Relevant bibliographies by topics / Lean Six Sigma

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Lean Six Sigma'

Author: Grafiati
Published: 4 June 2021
Last updated: 25 April 2022

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Journal articles on the topic "Lean Six Sigma"

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Besunder, James B., and Dennis M. Super. "Lean Six Sigma." Critical Care Medicine 40, no. 2 (February 2012): 699–700. http://dx.doi.org/10.1097/ccm.0b013e3182372bd4.

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Antony, Jiju. "Six Sigma vs Lean." International Journal of Productivity and Performance Management 60, no. 2 (January 18, 2011): 185–90. http://dx.doi.org/10.1108/17410401111101494.

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Chugani, Nashmi, Vikas Kumar, Jose Arturo Garza-Reyes, Luis Rocha-Lona, and Arvind Upadhyay. "Investigating the green impact of Lean, Six Sigma and Lean Six Sigma." International Journal of Lean Six Sigma 8, no. 1 (March 6, 2017): 7–32. http://dx.doi.org/10.1108/ijlss-11-2015-0043.

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Purpose The academic literature and research lines exploring the effect of quality improvement methods on environmental performance still remain in early stages. The purpose of this paper is therefore to investigate, through a systematic review of the existing academic literature, the environmental (green) impact of using quality and operations improvement methods such as Lean, Six Sigma and Lean Six Sigma. This includes the impact on energy saving and the usage of natural resources. Design/methodology/approach This study follows a systematic literature review approach through which it analyses research papers published in top 16 operations and quality management journals. No specific time frame was established, but a set of keywords were used to short-list the articles. A sample of 70 articles was finally short-listed and analysed to provide a discussion on environmental concerns related to Lean, Six Sigma and Lean Six Sigma. Findings The comprehensive review of short-listed articles indicates that both Lean and Six Sigma can be considered effective methods to support the conservation of resources, combat global warming and saving energy. Various scholars provide evidence of this, and as such, organisations should not only consider these methods to manage quality and improve operational performance but also meet environmental regulations. A set of research questions that demands further investigation has also been proposed based on the findings of this research. Research limitations/implications This study is limited to a sample of 70 articles collected from top 16 operations and quality management journals. The search of journals is also limited to a set of key words (“Lean”, “Green”, “Six Sigma”, “environment”, “sustainable” and “sustainability”) used to short-list the sample size. Practical implications The study shows that organisations can consider the adoption of Lean, Six Sigma and Lean Six Sigma to meet environmental regulations, save costs and also meet quality management standards. This will contribute in helping organisations to formulate more effective and inclusive strategies which do not only consider the quality and operational dimensions but also the environmental dimension. Originality/value Literature exploring the environmental/green impact of quality management methods commonly used in industry is limited. There is also a lack of studies aiming to investigate the green impact of Lean and Six Sigma in top operations and quality management journals. The study focusing on investigating the green impact of Lean, Six Sigma and Lean Six Sigma methods altogether is also a research first of its kind.
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Sreedharan V., Raja, Vijaya Sunder M., and Raju R. "Critical success factors of TQM, Six Sigma, Lean and Lean Six Sigma." Benchmarking: An International Journal 25, no. 9 (November 29, 2018): 3479–504. http://dx.doi.org/10.1108/bij-08-2017-0223.

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Purpose The purpose of this paper is to review the existing literature on the critical success factors (CSFs) of various continuous improvement (CI) like total quality management (TQM), Lean, Six Sigma and Lean Six Sigma (LSS), and perform a content analysis (CA) leading to an agenda for future research. Design/methodology/approach CA is based on literature review of 41 papers published in peer-reviewed scholarly journals. A four-stage methodology is used by the authors, with Stage 1 featuring relevant material collection; Stage 2 presenting a descriptive analysis; Stage 3 outlining the category selection; and Stage 4 featuring the material evaluation using clustering and Pareto analysis. Findings The CA revealed various research implications and directions for the future. The number of studies in the literature regarding CSF assessment is found to be far from substantial while compared to CI implementation. Assessment methodologies developed have been ranging from qualitative to quantitative models. Key gaps were identified and directions for CSF assessment are proposed which requires further validation. Research limitations/implications Only articles that appeared in peer-reviewed journals were analyzed; conference papers, reports, manuals and white papers from practice were excluded. Another limitation of the paper would be the scope of CA limited to four CI constructs – TQM, Lean, Six Sigma and LSS. Research implications indicate that the future studies in this domain would be intensive toward analyzing the vital CSFs for enterprise organizational excellence and not merely process excellence. Practical implications This review study can serve as a resource for both researchers and practitioners to understand the importance of CSFs and positioning CSFs for the successful implementation of CI programs. Originality/value The CA on the existing literature on CSFs for CI presents a unique, systematic effort to identify an agenda for future research. This study is the apparently the first of its kind on CSF assessment.
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Drohomeretski, Everton, Sergio E. Gouvea da Costa, Edson Pinheiro de Lima, and Paula Andrea da Rosa Garbuio. "Lean, Six Sigma and Lean Six Sigma: an analysis based on operations strategy." International Journal of Production Research 52, no. 3 (October 15, 2013): 804–24. http://dx.doi.org/10.1080/00207543.2013.842015.

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Alvarez, Jesus Cruz. "Lean design for Six Sigma." International Journal of Quality & Reliability Management 32, no. 8 (September 7, 2015): 895–905. http://dx.doi.org/10.1108/ijqrm-08-2012-0125.

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Purpose – The purpose of this paper is to discuss new product development (NPD) based on a traditional stage-gate process and to examine how NPD tools, such as Lean design for Six Sigma, can accelerate the achievement of the main goals of NPD: reliable product quality, cost-effective implementation, and desired time-to-market. These new tools must be incorporated into a new approach to NPD based on the Advanced Product and Quality Planning methodology. Design/methodology/approach – This research paper is based on the theoretical background presented in peer-reviewed scientific research papers during the period 1990-2012. In the second section of this study, the author provides examples of the proposed tools and of advanced techniques to show evidence that validates the hypothesis. Findings – This study presented the theoretical background on the NPD process and related functions in today’s organizations as it relates to competition. NPD was identified as one of the top priorities of every firm, which is why the NPD process must be optimized and oriented toward customers to ensure the quality and reliability of products while minimizing manufacturing costs. The effect on timing and cost is greatly appreciated by top management, and it is well known throughout the firm when a strong, reliable product is launched that it is flawless. Research limitations/implications – To fully deploy all NPD tools requires basic steps such as the following: marketing and planning, design, process, product process validation and the integration of operations from a concurrent engineering standpoint. Practical implications – This research paper provides step by step guidance in order to apply Lean Sigma tool in NPD process in order to achieve Six Sigma quality level in manufacturing. Social implications – Promoting the practice of Lean design for Six Sigma and its tool enables firms to increase their competitiveness since they will make more reliable products delivered to its consumers. Originality/value – The approach of this research paper combines proven statistical tools to be applied in an original sequence in order to design robust product to match manufacturing capabilities.
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de Koning, Henk, John P. S. Verver, Jaap van den Heuvel, Soren Bisgaard, and Ronald J. M. M. Does. "Lean Six Sigma in Healthcare." Journal For Healthcare Quality 28, no. 2 (March 2006): 4–11. http://dx.doi.org/10.1111/j.1945-1474.2006.tb00596.x.

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Improta, Giovanni, Giovanni Balato, Carlo Ricciardi, Mario Alessandro Russo, Ida Santalucia, Maria Triassi, and Mario Cesarelli. "Lean Six Sigma in healthcare." TQM Journal 31, no. 4 (July 8, 2019): 526–40. http://dx.doi.org/10.1108/tqm-10-2018-0142.

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Purpose Since healthcare spending accounts for approximately 6.6 per cent of the gross domestic product, reducing waste in health facilities is necessary to generate significant cost savings. After previous work concerning the application of Lean Six Sigma (LSS) to hip surgery, the purpose of this paper is to use LSS as the correct methodology to analyse a clinical pathway. Fast track surgery was introduced to the Complex Operative Unit of Orthopaedic and Traumatology of the University Hospital “Federico II” to improve quality and further reduce costs associated with prosthetic hip replacement surgery. Design/methodology/approach The DMAIC (Define, measure, analyse, improve, control) roadmap was used as the typical problem-solving approach of the LSS methodology. A rigorous process of defining, measuring, analysing, improving and controlling business problems can be used to reach fixed goals. The paper was written following the Standards for Quality Improvement Reporting Excellence (SQUIRES Guidelines). Findings In this work, the authors found that multiple variables could influence the length of hospital stay (LOS) for inpatient treatment, thereby increasing patient management costs due to longer periods of hospitalisation. Therefore, LSS analysis of the implemented corrective actions demonstrated the efficacy and efficiency of the novel protocol. The average LOS was reduced from 10.66 to 7.8 days (−26.8 per cent). Originality/value The introduction of fast track surgery was validated through a rigorous LSS analysis, which demonstrated that the new protocol benefitted both patients and the hospital.
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Carroll, Jean Gayton. "Lean-Six Sigma for Healthcare." Quality Management in Health Care 15, no. 1 (January 2006): 67. http://dx.doi.org/10.1097/00019514-200601000-00010.

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Cançado, Thais Orrico de Brito, Fernando Brito Cançado, and Marcelo Luis Abramides Torres. "Lean Six Sigma and anesthesia." Brazilian Journal of Anesthesiology (English Edition) 69, no. 5 (September 2019): 502–9. http://dx.doi.org/10.1016/j.bjane.2019.09.004.

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Dissertations / Theses on the topic "Lean Six Sigma"

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Taibo, Alvarado Frederic, and Adam Wulff. "Produktionsutveckling : Lean Six Sigma." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-25861.

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Detta examensarbete har utförts i samarbete med ett företag som önskar vara anonymt i rapporten. Företaget har nyligen fått höjda produktionsmål då de fått ta över produktion från en fabrik som håller på att avvecklas. Då arbetskraften fortfarande är densamma har detta lett till att de anställda får jobba övertid. Studien har huvudsakligen fokuserats på en avdelning inom företaget men till viss del har studien också krävt att mindre delar av de två andra avdelningarna också studerades. Syftet med projektet var att se över hur arbetsprocessen kunde effektiviseras så att målen kan nås utan att personalen behöver jobba övertid. Som ramverk för projektet användes en version av Six Sigmas lösningsmetodik DMAIC, nämligen RDMAIC, där en Recognize-fas har lagts till i starten av arbetet. Projektet innefattar en mängd metoder och verktyg, där de flesta härstammar från Lean Production, däribland SMED och Kaizen Event. Med andra ord har examensarbetet utförts som ett Lean Six Sigma-projekt. Utöver detta har fokus även lagts på motivation och hur detta påverkar de anställda, exempelvis genom djupintervjuer. Genom att analysera relevanta teorier om hur människor motiveras har författarna också kunnat ge rekommendationer på vilka åtgärder som eventuellt kan vidtas för att försöka höja operatörernas motivation och förbättra stämningen på avdelningen. Genom studien kommer förhoppningsvis det aktuella företaget kunna få en inblick i hur det kan förbättras. Studien visar bland annat att Kaizen Event är något som kan ha stor inverkan på både produktion och motivation.
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Mössinger, Markus. "Lean Sigma Synthese aus Lean-Management, Six Sigma und Kaizen." Hamburg Diplomica GmbH, 2002. http://www.diplom.de/db/diplomarbeiten7551.html.

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Mößinger, Markus. "Lean Sigma - Synthese aus Lean Management, Six Sigma und Kaizen /." Hamburg : Diplomica, 2006. http://www.diplom.de/db/diplomarbeiten7551.html.

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Palanna, Namita. "Lean manufacturing and six sigma." Full text available, 2004. http://images.lib.monash.edu.au/ts/theses/palanna.pdf.

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Trávníček, Vojtěch. "Aplikace nástrojů Lean Six Sigma." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2016. http://www.nusl.cz/ntk/nusl-254250.

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This diploma thesis deals with problematic of enterprise process management. Several process management approaches are described in the first, theoretical part of the thesis, with focus on Lean Six Sigma concept as a main theory, which is used in analytical and suggestional part of this thesis. The analytical part consists of process mapping and analyzation with purpose of finding weak spots of this process. This part is followed by suggestional part, where are collected improvement suggestions. These suggestions are then evaluated and the best ones are analzyed to find potential ammount of savings.
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Marek, Petr. "Uplatnění Lean Six Sigma na cateringu." Master's thesis, Vysoká škola ekonomická v Praze, 2016. http://www.nusl.cz/ntk/nusl-262140.

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The aim of the thesis is to suggest recommendation to optimize and increase efficiency in a process of catering ordering in a company Express Deli by using methods of lean six sigma. The work is built as real project od lean six sigma using some methods of the methodology lean six sigma. In the theoretical part of the thesis, methods of lean six sigma used in the practical part, are described. These methods are mainly methods of process mapping. Each chapter is a step of DMAIC methodology. Core part of the thesis is process mapping at a customer side, so in the other part there are all recommendations directly focused on customers requirements. The results of the work are suggested proposals for process improvement. Some of them were implemented during the project.
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Straatmann, Jeferson. "Estudo de práticas adotadas por empresas que utilizam a Produção Enxuta em paralelo ao Seis Sigma no processo de melhoria." Universidade de São Paulo, 2006. http://www.teses.usp.br/teses/disponiveis/18/18140/tde-11052016-153155/.

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As empresas estão utilizando diversos processos de melhoria para adequarem seus negócios às necessidades dos clientes, à maior concorrência, a uma necessidade de flexibilização e de redução dos custos de seus processos de manufatura. O seis sigma e a produção enxuta são dois processos utilizados por empresas no Brasile no mundo. Atualmente a integração destes processos é um desafio para essas empresas, que buscam uma maneira mais eficiente de reduzir seus desperdícios e se adaptarem às necessidades de seus mercados consumidores. Surge, assim, o Lean Sigma aplicado nas empresas de diversas formas. O objetivo deste trabalho é estruturar, por meio de dois estudos de caso, como as empresas estão utilizando o seis Sigma e a Produção Enxuta em seus processos de melhoria. Verificou-se que existem diferentes formas de utilizar os processos em paralelo: na primeira empresa o processo iniciou em conjunto e depois foi separado em dois processos paralelos de melhoria. A segunda empresa foi ao contrário, começando de forma paralela, desagregada, e posteriormente se unindo em um único processo de melhoria, denominado Lean Sigma. O trabalho apresenta uma sistematização do processo de melhoria de duas empresas, dividido em Visão Geral e Objetivos, Estrutura Organizacional e Métodos de Melhoria. Foram verificadas as formas gerais de utilização dos processos de melhoria e que uma abordagem integrada, que contemple as peculiaridades de cada processo, se demonstra como uma melhor opção para um processo de melhoria que utiliza a Produção Enxuta e o Seis Sigma paralelamente. A pesquisa traz, também, como resultado, uma proposta de sistematização do Lean Sigma, considerando o conhecimento adquirido nos estudos de caso e na literatura consultada.
Enterprises are using several improvement processes to adequate their business to the clients needs, to the higher competition, to a need of been more flexible and to reduce the costs of their manufacturing costs. The Six Sigma and the Lean Production are two processes using by enterprises in Brazil and the world wide. Nowadays the integration of those two processes is a challenge to enterprises that search a more efficient way to reduce their wastes and get adapted to the needs of their markets. With this objective the Lean Sigma appears, been applied in the enterprises differently. The dissertation objective is to understand, trough two case studies, how enterprises are connecting Six Sigma and Lean Production in their improvement processes. It was verified that are several ways to run the processes in parallel: in the first enterprise, the two processes was integrated and them shared into two process in parallel. The second enterprise showed the opposite approach, beginning disintegrated, in parallel, and them running together in one improvement processes, called Lean Sigma. The dissertation presents the systematization of the improvement processes of these two enterprises, organized as follow: Global vision and Objectives, Organizational Structure and Improvement Method. Was verified the general approach used in the improvement process and that the integrated approach, that consider the peculiarities of each process, showns as a best option to run Lean Production and Six Sigma in parallel. The research presents, as a result too, a systematization proposal for Lean Sigma, considering the case studies and the consulted literature.
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Ramamoorthy, Siddhartan Weheba Gamal. "Lean Six-Sigma applications in aircraft assembly." Diss., A link to full text of this thesis in SOAR, 2007. http://soar.wichita.edu/dspace/handle/10057/1167.

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Thesis (M.S.)--Wichita State University, College of Engineering, Dept. of Industrial and Manufacturing Engineering.
"May 2007." Title from PDF title page (viewed on Dec. 28, 2007). Thesis adviser: Gamal Weheba. Includes bibliographic references (leaves 49-52).
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Raška, Adam. "Zefektivnění firemních procesů metodikou Lean Six Sigma." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-12020.

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Lean Six Sigma is one of the tools organizations use to help their processes run faster and thus maximize their profits. It is a thorough approach that can reveal defects in companies' processes through examining customers' needs and its statistical data Its popularity spreads fast from the early adopters such as General Electric, Toyota or Motorola and many companies are keen to get their hands on it and achieve similar success as above mentioned. Czech companies are not different. There is, however, a tendency to lay it aside based on first time impressions. The most frequent reasons are: complexity, need to make dramatic changes in the company's culture and high initial costs. Main goal of this thesis is to show that Lean Six Sigma does not necessarily have to be a thorough approach. It can also be used as a one-time tool to improve company's processes, just by picking the right parts and combining them in the right order. This thesis describes the most useful tools and also shows how they can be used in the real situation. By aligning them in a row it also creates a framework for Lean Six Sigma implementation projects which can be used repeatedly. One chapter also describes various problems that might occur during the implementation and provides readers with possible solutions to overcome them.
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Schaffer, Augusto. "Aplicação da metodologia Lean Six Sigma para melhoria de um processo produtivo." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2016. http://hdl.handle.net/10183/149801.

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O Lean Six Sigma é a metodologia originada a partir da integração das metodologias Lean e Six Sigma. O Lean Six Sigma procura eliminar as perdas e reduzir os defeitos, agregando os benefícios de cada uma das duas metodologias que a dão origem. O objetivo deste trabalho é aplicar a metodologia Lean Six Sigma para melhoria de um processo produtivo. Neste trabalho é apresentada uma revisão bibliográfica sobre as metodologias Lean e Six Sigma, buscando a compreensão das origens do Lean Six Sigma, e uma revisão sobre a metodologia Lean Six Sigma. Baseado na revisão bibliográfica é apresentada uma metodologia para aplicação do Lean Six Sigma, que tem por estrutura o DMAIC (Define, Measure, Analyze, Improve and Control). Na sequência esta metodologia é aplicada para melhoria de um processo produtivo. Os resultados da aplicação do Lean Six Sigma foram: aumento do nível de sigma e redução dos defeitos do processo, demonstrando que as metodologias Lean e Seis Sigma podem ser integradas, e como ocorre essa integração. Os fatores de sucesso da aplicação da metodologia Lean Six Sigma também foram evidenciados.
Lean Six Sigma is a methodology originated from the integration of Lean and Six Sigma. Lean Six Sigma seeks for eliminate waste and reduce defects, combining benefits from both methodologies. The objective of this dissertation is apply the Lean Six Sigma methodology to improve a production process. In this dissertation is presented a bibliography review about the Lean and Six Sigma methodology, looking for understanding of the Lean Six Sigma sources and a review about the Lean Six Sigma methodology. Based on the bibliography review is presented a methodology to apply Lean Six Sigma, that has the DMAIC as the structure (Define, Measure, Analyze, Improve and Control). This methodology is applied to improve a production process. The results of the Lean Six Sigma application were the increase of sigma level and reduction of process defects, showing that Lean and Six Sigma can be combined and how this combination happens. The success factors of the application of Lean Six Sigma methodology were evidenced.
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Books on the topic "Lean Six Sigma"

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Töpfer, Armin, ed. Lean Six Sigma. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-540-85060-1.

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Niemann, Jörg, Benedikt Reich, and Carsten Stöhr. Lean Six Sigma. Berlin, Heidelberg: Springer Berlin Heidelberg, 2021. http://dx.doi.org/10.1007/978-3-662-63008-2.

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Lean Six Sigma: Combining Six Sigma quality with lean speed. New York: McGraw-Hill, 2002.

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pfer, Armin To. Lean Six Sigma: Erfolgreiche Kombination von Lean Management, Six Sigma und Design for Six Sigma. Berlin: Springer, 2009.

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Muir, Alastair. Lean Six Sigma Statistics. New York: McGraw-Hill, 2007.

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Lean six sigma demystified. 2nd ed. New York: McGraw-Hill, 2011.

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Arthur, Jay. Lean six sigma demystified. New York: McGraw-Hill, 2007.

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Meran, Renata, Alexander John, Christian Staudter, and Olin Roenpage. Six Sigma+Lean Toolset. Edited by Stephan Lunau. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-39945-9.

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Meran, Renata, Alexander John, Christian Staudter, and Olin Roenpage. Six Sigma+Lean Toolset. Edited by Stephan Lunau. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-27332-2.

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Meran, Renata, Alexander John, Olin Roenpage, and Christian Staudter. Six Sigma+Lean Toolset. Edited by Stephan Lunau. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35882-1.

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Book chapters on the topic "Lean Six Sigma"

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Gorecki, Pawel, and Peter Pautsch. "Six Sigma." In Lean Management, 110–11. München: Carl Hanser Verlag GmbH & Co. KG, 2018. http://dx.doi.org/10.3139/9783446456068.011.

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Gorecki, Pawel, and Peter Pautsch. "Six Sigma." In Lean Management, 110–11. München: Carl Hanser Verlag GmbH & Co. KG, 2013. http://dx.doi.org/10.3139/9783446435155.011.

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Gorecki, Pawel, and Peter Pautsch. "Six Sigma." In Lean Management, 109–10. München: Carl Hanser Verlag GmbH & Co. KG, 2015. http://dx.doi.org/10.3139/9783446447349.011.

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Gorecki, Pawel, and Peter R. Pautsch. "Six Sigma." In Lean Management, 110–11. 6th ed. München: Carl Hanser Verlag GmbH & Co. KG, 2021. http://dx.doi.org/10.3139/9783446471450.011.

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Cucoranu, Ioan C., Anil V. Parwani, and Liron Pantanowitz. "Lean Six Sigma." In Practical Informatics for Cytopathology, 113–19. New York, NY: Springer New York, 2013. http://dx.doi.org/10.1007/978-1-4614-9581-9_12.

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Waurick, Timo. "Lean Six Sigma." In Prozessreorganisation mit Lean Six Sigma, 5–105. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-07754-9_2.

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Niemann, Jörg, Benedikt Reich, and Carsten Stöhr. "Lean Six Sigma." In Lean Six Sigma, 11–61. Berlin, Heidelberg: Springer Berlin Heidelberg, 2021. http://dx.doi.org/10.1007/978-3-662-63008-2_3.

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Goh, T. N. "Economical Experimentation via ‘Lean Design’." In Six Sigma, 297–306. Chichester, UK: John Wiley & Sons, Ltd, 2006. http://dx.doi.org/10.1002/0470062002.ch19.

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Arcidiacono, Gabriele, Claudio Calabrese, and Kai Yang. "Introduction: Six Sigma." In Leading processes to lead companies: Lean Six Sigma, 1–10. Milano: Springer Milan, 2012. http://dx.doi.org/10.1007/978-88-470-2492-2_1.

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Arcidiacono, Gabriele, Claudio Calabrese, and Kai Yang. "Lean Six Sigma Checklist." In Leading processes to lead companies: Lean Six Sigma, 299–304. Milano: Springer Milan, 2012. http://dx.doi.org/10.1007/978-88-470-2492-2_7.

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Conference papers on the topic "Lean Six Sigma"

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SANTOS, AB, RD CALADO, BS MESSIAS, SMA CHAVES, and SC BORGUIGNON. "X LEAN SIX SIGMA CONGRESS PERSPECTIVES FOR A SUSTAINABLE FUTURE." In LEAN SIX SIGMA CONGRESS. Universidade Federal Fluminense, 2021. http://dx.doi.org/10.22409/xlssc-1.

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Nadeau, S. "26 Towards lean, six-sigma, and lean six sigma ohs impacts in universities." In 32nd Triennial Congress of the International Commission on Occupational Health (ICOH), Dublin, Ireland, 29th April to 4th May 2018. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/oemed-2018-icohabstracts.1632.

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Cassettari, Costa Eder, Antonio Batocchio, and Andreza Benatti Marcondes. "Lean Manufacturing and Six Sigma." In SAE Brasil 2005 Congress and Exhibit. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2005. http://dx.doi.org/10.4271/2005-01-4047.

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Radovic, I., B. Inozu, and B. J. MacClaren. "Lean Six Sigma In Shipbuilidng." In European Shipbuilding, Repair and Conversion – The Future. RINA, 2004. http://dx.doi.org/10.3940/rina.eu.2004.6.

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Bašić, Hazim, Haris Gavranović, and Elma Ćuprija. "Implementation of Lean Six Sigma in Industry 4.0." In Međunarodna naučna konferencija Aplikacija industrije 4.0 – prilika za novi iskorak u svim industrijskim granama. Academy of Sciences and Arts of Bosnia and Herzegovina, 2022. http://dx.doi.org/10.5644/pi2022.202.27.

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Abstract:
The objective of this paper is to summarize the impact of Industry 4.0 on the most representative methods and tools of Lean Six Sigma methodology. General information about the most important Lean Six Sigma methods is given so that the reader can easily understand possible scenarios when comparing the original Lean Six Sigma tools with new evolving ones. Main references to this paper were systematically analyzed and compared to Industry 4.0 principles. The assumptions about survival of Lean Six Sigma in Industry 4.0 are based on the rapid progress of Big Data and High-Performance Computing. Lean and Six Sigma will survive Industry 4.0. Lean should retain its universality with little modification or update requirements, but Six Sigma will need some adaptations. The Six Sigma will be relevant in some cases, but to survive the Big Data and smart plants, it will require some changes in its analysis, methods, and tools. The paper provides useful insight into the adaptation of Lean Six Sigma methods to Industry 4.0, by explaining possible scenarios under which the original Lean Six Sigma tools will evolve into adapted ones.
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Muralidharan, K. "Lean Six Sigma for sustainable business practices." In 2014 3rd International Conference on Reliability, Infocom Technologies and Optimization (ICRITO) (Trends and Future Directions). IEEE, 2014. http://dx.doi.org/10.1109/icrito.2014.7014660.

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Lu, Jing, Chad Laux, and Aswathy Suresh. "Designing for Standardizing on Six Sigma Education." In Fourth International Conference on Lean Six Sigma for Higher Education. Purdue Scholarly Publishing Services, 2017. http://dx.doi.org/10.5703/1288284316384.

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Laux, Chad, and Ludmila Nunes. "Learning Lean Six Sigma: A Student Reflective Study." In Fourth International Conference on Lean Six Sigma for Higher Education. Purdue Scholarly Publishing Services, 2017. http://dx.doi.org/10.5703/1288284316379.

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Matos, F. L., T. D. Pereira, C. H. K. Bonini, and D. M. Carocha. "Planned Shutdown Time Optimization Using Lean Six Sigma." In OTC Brasil. Offshore Technology Conference, 2017. http://dx.doi.org/10.4043/28118-ms.

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Buell, R. S., and S. P. Turnipseed. "Application of Lean Six Sigma in Oilfield Operations." In SPE Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 2003. http://dx.doi.org/10.2118/84434-ms.

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Reports on the topic "Lean Six Sigma"

1

Author, Not Given. Performance Excellence Lean Six Sigma. Office of Scientific and Technical Information (OSTI), August 2018. http://dx.doi.org/10.2172/1477022.

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Singledecker, Steven. Lean Six Sigma Yellow Belt Certification. Office of Scientific and Technical Information (OSTI), November 2014. http://dx.doi.org/10.2172/1164463.

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Mandelbaum, Jay, Heather W. Williams, and Anthony C. Hermes. Value Engineering Synergies with Lean Six Sigma. Fort Belvoir, VA: Defense Technical Information Center, September 2010. http://dx.doi.org/10.21236/ada531791.

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Buijvoets, Martinus, Bob Walrave, Jukka-Matti Turtiainen, and Gregory Watson. Replicating Lean Six Sigma Green Belt Education. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317328.

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Author, Not Given. Y-12 Lean Six Sigma Marketing Plan 2018. Office of Scientific and Technical Information (OSTI), August 2018. http://dx.doi.org/10.2172/1477021.

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Singledecker, Steven. Lean Six Sigma Yellow Belt Process Management System. Office of Scientific and Technical Information (OSTI), November 2014. http://dx.doi.org/10.2172/1164464.

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Laureani, Alessandro. Agile and Lean Six Sigma integration: a Leadership framework. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317325.

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Hoffa, David, Chad Laux, and Manal Alduraibi. Improve Outcomes in Lean Six Sigma with Servant Leadership. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317339.

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Psomas, Evangelos, Efthalia Keramida, and Antony Jiju. Key themes of practical implications of Lean, Six Sigma and Lean Six Sigma in the public administration sector. A Systematic Literature Review. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317333.

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Apte, Uday, and Keebom Kang. Lean Six Sigma for Reduced Cycle Costs and Improved Readiness. Fort Belvoir, VA: Defense Technical Information Center, September 2006. http://dx.doi.org/10.21236/ada459746.

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