Framework for continuous improvement of production processes

This research introduces a new approach of using Six Sigma DMAIC (Define, Measure, Analyse, Improve, Control) methodology. This approach integrates various tools and methods into a single framework, which consists of five steps. In the Define step, problems and main Key Performance Indicators (KPIs) are identified. In the Measure step, the modified Failure Classifier (FC), i.e. DOE-NE-STD-1004-92 is applied, which enables to specify the types of failures for each operation during the production process. Also, Failure Mode and Effect Analysis (FMEA) is used to measure the weight of failures by calculating the Risk Priority Number (RPN) value. In order to indicate the quality level of process/product the Process/Product Sigma Performance Level (PSPL) is calculated based on the FMEA results. Using the RPN values from FMEA the variability of process by failures, operations and work centres are observed. In addition, costs of the components are calculated, which enable to measure the impact of failures on the final product cost. A new method of analysis is introduced, in which various charts created in the Measure step are compared. Analysis step facilitates the subsequent Improve and Control steps, where appropriate changes in the manufacturing process are implemented and sustained. The objective of the new framework is to perform continuous improvement of production processes in the way that enables engineers to discover the critical problems that have financial impact on the final product. This framework provides new ways of monitoring and eliminating failures for production processes continuous improvement, by focusing on the KPIs important for business success. In this paper, the background and the key concepts of Six Sigma are described and the proposed Six Sigma DMAIC framework is explained. The implementation of this framework is verified by computational experiment followed by conclusion section

LSS, a problem solving skill for graduates and SMEs: Case Study of investigation in a UK Business School curriculum

Purpose - This research aims to investigate the feasibility of a systematic Lean Six Sigma (LSS) education through the curriculum of business schools to respond to the existing gap between the graduate’s expectation of employability and skill requirements by the Small and Medium Sized Enterprises (SMEs). Design/approach/methodology - One UK business school has been used as a case study to conduct an extensive module and programme review followed by a semi-structured interview with the potentially suitable core and programme-specific module leaders and also the comparative Analysis between content of these modules and the existing LSS high-street training themes. Findings – The result revealed a high potential of the existing modules in the business schools equivalent to the private sector training providers to increase the level of LSS problem solving knowledge and skill for all graduates and improve their employability and productivity for the SMEs. Practical implications/limitations – This research has been carried out in a single UK–based Business School through a qualitative approach. A further in-depth analysis in a broader scale is required to investigate the practical implications in a better way. Originality/Value – The result of this study highlights the role of LSS to reduce the knowledge and skill gap between the business schools as the source of the explicit knowledge, graduates as the knowledge and skill bearer, and SMEs as the knowledge and skill users

Measuring the level of lean readiness of the Hong Kong's manufacturing industry

Increasingly competitive business environments have forced manufacturing organisations to continuously seek improvements in their production processes as an alternative to achieve operational excellence. Lean manufacturing principles and techniques based on the elimination waste have been widely used by manufacturing organisations around the world to drive such improvements. The purpose of this paper is to present an empirical study that evaluates the readiness level of the Hong Kong’s manufacturing industry to provide a foundation for the successful implementation and/or sustainment of lean practices. To conduct this study, the paper adapts an assessment framework developed by Al-Najem et al. [16]. Thus, the lean readiness assessment is based on six quality practices (i.e. planning & control; processes; human resources; customer relations; supplier relations; and top management & leadership) related to lean manufacturing. One research question and three hypotheses were formulated and tested using a combination of inferential statics (i.e. Levene’s test and t-test) and descriptive statistics. Data were collected through a survey questionnaire responded by 9 manufacturing organisations with operations in Hong Kong. The findings suggest that the Hong Kong’s manufacturing organisations surveyed do not currently have a well-developed foundation to implement or sustain lean manufacturing. In particular, these organisations present important opportunities to further develop some quality practices such as processes, planning & control, customer relations, supplier relations, human resources, and top management & leadership. The improvement of these quality practices will ensure, according to Al-Najem et al.’s [16] framework, a more effective implementation and sustainment of lean manufacturing in their operations

Lean and green – a systematic review of the state of the art literature

The move towards greener operations and products has forced companies to seek alternatives to balance efficiency gains and environmental friendliness in their operations and products. The exploration of the sequential or simultaneous deployment of lean and green initiatives is the results of this balancing action. However, the lean-green topic is relatively new, and it lacks of a clear and structured research definition. Thus, this paper’s main contribution is the offering of a systematic review of the existing literature on lean and green, aimed at providing guidance on the topic, uncovering gaps and inconsistencies in the literature, and finding new paths for research. The paper identifies and structures, through a concept map, six main research streams that comprise both conceptual and empirical research conducted within the context of various organisational functions and industrial sectors. Important issues for future research are then suggested in the form of research questions. The paper’s aim is to also contribute by stimulating scholars to further study this area in depth, which will lead to a better understanding of the compatibility and impact on organisational performance of lean and green initiatives. It also holds important implications for industrialists, who can develop a deeper and richer knowledge on lean and green to help them formulate more effective strategies for their deployment

Multiple case-study analysis of quality management practices within UK Six Sigma and non-Six Sigma manufacturing small- and medium-sized enterprises

This paper examines multiple case-study analysis of quality management practices within UK Six Sigma and non-Six Sigma manufacturing small- and medium-sized enterprises

Continuous Improvement in Education

In recent years, 'continuous improvement' has become a popular catchphrase in the field of education. However, while continuous improvement has become commonplace and well-documented in other industries, such as healthcare and manufacturing, little is known about how this work has manifested itself in education.This white paper attempts to map the landscape of this terrain by identifying and describing organizations engaged in continuous improvement, and by highlighting commonalities and differences among them. The findings classify three types of organizations engaged in continuous improvement: those focused on instructional improvement at the classroom level; those concentrating on system-wide improvement; and those addressing collective impact. Each type is described in turn and illustrated by an organizational case study. Through the analysis, six common themes that characterize all three types of organizations (e.g., leadership and strategy, communication and engagement, organizational infrastructure, methodology, data collection and analysis, and building capacity) are enumerated. This white paper makes four concluding observations. First, the three case studies provide evidence of organizations conducting continuous improvement work in the field of education, albeit at different levels and in different ways. Second, entry points to continuous improvement work are not mutually exclusive, but are nested and, hence, mutually informative and comparative. Third, continuous improvement is not synonymous with improving all organizational processes simultaneously; rather, research and learning cycles are iterative and gradual in nature. Fourth, despite being both iterative and gradual, it is imperative that improvement work is planned and undertaken in a rigorous, thoughtful, and transparent fashion

Operational excellence assessment framework for manufacturing companies

Operational Excellence (OE) is a consequence of an enterprise-wide practises based on correct principles that can be classified under four dimensions; Culture, Continuous Process Improvement, Enterprise Alignment and Results. To achieve OE, organisations have to attain a high maturity level and measurable success in the four dimensions as assessed externally by accredited institutions or consultants. External assessment is costly and can be inaccurate due to the lack of in depth knowledge of the organisation by external assessors, on the contrary, self-assessment of an organisations OE is cost effective and accurate if performed with a complete tool which assesses all four dimensions of OE. A complete OE self-assessment tool is currently unavailable, thus this study focuses on the development of a complete OE self-assessment tool. Using a matrix to critically evaluate and compare existing self-assessment tools in areas such as dimensions assessed, scoring criteria and usability, a complete self-assessment tool is then developed based on the combination of existing assessment tools. The tool is validated through the application, by managers, within a manufacturing company that already implements aspects of lean in order to self-assess its OE. The results of the assessment form the basis on which a roadmap to achieving OE is then developed