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1 – 10 of over 1000This research aims to enhance the operational excellence and continuous improvement of the retail supply chain in the Saudi Thobe Factory through an integrated approach of Six…
Abstract
Purpose
This research aims to enhance the operational excellence and continuous improvement of the retail supply chain in the Saudi Thobe Factory through an integrated approach of Six Sigma DMAIC (Define-Measure-Analyze-Improve-Control) with artificial intelligence (AI).
Design/methodology/approach
The study identified the tailoring department as the department with maximum defects by using voice of customer and critical to quality tools. An AI-integrated Six Sigma approach was applied to identify and eliminate nonproductive stages, and a new facility layout was designed to enhance productivity and customer satisfaction.
Findings
The use of the factor rating method and simulation using Arena software led to an improved sigma level from 1.597 to 2.237, representing an increment of about 40%. Additionally, the defects per million opportunities reduced from 461,538 to 230,769. The study can help production industry management to optimize facility layouts and improve overall production line efficiency.
Practical implications
This study addresses the lack of published research on the use of an integrated approach of Six Sigma DMAIC with AI in the retail and distribution sector of Saudi Arabia, particularly for small and medium-sized enterprises (SMEs). The study demonstrates how this approach may significantly boost SMEs’ performance and provides a basis for future research in this area.
Originality/value
This study provides a practical example of how an integrated approach of Six Sigma DMAIC with AI can be used in the retail and distribution sector of Saudi Arabia to enhance operational excellence and continuous improvement. The study highlights the potential benefits of this approach for SMEs in the region and provides a framework for future research.
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Huay Ling Tay and Hui Shan Loh
With the advent of technological connectivity and access to massive data, the possibilities of augmenting Lean Six Sigma’s Define-Measure-Analyze-Improve-Control (LSS’s DMAIC…
Abstract
Purpose
With the advent of technological connectivity and access to massive data, the possibilities of augmenting Lean Six Sigma’s Define-Measure-Analyze-Improve-Control (LSS’s DMAIC) problem-solving approach with advanced technologies are enormous. This paper aims to examine digital transformations (DT) of supply chains from a process improvement angle using the LSS DMAIC approach.
Design/methodology/approach
This paper uses a case study approach. Three exemplary case studies were examined to shed light on how LSS can aid in DT to achieve enterprise-wide improvements and enhance value across the supply chains.
Findings
The paper provides a conceptual framework based on a structured DMAIC problem-solving approach to drive improvements in supply chains. The conceptual framework also provides a systematic approach for big data to be integrated in LSS initiatives to achieve greater supply chain performance.
Originality/value
This paper extends research in LSS supply chains by providing a guidance through a conceptual framework that integrate DT and LSS supply chains to support successful digital transformation and LSS supply chains.
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This paper aims to investigate the sources of variation in aluminum profiles hot extrusion process for the purpose of process capability improvement at National Aluminum and…
Abstract
Purpose
This paper aims to investigate the sources of variation in aluminum profiles hot extrusion process for the purpose of process capability improvement at National Aluminum and Profiles Company (NAPCO) in Palestine. The critical-to-quality characteristics (CTQ) have been determined as base variables to measure the process capability.
Design/methodology/approach
The DMAIC (Define, Measure, Analyze, Improve, and Control) Lean Six Sigma (LSS) approach has been adopted to conduct this study. More specifically, historical data analysis and PARETO charts have been employed. The defects' root causes have been determined using the cause-and-effect diagram and decision matrix. A course of suggested actions has been established to help in improving extrusion process capability. Minitab-18 software was used for conducting inferential statistical analysis. A case study considering a geometry CTQ of D3 dimension of bottom sash aluminum profiles 4,332 was selected for analysis.
Findings
The results indicated a reduction in DPMO from 89,649 to 15,659, sigma level was improved from 2.84 to 3.65, process yield was improved from 91.04% to 98.43% and cost was reduced from U$75,972 to U$13,250.9 (i.e. a saving of U$62,721). Studying and improving the sigma level of the extrusion process would yield fewer defective products and consequently fewer customer complaints. A validation process which has been conducted during the year 2019 showed a consistent improvement that aligns with the first stage of improvement made on October 1, 2018.
Research limitations/implications
This study focuses on only one critical quality characteristic (CTQ), namely, a geometry CTQ of D3 dimension of bottom sash aluminum profiles 4,332 produced by NAPCO was selected for analysis.
Practical implications
This study would be useful for researchers and practitioners to improve the process capability in aluminum profiles manufacturing industries in general and hot extrusion processes in particular.
Originality/value
Many previous studies on applying LSS-DMAIC methodology have been conducted in aluminum industries in developed countries. According to the literature, it is highly recommended to have more case studies of applying LSS-DMAIC in different industries in developing countries. NAPCO is the only aluminum manufacturing plant in Palestine that hotly extrudes and coats aluminum profiles. Hence, the present study is the first of its kind in NAPCO and in Palestine. Projecting the assessment of the impact of process improvement opportunities and capability analyses into monetary measures are also innovative.
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Giovanni Cláudio Pinto Condé, Pedro Carlos Oprime, Marcio Lopes Pimenta, Juliano Endrigo Sordan and Carlos Renato Bueno
Competitive pressures force companies to seek solutions to eliminate wastes while improving product quality. Lean Six Sigma (LSS) has been considered one of the most effective…
Abstract
Purpose
Competitive pressures force companies to seek solutions to eliminate wastes while improving product quality. Lean Six Sigma (LSS) has been considered one of the most effective approaches for business transformation. This article aims to present an empirical case study where LSS and Define, Measure–Analyze–Improve–Control (DMAIC) methodologies are applied to reduce defects in a car parts manufacturer.
Design/methodology/approach
The study follows the DMAIC methodology. Design of experiments and hypothesis testing were applied in a single case study.
Findings
The main defects and the main factors that cause defective parts were indicated for die-casting and machining processes. Solutions implemented reduced the defect incidence from a chronically high level to an acceptable one. The sigma level rose from 3.4 s to 4 s sustainably.
Research limitations/implications
The study is limited to a single case study, without intention of generalizing the results to other types of industries.
Practical implications
This paper can be a useful guide of how to use DMAIC Six Sigma approach to defect reduction and can be applied in many sectors.
Social implications
This study offers the knowledge on how to apply the Six Sigma DMAIC methodology, reducing the dependence on specialization courses.
Originality/value
This study describes in detail the process used in a structured improvement exercise including sigma-level calculation, factorial experiments and hypothesis tests – a set of techniques still poorly combined in the literature.
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Alok Kumar Samanta, G. Varaprasad, Anand Gurumurthy and Jiju Antony
Many healthcare institutions, such as hospitals, have recently implemented quality improvement initiatives such as Lean Six Sigma (LSS). However, only a few have sustained the…
Abstract
Purpose
Many healthcare institutions, such as hospitals, have recently implemented quality improvement initiatives such as Lean Six Sigma (LSS). However, only a few have sustained the initiatives and remained successful. One of the main reasons for the failure of LSS implementation is that managers tend to view LSS as individual projects. Managers lack a Change Management (CM) focus during the implementation. The primary purpose of this study is to document the implementation of LSS through a CM approach to improve sustainability.
Design/methodology/approach
Define-Measure-Analyse-Improve-Control (DMAIC) and the Awareness-Desire-Knowledge-Ability-Reinforcement (ADKAR), a popular CM approach, are combined to propose a new framework. The usefulness of the proposed framework is demonstrated using a case study in a multispeciality hospital located in southern India.
Findings
The study found that several factors are responsible for the high Length of Stay (LOS) for patients in the Emergency Department (ED). By implementing this proposed model to implement LSS and taking corrective actions, the average LOS was reduced from 267 to 158 min (a 40% reduction approximately).
Practical implications
The complete step-by-step approach is explained, and the LOS was considerably reduced during the pilot project. The findings will provide valuable insights for healthcare practitioners to understand the steps involved in the combined DMAIC-ADKAR model. The findings would also give healthcare practitioners the confidence to identify suitable tools and implement LSS in organisations where the practitioners work.
Originality/value
According to the authors' knowledge, this is the first study that synergises two models (DMAIC and ADKAR) into a single framework to implement in a hospital.
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Pramod Kumar, Dharmendra Singh and Jaiprakash Bhamu
The purpose of this paper is to develop and validate an extended Define-Measure-Analyze-Improve-Control (DMAIC) based framework through a case study of an Indian fasteners…
Abstract
Purpose
The purpose of this paper is to develop and validate an extended Define-Measure-Analyze-Improve-Control (DMAIC) based framework through a case study of an Indian fasteners manufacturing organization.
Design/methodology/approach
Research methodology is established on the development of the existing DMAIC framework through an extensive literature review of 25 LSS/DMAIC based frameworks and discussions held with practitioners. This paper also depicts a case study of Indian manufacturing organization for validation of the developed framework.
Findings
The study proposed an extended DMAIC based framework for effective implementation of Lean Six Sigma (LSS) methodology. Furthermore, this framework has been implemented successfully in the Indian manufacturing organization and showed encouraging results. The in-house rejections of Nut Cylinder Head (NCH) were brought down to 966 from 2910 PPM and sigma level was improved by 0.40. The case organization has achieved significant improvements in the process capability, customer satisfaction, and cost savings of US$ 0.25 million in one financial year. Intangible benefits like improvements in employee's morale, communication, housekeeping and decision-making capabilities were also observed significantly.
Practical implications
The proposed DMAIC based framework has been implemented successfully in the Indian case organization, and the results will enable the policymakers, specifically practitioners, to strategically leverage the resources for successful implementation of the LSS in healthcare, aerospace, service sectors etc.
Originality/value
This research develops a DMAIC based framework which can be used to implement LSS effectively in different industries. Moreover, the pre (initial/introduction) and post (validation/verification) implementation phase provides the top management, an edge to think strategically into broader improvement areas.
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Pratima Mishra and Rajiv Kumar Sharma
The purpose of this paper is to introduce a hybrid framework (suppliers, inputs, process, output and customers+define, measure, analyze, improve and control (SIPOC+DMAIC)) aimed…
Abstract
Purpose
The purpose of this paper is to introduce a hybrid framework (suppliers, inputs, process, output and customers+define, measure, analyze, improve and control (SIPOC+DMAIC)) aimed at improving supply chain management (SCM) process dimensions in a supply chain (SC) network.
Design/methodology/approach
Based upon the critical review of literature, process dimensions (average outgoing quality limit (AOQL), average outgoing quality (AOQ), process Z, defect per million opportunity) critical to SCM performance were identified. A framework consisting of three phases, i.e., design, implementation and results has been conceptualized and a case from paint industry is investigated. Implementation framework makes use of SIPOC model and Six Sigma DMAIC methodology. The goals of the study were achieved by using Six Sigma tools such as brainstorming sessions; root cause analysis, histograms, statistical tools such as control charts and process capability analysis.
Findings
Authors made an attempt to propose a conceptual framework for improving process dimensions in a SC network. It is observed from the results that selection of appropriate strategies for improving process performance based upon experiences, and use of statistical tools by cross-functional teams with an effective coordination, guarantees success. Metrics such as AOQL shows the maximum worst possible defective or defect rate for the AOQ. Process Z helps to know about sigma capability of the process.
Research limitations/implications
The framework so developed is tested in a single company manufacturing batches of paint. The study has important implications for the industry since it tries to integrate SCM process dimensions which would help in successful implementation of SCM practices in firm by following the DMAIC process. The framework enables the practitioners to investigate the process and demonstrate improvements using DMAIC which makes use of statistical tools.
Originality/value
Although process dimensions related to SCM are critical to organization competitiveness, research so far has tended to focus on supply chain operations and reference model, balanced scorecard, total quality management, activity-based costing, just in time, etc., but in literature hardly any description of the SIPOC-DMAIC model to improve SCM process performance is provided. The use of statistics in DMAIC provides better insight into the process performance, and process control.
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Ploytip Jirasukprasert, Jose Arturo Garza-Reyes, Vikas Kumar and Ming K. Lim
In this era of globalisation, as competition intensifies, providing quality products and services has become a competitive advantage and a need to ensure survival. The Six Sigma's…
Abstract
Purpose
In this era of globalisation, as competition intensifies, providing quality products and services has become a competitive advantage and a need to ensure survival. The Six Sigma's problem-solving methodology DMAIC has been one of the several techniques used by organisations to improve the quality of their products and services. This paper aims to demonstrate the empirical application of Six Sigma and DMAIC to reduce product defects within a rubber gloves manufacturing organisation.
Design/methodology/approach
The paper follows the DMAIC methodology to systematically investigate the root cause of defects and provide a solution to reduce/eliminate them. In particular, the design of experiments, hypothesis testing and two-way analysis of variance techniques were combined to statistically determine whether two key process variables, oven's temperature and conveyor's speed, had an impact on the number of defects produced, as well as to define their optimum values needed to reduce/eliminate the defects.
Findings
The analysis from employing Six Sigma and DMAIC indicated that the oven's temperature and conveyor's speed influenced the amount of defective gloves produced. After optimising these two process variables, a reduction of about 50 per cent in the “leaking” gloves defect was achieved, which helped the organisation studied to reduce its defects per million opportunities from 195,095 to 83,750 and thus improve its sigma level from 2.4 to 2.9.
Practical implications
This paper can be used as a guiding reference for managers and engineers to undertake specific process improvement projects, in their organisations, similar to the one presented in this paper.
Originality/value
This study presents an industrial case which demonstrates how the application of Six Sigma and DMAIC can help manufacturing organisations to achieve quality improvements in their processes and thus contribute to their search for process excellence.
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Pallavi Sharma, Suresh Chander Malik, Anshu Gupta and P.C. Jha
The purpose of this paper is to study the anodising process of a portable amplifier production process to identify and eliminate the sources of variations, in order to improve the…
Abstract
Purpose
The purpose of this paper is to study the anodising process of a portable amplifier production process to identify and eliminate the sources of variations, in order to improve the process productivity.
Design/methodology/approach
The study employs the define-measure-analyse-improve-control (DMAIC) Six Sigma methodology. Within the DMAIC framework various tools of quality management such as SIPOC analysis, cause and effect diagram, current reality tree, etc., are used in different stages.
Findings
High rejection rate was found to be the main problem leading to lower productivity of the process. Four types of defects were identified as main cause of rejections in the baseline process. Pareto analysis resulted in detection of the top defects, which were then analysed in details to find the root cause of the problem. Further study resulted in finding improvement measures that were discussed with the management before implementation. The process is sampled again to check the improvements, and control measures were established.
Practical implications
The study provides a framework for implementation of DMAIC Six Sigma methodology for a manufacturing firm. The results presented are based on the data collected from the shop floor. Results and findings of the study were implemented for quality improvement of the process.
Originality/value
The study is based on an original research conducted with the objective of quality improvement in the anodising process of the production process. Besides presenting an approach to DMAIC Six Sigma methodology, an application of the current reality tree tool for root cause analysis is presented, a tool used limitedly in the Six Sigma studies. The tool finds its uniqueness in its ability to address problems relating multiple factors than isolated factors.
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Souraj Salah, Abdur Rahim and Juan A. Carretero
Lean and Six Sigma are the two most important continuous improvement (CI) methodologies for achieving operational and service excellence in any organization. The purpose of this…
Abstract
Purpose
Lean and Six Sigma are the two most important continuous improvement (CI) methodologies for achieving operational and service excellence in any organization. The purpose of this paper is to explain how lean compares to the Six Sigma and outline the benefits for integrating them. Also, this paper discusses the existing models that describe how Six Sigma and lean fit together. A new detailed description for integrating Six Sigma and lean is developed to provide an improved approach for CI.
Design/methodology/approach
The following research included proposals and discussion, which were mainly based on the authors' own findings and experience, in addition to a literature‐based review of some of the most common and traditional lean and Six Sigma models.
Findings
The paper proposes a new lean Six Sigma (LSS) approach and provides a detailed description of its phases. The paper also presents the views on the integration benefits as well as on how Six Sigma compares to lean. Six Sigma and lean are related and share common grounds in terms of striving to achieve customer satisfaction. Their integration is concluded to be possible and beneficial.
Research limitations/implications
The paper discusses the existing models that describe how Six Sigma and lean fit together. Finally, a new detailed description for integrating Six Sigma and lean is developed to provide an improved approach for CI.
Originality/value
The paper extends previous works on LSS and proposes a novel approach to LSS. The proposed structure is built upon the existing define, measure, analyze, improve and control structure which is well renowned in the literature.
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