Relevant bibliographies by topics / Lean Six Sigma. eng

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Academic literature on the topic 'Lean Six Sigma. eng'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Lean Six Sigma. eng"

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LIMON ROMERO, JORGE, YOLANDA BAEZ LOPEZ, ARMANDO PEREZ SANCHEZ, and DIEGO TLAPA MENDOZA. "LEAN HEALTHCARE AND SIX SIGMA IN THE FRAMEWORK OF INDUSTRY 4.0." DYNA 96, no. 4 (July 1, 2021): 344. http://dx.doi.org/10.6036/10149.

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Healthcare today, more than ever, faces a variety of challenges. One of them is to increase efficiency while improving the level of service quality. Specifically in hospitals, operational efficiency means rapid access to care, minimal waiting time, and the delivery of quality care without waste at minimal cost.
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Stoiljković, Vojislav, Jasmina Trajković, and Bratislav Stoiljković. "Lean Six Sigma Sample Analysis Process in a Microbiology Laboratory." Journal of Medical Biochemistry 30, no. 4 (October 1, 2011): 346–53. http://dx.doi.org/10.2478/v10011-011-0018-2.

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Lean Six Sigma Sample Analysis Process in a Microbiology Laboratory Faced with shrinking budgets, growing volumes, and personnel shortages, clinical laboratories are increasingly moving to automation to maximize output and efficiency. The best tool for improvement is the Lean Six Sigma concept. The concept reaps the full benefits of automation. A Lean process in a laboratory is focused on testing products and materials to deliver results in the most efficient way in terms of cost, speed, or both. The goal of a Lean laboratory is to use less effort, less resources and less time to test incoming samples. On the other hand, the Six Sigma concept provides process workflow and products/services without defects. The Lean Six Sigma approach analyzes laboratory workflow to help identify inefficiencies and uncover opportunities to free capacity, reduce turnaround time and lower costs. The assessment examines the end-to-end process looking closely at workflow as well as overall laboratory efficiency. The proven techniques of Lean and Six Sigma enhance productivity in the laboratory environment and ensure the best outcomes. This article analyzes a particular process, defines the approach, and gives a review of results obtained by deployment of the Lean Six Sigma concept. The article discusses a sample analysis process in a microbiology laboratory. A traditional process that applies standard analysis methods has a number of non-value-added activities, takes too much time, and has opportunities for defects. By mapping an existing process using a SIPOC model, 12 activities were identified. With the use of Lean tools four non-value-adding activities, which are not needed if a new system is used, were identified. Six activities had opportunities for improvement in terms of significant reduction in process time, and saving resources. Only two activities in the existing traditional process, with the use of standard analysis methods were optimally solved, and this did not require redesign or removal. The application of Lean Six Sigma concepts and automated analysis systems on a new process led to only nine activities in the process that now takes much less time and uses less resources. This article presents a description of the main principles, practices, and methods used in Lean and Six Sigma. The Lean tools particularly discussed here are 5s and spaghetti diagram. For Six Sigma, DMAIC methodology is used, and a review of applied quality tools for certain process improvement phases is given.
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Abu Bakar, Fairul Anwar, Khairanum Subari, and Mohd Amran Mohd Daril. "Critical success factors of Lean Six Sigma deployment: a current review." International Journal of Lean Six Sigma 6, no. 4 (October 12, 2015): 339–48. http://dx.doi.org/10.1108/ijlss-04-2015-0011.

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Purpose – The purpose of this paper is to review and gather the latest critical success factors (CSF) of Lean Six Sigma (LSS) deployment and implementation into a comprehensive list of factors. Design/methodology/approach – The approach taken by authors in this study was to analyze the latest literature review starting 2010 onwards and focus on CSFs of LSS (not dedicated as Lean or Six Sigma) by excluding other improvement methodologies or initiatives, e.g. Lean, Six Sigma, TQM, TRIZ etc. Findings – Five significant CSFs were identified (initially 97 CSFs listed from 13 papers) out of nine groups/headers listed in clustering analysis using Affinity Diagram tool and new headers mapping. Practical implications – Most of the organisations were aware of the success story on LSS, but did not scrutinize or consider its CSFs. By knowing the outcome of this paper, it can help open eyes regarding readiness before implementing LSS. Originality/value – At the end of this paper, the authors tried to cluster the CSFs similarities that could intentionally provide the guidelines and references to industries/companies for successful deployment and implementation of LSS in future endeavours.
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Freire, Daniel, Omar Flor, and Gabriela Alvarez. "Six Sigma Methodology in Increasing Spirulina Production." minerva 1, no. 1 (April 24, 2020): 23–28. http://dx.doi.org/10.47460/minerva.v1i1.3.

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This work presents results of improvement in the productivity of Arthrospira platensis (spirulina) in a company dedicated to its production. The six sigma methodology was applied in production processes that require the use of bioreactors. Starting from the analysis of the current state, aspects, physical and chemical variables that directly influence the productivity achieved were identified. Various culture media were tested and subsequently scaled for industrial production. In addition, the incorporation of carbon into the culture medium was controlled, optimizing the range of potential hydrogen pH. The identified parameters were measured and six sigma methodology strategies were assigned. An improvement in productivity corresponding to 66% was verified with the same quality of final product. Keywords: Six sigma, Bioreactors, Productivity, Arthrospira platensis. References [1]E. Ariawan and A. Makalew, “Smart Micro Farm: Sustainable Algae Spirulina Growth Monitoring System” in 10th International Conference on Information Technology and Electrical Engineering (ICITEE), Bali, 2018, pp.1-4. [2]L. Socconini and C. Reato, Lean six sigma: sistema de gestión para liderar empresas. Primera edición. Barcelona: Marge Books, 2019. [3]H. Gutiérrez, Calidad and productividad. Cuarta edición. México D.F.: McGraw-Hill Interamericana, 2014. [4]G. Usharani, P. Saranraj and D. Kanchana, “Spirulina Cultivation: A Review” in International Journal of Pharmaceutical & Biological Archives, vol. 3, no. 6, pp. 1327-1336, December 2012. [5]J. Udin, O. Gani, A. Mahato, I. Sakib and M. Rakiuzzaman, SPIRULINA (Spirulina platensis) PRODUCTION IN DIFFERENT PHOTOBIOREACTORS ON ROOFTOP, International Journal of Business, Social and Scientific Research, vol. 8, no. 1, pp. 15-19, January 2020. [6]M. Arredondo, Contabilidad y análisis de costos. Primera edición. México D.F.: Grupo Editorial Patria, 2015. [7]J. García, Contabilidad de costos. Cuarta edición. México D.F.: McGraw-Hill Interamericana, 2014. [8]L. Socconini, Certificación Lean Six Sigma Green Belt para la excelencia en los negocios. Primera edición. Barcelona: Marge Books, 2015. [9]A. Vian, Introducción a la Química Industrial. Segunda edición. Buenos Aires: Reverté, 2012. [10]S. Milton, Estadística para Biología y Ciencias de la Salud. Tercera edición. Madrid: McGraw-Hill Interamericana, 2014.
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Uluskan, Meryem, Jeffrey A. Joines, and A. Blanton Godfrey. "Comprehensive insight into supplier quality and the impact of quality strategies of suppliers on outsourcing decisions." Supply Chain Management: An International Journal 21, no. 1 (January 11, 2016): 92–102. http://dx.doi.org/10.1108/scm-04-2015-0140.

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Purpose – This study aims to provide a comprehensive insight into the role of the quality management (QM) systems in international suppliers (e.g. ISO, Total Quality Management, Lean and Six Sigma) on outsourcing decisions of buyer companies with regard to reshoring activities. Design/methodology/approach – By the means of a comprehensive survey data collected within USA textile and apparel industry, the authors identify four quality factors and compare these factors for international and domestic suppliers by the means of linear discriminant analysis (LDA) and consequently define a reshore vector. Next, the most-effective QM system within international suppliers is analyzed by the means of a new application based on LDA. Findings – The results reveal that international suppliers perform worse for all quality factors compared to domestic USA suppliers, which may leave the door open for reshoring activities. Furthermore, it is shown that Lean and Six Sigma within international suppliers lead to superior levels of quality because they are aligned along the most opposite directions against reshore vector. Therefore, it is claimed that Lean and Six Sigma within the international suppliers can inhibit reshoring activities of US companies. Practical implications – The willingness of US textile companies to assist their international suppliers and the challenges on this subject are discussed on the basis that supplier development (or quality management) programs can be strong alternatives to reshoring activities. Originality/value – QM systems in suppliers are analyzed with a new method within a new context based on reshore phenomenon, which provides an essential point of view for academic and industrial environments.
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Linares, Marina Langoni, Eliane Da Silva Christo, and Kelly Alonso Costa. "Lean Six Sigma in the logistics of the loading process of a paper mill." Exacta 17, no. 3 (September 30, 2019): 191–200. http://dx.doi.org/10.5585/exactaep.v17n3.8520.

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Customers are each day more demanding with costs reduction, sustainability, quality improvement and shorter lead times. Since logistics operation is involved in every step of the chain, it becomes an important asset for companies to win market share. Seeking to attend the organizations and customers’ needs, Lean Six Sigma methodology could bring benefits to logistics services. Aiming to study those benefits, this article presents a case study about the interaction between the LSS and the loading process in a paper mill located in Brazil. The site had already adopted the DMAIC method in the manufacturing areas, but not in the service ones, which made it easier the implementation, guaranteeing the support and involvement of management. In the end of the study, it was possible to notice several benefits in implementing the LSS, as reduction of 32% of cycle time and 43% of performance improvement.
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Yadav, Neeraj, Ravi Shankar, and Surya Prakash Singh. "Impact of Industry4.0/ICTs, Lean Six Sigma and quality management systems on organisational performance." TQM Journal 32, no. 4 (May 20, 2020): 815–35. http://dx.doi.org/10.1108/tqm-10-2019-0251.

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PurposeThis paper compares impact of Industry 4.0 / emerging information and communication Technologies (ICTs), for example, Internet of things (IOT), machine learning, artificial intelligence (AI), robotics and cloud computing, on 22 organisational performance indicators under nine combinations of Lean Six Sigma (LSS) and quality management systems (QMS).Design/methodology/approachSurvey of 105 Indian organisations was done about their experience of using QMS, Lean Six Sigma and emerging ICTs. Respondents included both manufacturing and service enterprises of different scales and sectors. The responses collected were compared, and statistically significant difference among them was evaluated using chi-square test.FindingsThe study confirmed statistically significant difference among 20 organisational performance indicators under different combinations of QMS, LSS and ICTs. These indicators include quality performance, delivery performance, sales turnover, inventory level and so forth. However, for two indicators, namely, absenteeism and throughput, significant difference in responses was not established.Research limitations/implicationsAll possible combinations of QMS, LSS, only LSS tools and ICTs were not studied because of either theoretical impossibility (e.g. using LSS without LSS tools) or practically rare situations (e.g. organisations using ICTs and LSS without QMS). Furthermore, the impact from different sequences of implementing QMS, LSS and ICTs can be studied.Practical implicationsUsing this study, practitioners can identify which LSS, Quality System and ICT combination results in best performance and quick success. On theoretical front, the study confirms impact of LSS and QMS on organisational performance.Originality/valueThis study evaluates organisational performance under several possible combinations of QMS, LSS, and emerging ICTs, which was so far unexplored.
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Demchuk, Lesya, and Roman Baitsar. "Combined Usage of Theory of Constraints, Lean and Six Sigma in Quality Assurance of Manufacturing Processes." Key Engineering Materials 637 (February 2015): 21–26. http://dx.doi.org/10.4028/www.scientific.net/kem.637.21.

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Classic intention, which pursues the management of any company – is to improve the quality and competitiveness of its own production, aiming at the end to speed up the receiving of profit. Such an implementation is primarily made possible by optimizing production processes. The manufacturing processes are influenced by various factors that may lead to deviations from the process requirements. Management of processes is needed to counteract such change in the process.Processes that are not managed, can lead to the production of a large number of defective products earlier before the detection of nonconformity, causing significant damage and lead to disruption of production schedules. It is important to develop an effective system of management and control, capable of detecting variations in the process as early as possible so you can take corrective action before it is produced by a large number of defective products. To optimize production processes in quality assurance the following systems have been known as Theory of Constraints, Lean, Six Sigma. Typically, these systems are used separately. However, their combination and comprehensive utilization can be more efficient and can give a much better result.As a rule, first by using Theory of Constraints (TOC) the bottleneck is defined – weak area, which is an obstacle of improving of the quality and efficiency of the company and profit increasing. Then Lean tools manage this area. And the next phase includes Six Sigma, which allows you to receive a significant increase in the effectiveness and efficiency of production and profit.Each of these techniques is unique and their complex usage is important in managing the quality of processes and products.
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Kumar, Rajender, Vikas Kumar, and Sultan Singh. "Effect of Lean Principles on Organizational Efficiency." Applied Mechanics and Materials 592-594 (July 2014): 2613–18. http://dx.doi.org/10.4028/www.scientific.net/amm.592-594.2613.

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In India, the manufacturing sector is striving hard to generate revenues and this is ongoing for the last one decade. This aspect of generating funds is dependent on two major factors i.e. reduction in product manufacturing cost, and enhancing the product quality to satisfy the customer needs. The production cost can be reduced by improving the design and through incorporating the newest version of materials. The improved version of materials will positively add value to the product quality and thereby attract the customers. On the other hand, the product quality can increased through application of systematic and statistical data analysis tool especially Lean, Six Sigma, SCM, JIT, TPM etc. in the manufacturing sector. This may further results in high labour efficiency. The paper comprises of literature review of published paper in various reputed journals on the concept of Lean manufacturing. "Lean" is a production process which encompasses the expenditure of all the resources to accomplish a goal and creating of value to end customer through eliminate the wastes. The paper reveals that the goal of Lean is creation and maintenance of a production system, which runs repetitively, day after day, week after week in a manner identical to the precious time period. The continuous and smooth flow, earlier delivery, reduced cost and better design are the outcomes of the systems.
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Tasdemir, Cagatay, and Rado Gazo. "Validation of Sustainability Benchmarking Tool in the Context of Value-Added Wood Products Manufacturing Activities." Sustainability 11, no. 8 (April 19, 2019): 2361. http://dx.doi.org/10.3390/su11082361.

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The primary objective of this study was to validate the sustainability benchmarking tool (SBT) framework proposed by the authors in a previous study. The SBT framework is focused on benchmarking triple bottom line (TBL) sustainability through exhaustive use of lean, six-sigma, and life cycle assessment (LCA). During the validation, sustainability performance of a value-added wood products’ production line was assessed and improved through deployment of the SBT framework. Strengths and weaknesses of the system were identified within the scope of the bronze frontier maturity level of the framework and tackled through a six-step analytical and quantitative reasoning methodology. The secondary objective of the study was to document how value-added wood products industries can take advantage of natural properties of wood to become frontiers of sustainability innovation. In the end, true sustainability performance of the target facility was improved by 2.37 base points, while economic and environmental performance was increased from being a system weakness to achieving an acceptable index score benchmark of 8.41 and system strength level of 9.31, respectively. The social sustainability score increased by 2.02 base points as a function of a better gender bias ratio. The financial performance of the system improved from a 33% loss to 46.23% profit in the post-improvement state. Reductions in CO2 emissions (55.16%), energy consumption (50.31%), solid waste generation (72.03%), non-value-added-time (89.30%), and cost performance (64.77%) were other significant achievements of the study. In the end, the SBT framework was successfully validated at the facility level, and the target facility evolved into a leaner, cleaner, and more responsible version of itself. This study empirically documents how synergies between lean, sustainability, six-sigma and life cycle assessment concepts outweigh their divergences and demonstrates the viability of the SBT framework.
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Dissertations / Theses on the topic "Lean Six Sigma. eng"

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Fernandes, Simone Tavares. "Integração dos programas de melhoria Lean Manufacturing e Six Sigma aplicados à logística de transporte de produtos de uma indústria metalúrgica /." Guaratinguetá : [s.n.], 2008. http://hdl.handle.net/11449/99305.

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Resumo: Este trabalho apresenta a aplicação do Lean Six Sigma em um estudo de caso na indústria metalúrgica. O Six Sigma e o Lean Manufacturing são dois processos de melhoria utilizados por diversas empresas. Atualmente, a integração destes processos é um desafio para estas empresas, que buscam uma maneira mais eficiente de reduzir seus desperdícios e se adaptarem às necessidades de seus mercados consumidores. O trabalho teve como finalidade demonstrar a aplicabilidade do Lean Six Sigma em um problema logístico real de transporte de produtos entre as unidades de uma indústria metalúrgica. As etapas usadas para a solução do problema seguem o ciclo DMAIC - Definir, Medir, Analisar, Melhorar e Controlar. A dissertação apresenta detalhadamente a abordagem integrada dos processos de melhoria Lean Manufacturing e Six Sigma, seus conjuntos de ferramentas, bem como os resultados obtidos no estudo de caso.
Abstract: This work presents the application of Lean Six Sigma in a case study of the metallurgic industry. The Six Sigma and the Lean Manufacturing are two processes of improvement used by many enterprises. Currently the integration of these processes is a challenge for these companies, which search a way more efficient to reduce their wastes and to adapt to the needs of their markets. The work had as purpose to demonstrate the applicability of the Lean Six Sigma in a real logistical problem of the transportation of goods among units of the metallurgic industry. The stages used for the solution of the problem follow the DMAIC cycle - Define, Measure, Analyze, Improve and Control. The dissertation presents in details the integrated approach of the improvement processes Lean Manufacturing and Six Sigma, their tools set, as well the results obtained in the case study.
Orientador: Fernando Augusto Silva Marins
Coorientador: Messias Borges Silva
Banca: Valério Antonio Pamplona Salomon
Banca: Renato da Silva Lima
Mestre
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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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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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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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Books on the topic "Lean Six Sigma. eng"

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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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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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Meran, Renata, Alexander John, Christian Staudter, and Olin Roenpage. Six Sigma+Lean Toolset. Edited by Stephan Lunau. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-662-44614-0.

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Book chapters on the topic "Lean Six Sigma. eng"

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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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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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Niemann, Jörg, Benedikt Reich, and Carsten Stöhr. "Wertstromanalyse." In Lean Six Sigma, 131–40. Berlin, Heidelberg: Springer Berlin Heidelberg, 2021. http://dx.doi.org/10.1007/978-3-662-63008-2_8.

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Niemann, Jörg, Benedikt Reich, and Carsten Stöhr. "Spaghetti-Diagramm." In Lean Six Sigma, 121–29. Berlin, Heidelberg: Springer Berlin Heidelberg, 2021. http://dx.doi.org/10.1007/978-3-662-63008-2_7.

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Niemann, Jörg, Benedikt Reich, and Carsten Stöhr. "Einleitung." In Lean Six Sigma, 1–3. Berlin, Heidelberg: Springer Berlin Heidelberg, 2021. http://dx.doi.org/10.1007/978-3-662-63008-2_1.

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Conference papers on the topic "Lean Six Sigma. eng"

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Mego-Aranguri, Cristhian, Maria Roque-Soriano, Edgardo Carvallo-Munar, Rosa Salas-Castro, and Luis Cardenas-Rengifo. "Combined Model of Lean Six Sigma and Work Method for a Peruvian Ammunition Manufacturing." In 2020 Congreso Internacional de Innovación y Tendencias en Ingeniería (CONIITI). IEEE, 2020. http://dx.doi.org/10.1109/coniiti51147.2020.9240372.

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de Souza, Robson Ferreira, Luciane G. Tomaz, Vicente J. C. Real, and Tatiana Malafaia Cardoso. "The Application of Lean Six Sigma Methodology in Execution Process, Management and Attribution of Maintenance Activities." In 2014 10th International Pipeline Conference. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/ipc2014-33573.

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Abstract:
One of any company’s major assets is information and there is no information without data. In this regard, there are numerous market solutions for maintenance data records. At times, data quality is not satisfactory and this prevents obtaining information, thus jeopardizing reliability of the assets, affecting efficacy of a company’s management decisions and causing serious problems. This article aims to explain the use of the six sigma methodology to improve quality in maintenance records in the Natural Gas Department of Transpetro. To this end, the Maintenance Record Improvement Project was created, which involved plotting the execution process and maintenance records, development of portable tools for field records, redefining execution and management of routine maintenance processes, workforce training and cultural change. The article demonstrates how improvement opportunities were identified, mapping and measuring gaps, analysis of needs jointly with ways for treating them and preparing the action plan to prioritize the correction of deviations. In order to control the process, an indicator was developed to monitor progress in the quality of completing the records in the diverse Work Centers in the Transpetro Natural Gas Department (DGN) maintenance area.
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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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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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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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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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Wang, Xue, Yuquan Wang, and Dan Xu. "Lean six sigma implementation in equipment maintenance process." In 2012 International Conference on Quality, Reliability, Risk, Maintenance, and Safety Engineering (QR2MSE). IEEE, 2012. http://dx.doi.org/10.1109/icqr2mse.2012.6246481.

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Reports on the topic "Lean Six Sigma. eng"

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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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