scholarly journals Process Capability and Six Sigma Methodology Including Fuzzy and Lean Approaches

10.5772/10389 ◽  
2010 ◽  
Author(s):  
Ozlem Senvar ◽  
Hakan Toz
Keyword(s):  
Six Sigma ◽  
Process Capability ◽  
Six Sigma Methodology

scholarly journals Improvement of production process capability — a case study of two furniture companies

2021 ◽  
Vol 13 (3) ◽  
pp. 37-49
Author(s):  
Andrea Sujová ◽  
Lubica Simanová
Keyword(s):  
Quality Management ◽  
Six Sigma ◽  
Management System ◽  
Quality Management System ◽  
Process Capability ◽  
Manufacturing Companies ◽  
International Enterprise ◽  
Positive Effects ◽  
Domestic Capital ◽  
Six Sigma Methodology

Abstract The article aims to assess the improvement of the process capability by implementing the Six Sigma methodology in furniture enterprises with different levels of the quality management system (QMS) and ownership. The implementation of the Six Sigma methodology according to the DMAIC steps, also analysis, evaluation, and comparison of the implementation results were performed to improve the process performance. The implementation of the Six Sigma methodology was carried out in an international enterprise with foreign capital and a certified Quality Management System (QMS) and in a domestic enterprise with purely domestic capital without an established Quality Management System. The implementation results confirmed the positive development in the key indicators of critical processes, namely, in the reduction of DPMO, the increase of efficiency and the level of Sigma Process, and the values of process capability indices. The positive effects were more pronounced in the international enterprise compared to the domestic. The application of the Six Sigma methodology brings better results in manufacturing companies with international management skills and implemented certified QMS. These two aspects can be key success factors by managing and improving process capability. The practical contribution of the paper can be seen in the proposal of suitable methods and tools by implementing Six Sigma conception in furniture manufacturing regardless of the ownership or level of quality management systems.

Enhancing the process capability of machining process of boring tool holder by application of six sigma methodology

2021 ◽  
Author(s):  
Sudheer D. Kulkarni ◽  
N.D. Prasanna ◽  
S. Mirunalini ◽  
C. Akshaya ◽  
Reddivari Deekshitha ◽  
...  
Keyword(s):  
Six Sigma ◽  
Process Capability ◽  
Machining Process ◽  
Tool Holder ◽  
Boring Tool ◽  
Six Sigma Methodology

#58: Improving the Peritoneal Dialysis Program in a Pediatric hospital in Honduras Using Six Sigma Methodology

2021 ◽  
Vol 10 (Supplement_1) ◽  
pp. S20-S21
Author(s):  
Sara Eloisa Rivera Molina ◽  
Claudia Romero Quiroz ◽  
Dilcia Sauceda Acosta
Keyword(s):  
Risk Factors ◽  
Peritoneal Dialysis ◽  
Six Sigma ◽  
Peritoneal Fluid ◽  
Dwell Time ◽  
Clinical Signs ◽  
Pediatric Hospital ◽  
Gram Negative ◽  
Six Sigma Methodology ◽  
Fluid Cell

Abstract Background Peritoneal dialysis (PD) is the most common method of renal replacement therapy (RRT) in pediatric patients in Honduras. It has improved survival and quality of life. Unfortunately, there are complications associated with the use of PD catheters, 85% of which, are of infectious origin. These infections carry a high burden of morbidity and mortality, lengthen hospital stays, and increase costs and are a motive for transfer to hemodialysis. Hospital María Especialidades Pediátricas (HMEP) is a pediatric hospital caring for patients with chronic kidney disease in Honduras, PD has been offered as a method for RRT since September 2014. Methods In HMEP, monitoring of PD infection rates through active surveillance began December 1, 2017, as the first step (define and measure) toward the improvement of the PD Program based on Six Sigma methodology. A case of peritonitis was diagnosed when at least 2 of the following 3 criteria were met: (1) Clinical signs or symptoms of peritonitis (cloudy effluent or abdominal pain with fever or vomiting); (2) Altered peritoneal fluid cell count (after a dwell time of 2 hours: a WBC above 100 cells/mm3 in an uncentrifuged sample, with at least 50% neutrophils; or any WBC count with at least 50% neutrophils if the dwell time was less than 2 hours); (3) Positive peritoneal fluid culture. Patient data, risk factors for infection, causative organisms, and event outcomes were recorded. We present the main results of the analysis phase of all peritonitis cases using descriptive statistics. Results From December 1, 2017, through November 30, 2019, 79 patients required PD, representing 8931 catheter-days; and 30 peritonitis episodes occurred among 28 individuals (35%). The peritonitis rate during the 2-year surveillance period was 1.2 infections per patient-years (ideally: <0.67). Twenty-seven (90%) of cases were classified as healthcare associated since these patients underwent PD 3 times a week in the hospital and the catheter was only manipulated by medical staff; the other patients received dialysis at home. The median time from catheter placement to the event was 27 days (5–383 days). All patients had clinical signs or symptoms of peritonitis. Peritoneal fluid cell count results were available for 29 infections, all of which reported altered results. Peritoneal fluid cultures were positive in only 12 events (40%); 6 (50%) reported Gram-negative organisms, 5 (41%) reported Gram-positive and 1 reported Aspergillus spp. Nonfermentative Gram-negative bacteria (Pseudomonas aeruginosa and Acinetobacter lwoffii) were the most common organisms identified; Staphylococcus epidermidis was the most common Gram-positive. Ten events (33%) required removal and replacement of the catheter due to the infection, 6 (20%) required permanent transfer to hemodialysis; 2 (7.1%) patients experienced a relapse. Two (7.1%) died due to infection. Conclusions Implementing Six Sigma methodology allowed us to improve our PD Program by objectively quantifying the magnitude of the problem and identifying risk factors. This supported the infection prevention and control team with the implementation and improvement of preventive measures: change in hand hygiene products (from triclosan to chlorhexidine), increasing hand hygiene compliance, improving connection/disconnection procedure, PD catheter insertion, and maintenance, empowerment of caregivers.

Measure and Analyze the Problems of Concrete Mixture Production via Six Sigma DMAIC Tools: Central Concrete Mix Plant as a Case Study

2012 ◽  
Vol 622-623 ◽  
pp. 472-477
Author(s):  
Ali A. Karakhan ◽  
Angham E. Alsaffar
Keyword(s):  
Six Sigma ◽  
Business Strategy ◽  
Concrete Mixture ◽  
Statistical Tools ◽  
Sigma Level ◽  
Defect Rate ◽  
Concrete Production ◽  
Concrete Mix ◽  
Six Sigma Methodology

The aims of this study are to measure the defect rate and analyze the problems of production of ready concrete mixture plant by using Six Sigma methodology which is a business strategy for operations improvement depending basically on the application of its sub-methodology DMAIC improvement cycle and the basic statistical tools where the process sigma level of concrete production in the case study was 2.41 σ.

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.

Defects Reduction in Spheroidal Graphite Iron Casting Process of a Jackscrew Manufacturer

2021 ◽  
Vol 891 ◽  
pp. 174-182
Author(s):  
Supachart Muangyai ◽  
Parames Chutima
Keyword(s):  
Six Sigma ◽  
Process Capability ◽  
Casting Process ◽  
End Users ◽  
Spheroidal Graphite ◽  
Iron Casting ◽  
Spheroidal Graphite Iron ◽  
Six Sigma Approach

This research focused on defects reduction in spheroidal graphite iron casting process of a jackscrew manufacturer in which graphite nodularity was lower than a given specification (75%). This situation could lead to serious issues and accident to end-users. The Six Sigma approach of DMAIC was employed to identify and eliminate the problems. The result obtained after implementing the Six Sigma showed that the process capability was improved from-0.47 to 2.04, and the average per cent graphite nodularity was increased significantly from 61.49% to 86.43%.

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