Quality engineering of a traction alternator by robust design

Robust design is an engineering methodology for improving productivity during research and development so that high-quality products can be developed and produced quickly and at low cost. A large electrical company was developing traction alternators for a diesel electrical engine. Customer requirement was to obtain very high efficiency which, in turn, was influenced by several design parameters. The usual approach of the 'design-build-test' cycle was considered time-consuming and costly; it used to take anywhere from 4 months to 1 year before finalizing the product design parameters as it involved physical assembly and also testing. Instead, the authors used Taguchi's parameter design approach. This approach took about 8 weeks to arrive at optimum design parameter values; clearly demonstrating the cutting edge of this methodology over the traditional design-build-test approach. The prototype built and tested accordingly gave satisfactory overall performance, meeting and even exceeding customer requirements

Design of experiments in a higher education setting

Purpose – The purpose of this paper is to explore the use of Design of Experiments (DoE) in a higher education setting and to remove the misconception that it is only applied to a manufacturing environment. The authors demonstrate a simple case study here to illustrate its application in a typical non-manufacturing context. Design/methodology/approach – The methodology involves the execution of a simple study in the form of an experiment in the Faculty of Engineering, University of Strathclyde. The experiment was performed with the assistance of both undergraduate and postgraduate students in one department in the Faculty of Engineering. Findings – It was found from the experiment that postgraduate students prefer a case study approach of teaching with multiple speakers and prefer their classes in the morning. As for undergraduate students, similar results were obtained but would prefer their classes in the afternoon. Moreover further analysis shows that the postgraduate students prefer a 30 minutes introduction to the topic in a one hour lecture. Moreover the students prefer more time to be spent on the exercises and less time on the discussion. Research limitations/implications – The sample size of the experiment was considered small in the study although this was a pilot study to investigate the use of DoE in a higher education setting. The authors will continue to collect more data for further validity of results obtained from the pilot study. The authors will also explore the use of different designs as part of the future investigations. Practical implications – The outcome of this experiment would help everyone who is involved in teaching to understand the factors and their influences to improve students’ satisfaction scores during the delivery of teaching. Originality/value – This paper shows how DoE as a pure manufacturing technique can be extended to a higher education setting. The results of this study were quite an eye opener for the authors in terms of understanding the key factors which influence any process irrespective of the sector. </jats:sec

Can Lean Six Sigma make UK public sector organisations more efficient and effective?

Purpose The purpose of this paper is to demonstrate the widespread but fragmented application of Lean Six Sigma within the UK public sector, providing the context of some of the challenges faced within the sector as well as some of the successful applications of Lean Six Sigma. The paper fundamentally seeks to challenge the concept that Lean Six Sigma is not suitable for use in the public sector. Design/methodology/approach A summary of the challenges facing the public sector is shown from current literature and this is presented as drivers for change. A number of successful applications of Lean Six Sigma are then evidenced demonstrating examples across areas of the public sector. Findings This paper concludes that while Lean Six Sigma is applicable to the UK public sector additional work is required to better evidence the benefits and return on investment that can be delivered as well as considering more holistic approaches on an agency wide basis. Research limitations/implications This paper seeks to contribute to and broaden the limited body of evidence of the applicability of Lean Six Sigma to the UK public sector and identifies areas for further research and review. Practical implications Understanding the applicability of Lean Six Sigma affords opportunities to public sector agencies in the current budget climate but additionally affords ways in which quality of service can be enhanced. In some cases, it provides opportunities to meet new statutory requirements around community empowerment. Originality/value The paper contributes to the body of evidence that demonstrates the effectiveness of Lean Six Sigma within the public sector and suggests opportunity for those agencies to meet funding challenges faced across the UK. </jats:sec

A multiple case study analysis of Six Sigma practices in Indian manufacturing companies

© 2016, © Emerald Group Publishing Limited. Purpose: The purpose of this paper is to explore the fundamental barriers/challenges, benefits, commonly used tools and techniques, organisational infrastructure and impact on organisational performance in three Indian manufacturing companies. Design/methodology/approach: A multi-case study analysis using the exploratory case study research was adopted by the authors to obtain a deeper insight into the Six Sigma implementation within three distinctive manufacturing organisations in India. Interviews were conducted with relevant staff (Six Sigma Deployment Champions, Six Sigma Master Black Belts and Six Sigma Black Belts) in all three companies. Findings: Some of the barriers in implementing and sustaining Six Sigma identified from the case studies include: lack of accuracy of data generated from the processes, lack of understanding of the benefits of Six Sigma in the early stages of its adoption, high-attrition rate of Six Sigma Black Belts and so on. The benefits of Six Sigma included improvement of process yield, reduction of rework and rejection, reduction of raw material inventory, improved on-time delivery, on-time availability of material for production and so on. Supplier-input-process-output-customer, cause and effect diagram, process mapping, hypothesis tests (two sample test, F-test, etc.), control charts (X-bar-R chart, individual chart, etc.), simple graphical tools such as histograms, box plots and dot plots were the most commonly used tools of Six Sigma across the companies that participated for this research. All three companies have reported that Six Sigma had a positive impact on organisational performance and moreover the study also revealed that Six Sigma had positive impact on customer satisfaction, return-on-investment, productivity and product quality. Research limitations/implications: The study was carried out in three Indian companies and therefore the findings cannot be generalised. The authors are extending the study to three more companies and the findings will be reported in the forthcoming months. Practical implications: The findings of the study provide a good foundation to understand the fundamental barriers, benefits, commonly used tools and whether Six Sigma is having any impact on business performance in the Indian context. Very few empirical studies have been carried out on Six Sigma implementation in the Indian manufacturing companies and this research sets an agenda for a number of studies to follow on in the forthcoming years. Originality/value: In authors’ opinion, this is possibly one of the first multi-case empirical studies on Six Sigma implementation in the Indian manufacturing companies. The results of the study can be used to benchmark with similar studies in other countries to understand the good and bad management practices of Six Sigma implementation

Lean Six Sigma for the healthcare sector:a multiple case study analysis from the Indian context

Purpose: The purpose of this paper is to explore the voice of the customer, key performance indicators, critical to quality characteristics, critical success factors, and commonly used tools and techniques for deploying the Lean Six Sigma (LSS) strategy in Indian private hospitals, with special attention to the medical records. Design/methodology/approach: The study utilizes the action research methodology to obtain a greater understanding of the use of LSS in the Indian healthcare sector. Multiple case studies were designed and successfully deployed to understand and ascertain challenges in LSS implementation. Five case studies were carried out in the Medical Records Departments (MRD) of four private hospitals in India. Findings: Patients perceive that waiting in queue harms their health, which can be rectified by addressing the cycle time of the system. The research also found that effective leadership, availability of data, involvement of cross-functional team and effective communication are critical to the success of LSS projects. In addition, control charts, cause and effect diagram, 5S, gemba, two-sample t-test, standardization, waste analysis and value stream mapping are some of the common tools used to improve healthcare systems. Research limitations/implications: The research was restricted to studying the impact of LSS on the workflow and resource consumption of the MRD in Indian allopathic hospitals only. The validity of the results can be improved by including more hospitals and more case studies from the healthcare sector in different countries. Originality/value: The findings will enable researchers, academicians and practitioners to incorporate the results of the study in LSS implementation within the healthcare system to increase the likelihood of successful deployment. This will provide greater stimulus across other departments in the hospital sector for wider and broader application of LSS for creating and sustaining process improvements

Ten commandments of Lean Six Sigma:a practitioners’ perspective

Purpose The purpose of this paper is to provide lean and six sigma professionals and researchers of tomorrow with Ten Commandments of Lean Six Sigma (LSS). Design/methodology/approach The Ten Commandments of LSS are based on several years’ experience of four authors who act as researchers, LSS Master Black Belts, consultants, practitioners and trainers on various topics of Lean, Six Sigma and general quality management and continuous improvement. Findings The Ten Commandments in our opinion include: alignment of LSS initiative with organisational strategy, LSS project selection and prioritisation, selection of top talent for the project execution, leadership for LSS, effective training and design of appropriate curriculum for different LSS roles, development of reward and recognition system, LSS sustainability, Linking LSS with Organisational Learning and Innovation, Linking LSS with Environmental Management System Standards and finally LSS and Big Data. Research limitations/implications The key features outlined in this paper are based on the practitioners of LSS. The authors of this article are planning to pursue a global study to critically evaluate these commandments by various practitioners of LSS. Originality/value The senior managers and executives of various businesses can use these commandments of LSS as a guide to achieve and sustain competitive advantage. </jats:sec

Reducing patient waiting time in a pathology department using the Six Sigma methodology

Six Sigma as a powerful business strategy has been around for almost a decade and has grown exponentially in healthcare industry during the past five years. During the last five years or so, many leading healthcare institutions have implemented Lean and Six Sigma methodologies with remarkable results in terms of reducing ER cycle time, increasing timely completion of medical records, increasing bed availability, improving patient flow, enhancing patient safety, increasing capacity of the theatres, reducing medication errors and so on and so forth. The purpose of this paper is to reduce patient waiting time in a pathology department of a super-specialty hospital attached to a manufacturing company. The average waiting time for patients was estimated to be around 24 minutes with a standard deviation of 17.5 minutes. This was not acceptable in the eyes of patients, and hence, it was highly desirable to understand the reasons for excessive waiting times as well as the root causes of variation in the waiting times. The Six Sigma DMAIC (Define-Measure-Analyze-Improve-Control) methodology was adopted for reducing the average waiting time and variation in waiting times. During the execution of this case study, a number of non-value added activities were identified within the process and actions were initiated to systematically eliminate different forms of waste using the principles of Lean thinking. Cause-and-effect analysis was carried out to identify the potential causes for unacceptable waiting times and data were collected to validate these causes. The tools such as hypothesis test, box plot, dot plot etc. were used to analyse the data through Minitab statistical software and conclusions were made. As a result of this project, the average waiting time reduced from 24 minutes to 11 minutes (i.e. over 50 per cent reduction), the standard deviation reduced from 17.5 minutes to 10.04 minutes(over 40 per cent reduction). This paper highlights the use of data driven and scientific problem solving methodology such as Six Sigma with the involvement of hospital staff members like nurses, clinicians and technicians. The results of the case study have provided greater stimulus among the senior management team for deploying the use of DMAIC methodology for tackling process and patient care related problems in the hospital