Implementing lean six sigma for process improvement

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IMPLEMENTING LEAN SIX SIGMA FOR PROCESS IMPROVEMENT
ILI MARINI BT ZAINAL ABIDIN

1. ABSTRACT

Lean Six Sigma approach is recognized widely and has been implemented predominately in manufacturing rather than other industries. To illustrate the point, this paper draws attention to the adoption of Lean Six Sigma in various industries with a case study. The combination of Lean tools and Six Sigma methodology is used to improve the process and quality by eliminating the variations and creating workflow in a process. The hypothesis of this study was that the Six Sigma technique can be used along with lean tools in order to improve process and quality in any area of industries. The review of case study discovered the use of DMAIC method as Six Sigma approach along with lean tools to achieve the goals of improving process and quality. As a finding, how Lean Six Sigma achieves its target in improving process and quality and how it is adoptable to various industries were shown.
2. INTRODUCTION

Manufacturing and service industry are two major industries which rapidly growing in most parts of the world. In manufacturing industry, production and assembly line are the major activities that took place as the heart of manufacturing. Healthcare, bank, hotel, and public transport are among of the services which play important role in service industry. Both industries are mainly involves the process of producing products in term of goods and services. To achieve the goals of fulfilling customer satisfaction by delivering quality product, there are some problems might occur during the operation. Manufacturing company tends to apply lean manufacturing to overcome most of the problem regarding production or assembly line. Six Sigma methodology is commonly used by manufacturing industry when it comes to quality issue. However, in service industry, most of organizations have been exposed to manufacturing tools such as lean and Six Sigma which involve in initiatives



References: [1] Brassard, Michael, and Diane R. (2001). “Sailing through Six Sigma: How the Power of People Can Perfect Processes and Drive down Costs”. Marietta, GA: Brassard & Ritter, 2001. [2] Breyfogle III, F.W., Cupello, J.M [3] Fawaz A.A, Jayant, R. (2007). “Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study”, International Journal of Production Economics, vol.107, pp. 223–236. [4] Furterer, S.L. (2011). “Applying lean Six Sigma to reduce linen loss in an acute care hospital”, International Journal of Engineering, Science and Technology, vol. 3, No. 7, pp. 39-55 [5] George, Michael L [6] Gitlow, Howard S., and David M. Levine. (2005). “Six Sigma for Green Belts and Champions: Foundations, DMAIC, Tools, Cases, and Certification”. Upper Saddle River, NJ: Pearson/Prentice Hall. [7] Goriwondo, W.M. and Maunga, N. (2012). “Lean Six Sigma Application for Sustainable Production: A Case Study for Margarine Production in Zimbabwe”, International Journal of Innovative Technology and Exploring Engineering, vol.1, Issue 5. [8] Harry, M. and Schroeder, R. (2000). “Six Sigma The Breakthrough Management Strategy Revolutionizing the World’s Top Corporations”. [9] Kumi, S [10] Ohno, T. (1988). “Toyota Production System; Beyond large scale production”, Productivity Press, Portland, Oregon. [11] O’Rourke, P.M [12] Pande, P., Neuman, R., and Cavanagg, R. (2000), “The Six Sigma way: how GE, Motorola, and other top companies are honing their performance”¸ Publisher: McGraw-Hill; 1st edition, New York. [13] Pyzdek, Thomas. (2003). “The Six Sigma Handbook: a Complete Guide for Green Belts, Black Belts, and Managers at All Levels”, McGraw-Hill, New York, NY. [14] Sambhe R.U. (2012). “Six Sigma practice for quality improvement – A case study of Indian auto ancillary unit”, Journal of Mechanical and Civil Engineering, vol. 4, Issue 4, pp. 26-42. [15] Schonberger, R. (2008) “Best Practices In Lean Six Sigma Process Improvement: A Deeper Look”, Copyright by John Wiley & Sons, Inc. [16] Womack, James P., and Daniel T. Jones. (1996). “Lean Thinking: Banish Waste and Create Wealth in Your Corporation”. New York, NY.

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