Lean Six Sigma in Manufacturing: A Comprehensive Review

Lean Six Sigma is a systematic approach to reduce or eliminate activities that do not add value to the process. It highlights removing wasteful steps in a process and taking the only value added steps. The lean six sigma method ensures high quality and customer satisfaction in the manufacturing. The main purpose of this chapter is to explore the Lean Six Sigma (LSS) in the manufacturing sector. This chapter focuses on the different critical aspects of LSS. The core sections of this chapter are Introduction; Key lean six sigma principles; Tools and techniques; Lean six sigma methodologies; Critical success factors; Lean six sigma framework; Lean six sigma strategy; Implementation of Lean Six Sigma in SMEs; significant benefits; Significant barriers to implement lean; Assessment of Lean Six Sigma Readiness; Emerging trends in Lean Six Sigma; and Successful examples/stories in the manufacturing industry. The final section of the chapter contains the conclusions and suggestions. It is important for practitioners to be aware of Lean six sigma benefits, impeding factors, Tools and techniques, methodologies etc. before starting the Lean six sigma implementation process. Hence, this chapter could provide valuable insights to practitioners. It also gives an opportunity to Lean six sigma researchers to understand some common themes within this chapter in depth

Lean Six Sigma Leadership in Health Care Organizations

The reason for choosing this topic was the want to change the current employee settings in health care organizations. Using Lean Six Sigma Leadership has been a proven method to increasing staff satisfaction and empowering lifelong learning. The research for Lean Six Sigma ideologies came from reputable sources of literature, actual Lean Six Sigma training, and other publications. The want for providing information on the benefits of using this leadership program comes from future problems in health care administrators communicating to clinical staff and other employee bases. The findings were significant enough to create a compelling argument for the benefits of entire program in health care organization settings

Reducing employees' turnover in transactional services : a Lean Six Sigma case study

The case study aims to illustrate the application of Lean Six Sigma into the human resource (HR) function of a service industry corporation. The study draws on process information and primary data from a real project. The study describes improvements in the HR management attributable to Lean Six Sigma: decrease of employees' voluntary turnover and increase in employees' satisfaction. Although being extremely successful in the last two decades in the manufacturing sector, the application of Lean Six Sigma to the service industry in general, and HR management in particular, has been a controversial topic: this study illustrates how its application can reduce employees' voluntary turnover rate and increase their satisfaction, hence increasing the return on investment of human capital

Agile and Lean Six Sigma integration: a Leadership framework

Submitting final version of the paper attached. Agile and Lean Six Sigma integration: a Leadership framework Author: Alessandro Laureani, Independent Lean Six Sigma Scholar, Ireland E-mail: [email protected] Phone: +353 87 914 4532 Purpose The purpose of this paper is to illustrate how Agile methodologies and Lean Six Sigma can coexist and propose a Leadership framework to successfully merge Agile methodologies with Lean Six Sigma practice. Design/methodology/approach The paper builds on the author’s doctoral thesis on Leadership for Lean Six Sigma, and integrate Agile practices based on the author’s experience in the software development industry. Findings Agile methodologies, that came to prominence in the software development industries from the early 2000s, can successfully coexist with Lean Six Sigma and positively reinforce the respective strengths, provided the right type of Leadership is in place to facilitate this integration. Practical implications Leaders in digital high tech organizations have come to consider Agile methodologies as the de-facto standard in software development projects, and may have reservations on how Lean Six Sigma can successfully integrate with Agile: this paper proposes a framework for leading the integration of Agile and Lean Six Sigma practices. Originality/value The paper presents a framework for successfully integrating Agile and Lean Six Sigma: this would be of particular interest to practitioners in digital high tech and or software development organizations. Keywords: Agile, Leadership, Lean Six Sigma Paper type: Conceptual pape

PENGARUH PENERAPAN BUDAYA 6R3B DAN BUDAYA LEAN SIX SIGMA TERHADAP PENINGKATAN HASIL PRODUKSI PADA PT DHARMA PERKASA GEMILANG DI MOJOKERTO

Tujuan dari penelitian ini adalah untuk menganalisis dan menguji pengaruh penerapan budaya 6R3B dan budaya Lean Six Sigma pada peningkatan hasil produksi di PT Dharma Perkasa Gemilang di Mojokerto. Dengan variabel independen 6R3B (x1) dan Lean Six Sigma (x2). Dan Peningkatan Hasil Produksi sebagai variabel dependen (y). Pengumpulan data dari responden menggunakan daftar pertanyaan yang didistribusikan kepada 135 responden untuk peningkatan hasil produksi dengan nilai t hitung yang lebih besar dari nilai t tabel. Hasil semua operator di departemen produksi. Proses menganalisis data dengan teknik analisis regresi linier berganda. Pengujian hipotesis parsial (uji t) secara bersamaan (uji f). Hasil pengujian parsial (uji t) diketahui 6R3B dan Lean Six Sigma secara signifikan mempengaruhi perubahan pengujian simultan (uji f) 6R3B dan Lean Six Sigma secara simultan mempengaruhi peningkatan hasil produksi dengan f hitung (92,331) Sig 0,000 (<0,05). Implementasi 6R3B dan Lean Six Sigma bersama-sama mempengaruhi 58,3%. 6R3B memiliki determinasi parsial sebesar 0,036. Lean Six Sigma memiliki determinasi parsial sebesar 0,080. Jadi Lean Six Sigma lebih domina

Adapting Lean Six Sigma for a Non-Profit Organization

Lean Six Sigma is a process improvement practice most commonly used in large scale manufacturing and health care industries to improve performance and efficiency. The goal of Lean Six Sigma is to improve efficiency, consistency, and focus on value added elements. Over the years, Lean Six Sigma has evolved from being primarily a manufacturing practice to serving more service based industries such as healthcare and government. However, Lean Six Sigma has yet to be implemented in the non-profit sector. This technical report outlines the importance of identifying the unique characteristics of the organization you wish to improve and then adapting lean six sigma techniques accordingly. This report will specifically look at the challenges faced by a non-profit organization, GRID Alternatives, and evaluate how Lean Six Sigma techniques can be adapted to improve their warehouse procedures and conditions

The Impact of Lean Six Sigma on the Overall Results of Companies

Lean Six Sigma represents a management approach for driving innovating processes inside a company in order to achieve superior results. It involves a practical analysis based on facts, aiming the innovation and growth, not only the efficiency of processes. It is a long term process of gradual and continuous improvement. The application of Lean Six Sigma in companies led to attaining superior financial performance by addressing new needs, by differentiating the products and services or by adjusting the business lines to new processes. Quality is more than making things without errors. It is about making a product or service meet the individual perception of a customer about the quality or value. Therefore, in what regards Lean Six Sigma, the concern is not only to "do the things right" but also to "do the right things right". We focus on the impact of implementing the Lean Six Sigma approach on companies, seeking for what changes and benefits it brings. The key elements it aims at are achieving the best quality, the lowest cost, getting the shortest lead-time, stressing on waste elimination. The requirements of a company for its implementation and the strategy to obtain the maximum practical outcome are investigated. Furthermore, we conduct a comparison analysis with the other methods of the total quality management and see why Lean Six Sigma is a more desirable approach.Lean Six Sigma, fact-based analysis, innovation, strategy, quality, gradual and continuous process.

Lean Six Sigma & Sustainability

Lean and Six Sigma are improvement methodologies that have helped organizations and businesses save money, improve delivery performance, reduce inventory and improve quality for decades. These techniques can also be used to help reduce negative impacts on the environment (energy, waste and landfill usage), and improve government agencies, education systems, nonprofits, healthcare, and more

Sustainable Organization of a Lean Six Sigma Program: A Competing Values Perspective

Lean Six Sigma has been adopted by tens of thousands of organizations as a process improvement methodology to cut costs, increase efficiencies, and drive shareholder value. However, the majority of organizations fail to reap the benefits intended by the methodology and experience challenges in sustaining the Lean Six Sigma program long-term. Although guidance exists for organizations to successfully implement Lean Six Sigma, there is a dearth of literature on the inner workings of large-scale organizations as they maintain and sustain long-term Lean Six Sigma programs. To address this gap, we provide a retrospective in-depth case study of a Fortune 500 organization, Johnson & Johnson Inc., which has been successful in both implementing and sustaining Lean Six Sigma for 13 years (from 2002 to 2015). We draw on the Competing Values Framework developed by Quinn and Rohrbaugh (1981) to analyze Johnson & Johnson’s sustainment of its Lean Six Sigma program, referred to internally as the “Process Excellence” program. A balanced set of competing values signifies organizational effectiveness – and our findings provide a detailed account of how Johnson & Johnson managed the competing values of people versus organization, flexibility versus control, and means versus ends throughout each period of its Lean Six Sigma program lifecycle. We provide examples where the organization focused on particular competing values in alignment with general guiding principles for Lean Six Sigma sustainment, in addition to examples focusing on particular competing values to address potential root causes of Lean Six Sigma failure. Opportunities for Johnson & Johnson to better balance each set of competing values are provided as recommendations for potential future revival of its Process Excellence program – in addition to guidance for leadership team members, practitioners, and stakeholders in Lean Six Sigma organizations outside of Johnson & Johnson. As a result, we offer a detailed empirical account of how an enterprise organized, managed, and sustained its Lean Six Sigma program over a significant period of time; we demonstrate the application of the Competing Values Framework in the study of a large-scale Lean Six Sigma organization; and we provide exemplary lessons for leaders and practitioners implementing and managing process improvement programs within their own organizations