Reducing the delivery lead time in a food distribution SME through the implementation of six sigma methodology

Purpose – Six sigma is a systematic data driven approach to reduce the defect and improve the quality in any type of business. The purpose of this paper is to present the findings from the application of six sigma in a food service “small to medium sized enterprise” (SME) in a lean environment to reduce the waste in this field. Design/methodology/approach – A simplified version of six sigma is adopted through the application of appropriate statistical tools in order to focus on customer's requirements to identify the defect, the cause of the defect and improve the delivery process by implementing the optimum solution. Findings – The result suggests that modification in layout utilization reduced the number of causes of defect by 40 percent resulting in jumping from 1.44 sigma level to 2.09 Sigma level which is substantial improvement in SME. Research limitations/implications – Simplicity of six sigma is important to enabling any SME to identify the problem and minimize its cause through a systematic approach. Practical implications – Integrating of supply chain objectives with any quality initiatives such as lean and six sigma has a substantial effect on achieving to the targets. Originality/value – This paper represents a potential area in which six sigma methodology along side the lean management can promote supply chain management objectives for a food distribution SME

Implementing total productive maintenance in Nigerian manufacturing industries

Remarkable improvements have occurred recently in the maintenance management of physical assets and productive systems, so that less wastages of energy and resources occur. The requirement for optimal preventive maintenance using, for instance, justin-time (JIT) and total quality-management (TQM) techniques has given rise to whathas been called the total productive-maintenance (TPM) approach. This study explores the ways in which Nigerian manufacturing industries can implement TPM as a strategy and culture for improving its performance and suggests self-auditing and bench-marking as desirable prerequisites before TPM implementation

Effectiveness and Best Practices of Lean and Six Sigma Methodologies in Hospitals

Healthcare quality and costs are a growing problem in the United States. Healthcare organizations are facing increasing costs combined with declining quality (Schoenbaum). This unsustainable trend is putting a great burden on the health care system as a whole. The improvement of quality within the healthcare system would increase the value of the care (Schoenbaum).Improving healthcare quality, and thereby lowering the costs, is critical for the sustainability of healthcare organizations. There are many different ways that organizations can use quality to reduce costs and increase the quality of service to their patients. There are also various ways an organization can implement quality. The processes can lead to different results and focuses. The potential processes include lean based A3 Report, Kaizen events, and Six Sigma. These processes focus on continuous improvement of quality within a process. The ideal situation would utilize these processes to create a high quality environment while lowering costs. This report will investigate the impact of projects utilizing the A3, Kaizen, and Six Sigmamethodologies in order to improve processes efficiency,increase quality, and reduce costs of care.These methods can be applied in many different organizations, including the health care industry. The impact of these process improvement projects should be substantial and essential to the health care industry. The impact of the methodologies will be analyzed to see if they substantially reduce the costs and increase the quality. The focus of this research is on hospitals and will compare hospitals in a quality position, as defined by the 100 Top hospitals list and the MalcolmBaldrigeQuality Award recipients nationwide, and other regional hospitals in the Northeast not currently on the 100 Top lists or a Baldrige award winner. The goal of any organization should be to increase the quality of their service. An ACPE Quality of Care Surveyfound that 18.5% of respondents utilized Six Sigma to improve quality, 13.3% utilized Lean processes, 12.2% used vendor-provided systems, 26.7% used other methods including homegrown, and 29.2% did not utilize any programs (Martin). This project looks to identify if there are trends between those that utilize the programs and positioning as a top quality performance hospital and if so what quality management programs had the biggest impact at the different types of hospitals. While this project focused on hospitals as the health care organization to be surveyed and examined, similar principals would be expected to hold true for any patient facing organization

Winning customer loyalty in an automotive company through Six Sigma: a case study

Six Sigma is a disciplined approach to improving product, process and service quality. Since its inception at Motorola in the mid 1980s Six Sigma has evolved significantly and continues to expand to improve process performance, enhance business profitability and increase customer satisfaction. This paper presents an extensive literature review based on the experiences of both academics and practitioners on Six Sigma, followed by the application of the Define, Measure, Analyse, Improve, Control (DMAIC) problem-solving methodology to identify the parameters causing casting defects and to control these parameters. The results of the study are based on the application of tools and techniques in the DMAIC methodology, i.e. Pareto Analysis, Measurement System Analysis, Regression Analysis and Design of Experiment. The results of the study show that the application of the Six Sigma methodology reduced casting defects and increased the process capability of the process from 0.49 to 1.28. The application of DMAIC has resulted in a significant financial impact (over U.S. $110 000 per annum) on the bottom-line of the company

Clinical quality improvement and medicine

Medical practice is facing many pressures, all requiring ever-higher standards and better 'quality' in the provision of clinical care. Medicine is not alone in facing such forces, and it may be appropriate to apply the methodology used in other disciplines to address this issue; common problems are generally amenable to common solutions. The 'quality' approach was initially applied to health care in the USA, presumably because of the accent on market forces and the relationship with market share. In recent years, other health care systems have invested in this approach, applying lessons learned from management disciplines and the aviation industly. The Institute of Medicine's report on health care quality noted that 'every system is perfectly designed to obtain the results it gets' fll The European Union has thus far not included quality as a formal item on its agenda; however, with increasing mobility of patients and health professionals, there is pressure for legislative action addressing risk management and quality improvement. The development of a European approach to ensure the highest quality standards, free movement in the European Union, as well as the medical devices industry, are all areas that are raising interest. Overall, it behooves the individual clinician to be aware of developments in the area.peer-reviewe

Implementing the Lean Sigma Framework in an Indian SME: a case study

Lean and Six Sigma are two widely acknowledged business process improvement strategies available to organisations today for achieving dramatic results in cost, quality and time by focusing on process performance. Lately, Lean and Six Sigma practitioners are integrating the two strategies into a more powerful and effective hybrid, addressing many of the weaknesses and retaining most of the strengths of each strategy. Lean Sigma combines the variability reduction tools and techniques from Six Sigma with the waste and non-value added elimination tools and techniques from Lean Manufacturing, to generate savings to the bottom-line of an organisation. This paper proposes a Lean Sigma framework to reduce the defect occurring in the final product (automobile accessories) manufactured by a die-casting process. The proposed framework integrates Lean tools (current state map, 5S System, and Total Productive Maintenance (TPM)) within Six Sigma DMAIC methodology to enhance the bottom-line results and win customer loyalty. Implementation of the proposed framework shows dramatic improvement in the key metrics (defect per unit (DPU), process capability index, mean and standard deviation of casting density, yield, and overall equipment effectiveness (OEE)) and a substantial financial savings is generated by the organisation

Practitioner Perceptions of the A3 Method for Process Improvement in Health Care

The focus of this article is to present students’ perceptions of the recently developed A3 method, a structured problem-solving approach based on lean concepts and tools that have been adapted to the health care environment. The students were all employees of a large health care provider and were enrolled in a customized health care executive MBA Program. Each student was required to complete an individual A3 Project in order to improve a process at the department for which they worked. At the end of the semester the students presented their A3 projects to their peers who voted on the best projects. A survey measuring perceptions of the A3 method for problem solving in health care was administered and from it we present propositions for A3 implementation. These propositions are applicable both to health care practitioners and to academic researchers