evolved into a leaner, cleaner, and more responsible version of itself. This study empirically documents how synergies between lean, sustainability, six-sigma and life cycle assessment concepts outweigh their divergences and demonstrates the viability of the SBT framework.

Environmental Performance as Key Performance Indicators in the Lean Six-Sigma Methodology

2012 ◽  
Vol 488-489 ◽  
pp. 1082-1086 ◽  
Author(s):  
Pregiwati Pusporini ◽  
Kazem Abhary ◽  
Lee H.S. Luong
Keyword(s):  
Product Quality ◽  
Continuous Improvement ◽  
Performance Indicators ◽  
Six Sigma ◽  
Environmental Performance ◽  
Key Performance Indicators ◽  
Lean Six Sigma ◽  
New Paradigm ◽  
Quality Cost ◽  
Six Sigma Methodology

Lean six-sigma methodology focuses on continuous improvement approach with an emphasis on improving the product quality and reducing waste. Recent studies of lean six-sigma methodology indicated that this methodology commonly focus on four areas of performance namely quality, cost time and service. In this paper, an environmental performance is proposed into lean six-sigma methodology. An environmental performance needs to be integrated into lean six-sigma as a new paradigm of lean six-sigma methodology to achieve overall competitiveness of product.

How to use lean Six Sigma methodology to improve service process in higher education

2019 ◽  
Vol 10 (4) ◽  
pp. 883-908
Author(s):  
Na Li ◽  
Chad Matthew Laux ◽  
Jiju Antony
Keyword(s):  
Higher Education ◽  
Literature Review ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Service Process ◽  
Bottom Line ◽  
Content Type ◽  
Root Cause ◽  
Lessons Learnt

Purpose The purpose of this paper is to use a practical case study approach to demonstrate the power to use lean Six Sigma (LSS) to improve service process in a higher education institution (HEI). The paper also illustrated the barriers and challenges met and lessons learnt for the LSS adoption in this HEI. Design/methodology/approach Prior to the study, extensive literature review was conducted to understand various aspects of LSS in HE industry. The authors use a single descriptive case study as methodology to explain how DMAIC was applied within a HEI environment. Findings In this LSS case study, the team found HEI service process contains a large human behavior component, which dramatically increases the unpredictability of the entire service delivery process and increases the complexity of the process and the ability of the improvement team to identify the root cause. This case study demonstrates the numerous challenges will occur in working with the intangible factors that are both hard to recognize, quantify and rarely tracked by organization. Practical implications During the research, the pre-award service process was studied, data were recorded and various statistical tool and techniques were used to discover and resolve the root cause. The lessons learnt of the LSS adoption in this service process in HEI and the problems encountered were all recorded in this study, which will be helpful for future research in HEI industry. Originality/value From the literature review, LSS has been widely adopted in manufacturing industry, increased adoption in service, but there has been limited academic research about the implementation in nonprofit, service sectors, particular to higher education industry. The major benefit of implementation LSS in both manufacturing and service is considerable improvement to the bottom line. However, in this HEI case study, it has opened up the direction to implement LSS to better serve your customer as ultimate mission instead of financial gains.

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