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

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Published: 4 June 2021

Last updated: 1 February 2022

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1

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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2

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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Blitz, Amy. "Corporate life and death: who succumbs, who survives during disruption?" Journal of Business Strategy 41, no. 6 (October 24, 2018): 11–17. http://dx.doi.org/10.1108/jbs-07-2018-0122.

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Purpose This paper provides a disruption survival guide for companies during times of macro transformation. Design/methodology/approach The research compared the S&P 500 – as proxy for the US economy – from 1996 and 2018. Of companies no longer on the list, 12 died, including two from manufacturing: Bethlehem Steel and Outboard Marine Corporation (OMC). Still, some US manufacturers survived or even thrived during the period. To understand why, the paper compares Bethlehem, which died in 2003, to US Steel, which has survived but was removed from the S&P 500 list in 2014, and to Nucor, which has stayed on the list. POSCO is also used for comparison. The OMC case adds a different industry perspective. Findings The main findings from these cases are as follows: stay fit financially and avoid overreaching in good times, use operation strategies such as Lean and Six Sigma to build a culture of continual innovation and stay close to customers to compete on the basis of differentiation, particularly if competing on price is not a realistic option. The good news is differentiation is possible even in seemingly commoditized sectors like steel. Research limitations/implications This paper contributes to the literature on differentiation as a strategy for competing with low-cost disruptors. Practical implications This paper provides insights into the use of Lean, Six Sigma and other strategies for creating a culture of continual innovation among employees, customers, suppliers and other strategic partners. And, building on this culture, to compete on the basis of value-added differentiation, particularly if competing on price is not a realistic option. Originality/value The paper cuts through complex, fast-changing, transformative macro issues – e.g., Chinese competition and trade uncertainties related to new tariffs – and provides practical, timeless insights for navigating in such times. The focus here is on strategies for competing on the basis of value-added differentiation, particularly if competing on price is not a viable option. The good news is such competition is possible even in seemingly commoditized sectors like steel.

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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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Wainwright, Thomas W. "The Quality Improvement Challenge—How Nurses and Allied Health Professionals Can Solve the Knowing–Doing Gap in Enhanced Recovery after Surgery (ERAS)." Medicina 56, no. 12 (November 27, 2020): 652. http://dx.doi.org/10.3390/medicina56120652.

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The English National Health Service (NHS), and all health services around the world, will continue to face economic and capacity challenges. Quality improvement (QI) interventions, such as Enhanced Recovery after Surgery (ERAS), that are proven to improve patient care and deliver operational benefits are therefore needed. However, widespread implementation remains a challenge. Implementation of ERAS within the NHS over the last 10 years is reviewed, with a focus on total hip arthroplasty (THA) and total knee arthroplasty (TKA). Difficulties with implementation are highlighted, and a recommendation for the future is presented. This perspective is novel in the ERAS literature, and centres around increasing the understanding of perioperative care teams on the need for utilising a recognised QI method (e.g., plan–do–study–act cycles, Lean, and Six Sigma) to implement ERAS protocols (which are a QI intervention) successfully. The importance of differentiating between a QI method and a QI intervention has value across all other ERAS surgical procedures.

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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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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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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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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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Murry, Bernard. "L'université Lean Six Sigma : premier organisme de certification des compétences en Lean Six Sigma." Revue Française de Gestion Industrielle 31, no. 4 (December 1, 2012): 19–22. http://dx.doi.org/10.53102/2012.31.04.669.

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Thomas, Ashish. "Developing an integrated quality network for lean operations systems." Business Process Management Journal 24, no. 6 (November 5, 2018): 1367–80. http://dx.doi.org/10.1108/bpmj-02-2018-0041.

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Purpose Most successful companies have adopted some type of improvement methodology to achieve optimum performance, high quality, lower costs and productivity. Some of the structured methodologies employed indiscriminately are total quality management, quality control, agile, lean and Six Sigma which yield varied results. The purpose of this paper is to explore how to harness the power of an integrated system of quality tools and techniques to create operational excellence. An integrated framework involves matching quality tools and techniques to the multi-phases (input, transformation and output) of lean manufacturing or service ecosystem. Design/methodology/approach Current research of lean quality systems provides a conceptual understanding of core tools employed by manufacturing and service organizations. Interviewing domain experts from a series of manufacturing and service organizations highlighted a common challenge. The challenge was lean tools and methodologies were selected and employed arbitrarily for the different operational phases, which resulted in selective synergies of tools between operational phases. This limitation resulted in rework and duplication of quality efforts through the diverse phases of the transformation system. This study is based on the hypothesis that all phases of an operational system must be linked by common tools and methodologies which enables harnessing quality benefits and synergies throughout the entire operational system. The study methodology trailed through cooperative inquiry using a case study approach to design an integrated framework of tools that facilitates a common platform for manufacturing or service ecosystems. Findings This study suggests that quality systems in a complex competitive environment must consider an integrated iterative approach. An iterative development of lean quality tools for multiple phases produces an integrated quality system. Such systems employ blending and extending of lean quality tools to multiple phases of the transformation system to synthesize agile and versatile quality system. Research limitations/implications A limitation of this study is that the research of integrated framework is based on repertory grid technique only; it should be supplemented by other methods. Second, the proposed framework does not consider the complexity added by the internal and external stakeholders as they interface with the integrated system at different points with reference to phases of the system. Practical implications One of the advantages of this method is its generality, instead of delivering a monolithic system at the culmination of long transformation process we rely on smaller quality sprints which are implemented sequentially at each stage or phase of the transformation system. The phenomena of incremental clustering of time-series of quality sprints for different phases results in true integration from end to end for a transformation system. Social implications This study helps investigate the personal constructs that users and managers employ to interpret and select quality tools or methodologies for the different phases of lean transformational system. Originality/value This study aims to understand the impact of blending quality and business process improvement tools and methodologies to enhance outcomes. The basis of this study is “the power of multiplicity” through which a diverse collection of improvement paths is pooled into an integrated framework of quality tools for lean and efficient operations.

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Costa, Luana Bonome Message, Moacir Godinho Filho, Lawrence D. Fredendall, and Fernando José Gómez Paredes. "Lean, six sigma and lean six sigma in the food industry: A systematic literature review." Trends in Food Science & Technology 82 (December 2018): 122–33. http://dx.doi.org/10.1016/j.tifs.2018.10.002.

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Näslund, Dag. "Lean, six sigma and lean sigma: fads or real process improvement methods?" Business Process Management Journal 14, no. 3 (June 6, 2008): 269–87. http://dx.doi.org/10.1108/14637150810876634.

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Hussaini, Sulaiman, and Gregory Lahrman. "Using Modeling and Simulation in the Manufacturing of Medical Devices." Advanced Materials Research 488-489 (March 2012): 1032–38. http://dx.doi.org/10.4028/www.scientific.net/amr.488-489.1032.

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This paper examines the importance of modeling and simulation in manufacturing, specifically medical device manufacturing. While the use of simulation analysis is steadily gaining acceptance in many industries, medical device manufacturers are still apprehensive of its use and value. It is seen as a non-value added approach given the widespread acceptance of other approaches like lean manufacturing, six-sigma, just-in-time manufacturing etc. Here we will explore the potential benefits of simulation in the manufacturing of medical devices and highlight how it can complement the other process improvement approaches and techniques. When a valid and credible model of a system is established it can be a very effective tool which manufacturers can use to address numerous challenges they face every day - broadly classified into Resource Allocation, Performance Evaluation and Operations Excellence. For manufacturers who are serious about remaining competitive in the 21st century, they cannot afford to ignore this powerful approach. The industry is well positioned to embrace this technology and can leverage key ingredients from existing systems. The US Food and Drug Administration (FDA) sees a lot of benefit in simulation technology and recommends its use to device manufacturers through a series of guidance documents. The relative benefit of using this approach along with other established approaches of process analyses and improvement like lean cannot be overemphasized. Towards the end of this study, a comprehensive simulation model of case in point manufacturing facility has been developed and its results demonstrate how effective this technology can be in solving real life manufacturing problems in a systematic manner, with a data driven approach.

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Bhat, Shreeranga, E. V. Gijo, and N. A. Jnanesh. "Productivity and performance improvement in the medical records department of a hospital." International Journal of Productivity and Performance Management 65, no. 1 (January 11, 2016): 98–125. http://dx.doi.org/10.1108/ijppm-04-2014-0063.

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Purpose – The purpose of this paper is to illustrate how Lean Six Sigma (LSS) methodology was applied to a medical records department (MRD) of a hospital in India to reduce the Turn-Around-Time (TAT) of medical records preparation process and thus to improve the productivity and performance of the department. Design/methodology/approach – The research reported in this paper is based on a case study carried out using LSS approach and in improving the medical records preparation process. Findings – The root causes for the problem were identified and validated through data-based analysis from LSS tool box, at different stages in the project. As a result of this project, the TAT was reduced from average 19 minutes to eight minutes and the standard deviation was reduced by one-tenth, which was a remarkable achievement for department under study. This was resulted in the reduction in the work-in-process inventory of medical records from 40 units to 0 at the end of the day. Project in-turn reduced the staffing level from the earlier level of six to a current level of four. Research limitations/implications – The paper is based on a single case study executed in IP-MRD of a single hospital and hence there is limitation in generalizing the specific results from the study. But the approach adopted and the learning from this study can be generalized. Originality/value – This paper will be helpful for those professionals who are interested in implementing LSS to healthcare organization to improve the productivity and performance.

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Madhani, Pankaj M. "Lean Six Sigma in Finance and Accounting Services for Enhancing Business Performance." International Journal of Service Science, Management, Engineering, and Technology 12, no. 6 (November 2021): 141–65. http://dx.doi.org/10.4018/ijssmet.2021110109.

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The evolution of Lean Six Sigma includes both the speed of Lean and the robustness of Six Sigma. Lean Six Sigma leads to greater efficiency and better quality in the finance and accounting process. Lean Six Sigma helps in solving various issues faced by finance and accounting processes. Applying the principles and discipline of Lean Six Sigma in finance and accounting provides the tools and discipline to strengthen the internal control environment while at the same time ensuring that the information flows are efficient. Lean Six Sigma is the predominant process management methodology for finance and accounting services as it is rapidly transforming how finance and accounting functions are managed. Research provides a set of guidelines in the form of the smooth deployment of Lean Six Sigma in finance and accounting services and develops various frameworks for emphasizing its operational, tactical, and strategic benefits. Research also provides various illustrations of successful Lean Six Sigma deployment in finance and accounting.

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Rebelato, M. G., and A. M. Rodrigues. "As Contradições do Lean Six Sigma." Revista de Administração da Unimep 11, no. 2 (August 30, 2013): 57–81. http://dx.doi.org/10.15600/1679-5350/rau.v11n2p57-81.

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Venanzi, D., D. L. Faustino, O. R. Silva, and H. L. Hasegawa. "LEAN SIX SIGMA – MULTIPLE CASE STUDY." Revista Gestão Inovação e Tecnologias 7, no. 4 (December 28, 2017): 4059–73. http://dx.doi.org/10.7198/geintec.v7.i4.1105.

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Balcioglu, Yavuz Selim, and Alpaslan Gozel. "Alternative management approaches: Lean six sigma." Pressacademia 9, no. 9 (July 30, 2019): 105–8. http://dx.doi.org/10.17261/pressacademia.2019.1076.

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Dombrowski, Uwe, Stefan Schmidt, and Fabian Grube. "Nachhaltige Qualität durch Lean Six Sigma." ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 104, no. 1-2 (February 24, 2009): 38–44. http://dx.doi.org/10.3139/104.110007.

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Arcidiacono, G., and A. Pieroni. "The Revolution Lean Six Sigma 4.0." International Journal on Advanced Science, Engineering and Information Technology 8, no. 1 (February 25, 2018): 141. http://dx.doi.org/10.18517/ijaseit.8.1.4593.

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Smekens, Marret, and Kees Zeelenberg. "Lean Six Sigma at Statistics Netherlands." Statistical Journal of the IAOS 31, no. 4 (November 24, 2015): 583–86. http://dx.doi.org/10.3233/sji-150930.

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Khalid, Ahmad, Ahmad, Ali, Khaled, and Ahmad. "Lean Six Sigma in Jordanian Organizations." International Journal of Economics and Business Administration VIII, Issue 3 (July 1, 2020): 429–47. http://dx.doi.org/10.35808/ijeba/527.

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Pepper, M. P. J., and T. A. Spedding. "The evolution of lean Six Sigma." International Journal of Quality & Reliability Management 27, no. 2 (January 26, 2010): 138–55. http://dx.doi.org/10.1108/02656711011014276.

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Antony, Jiju. "Lean Six Sigma for higher education." International Journal of Productivity and Performance Management 66, no. 5 (June 12, 2017): 574–76. http://dx.doi.org/10.1108/ijppm-03-2017-0063.

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Antony, Jiju, Bryan Rodgers, Inness Coull, and Vijaya Sunder M. "Lean Six Sigma in policing services." International Journal of Productivity and Performance Management 67, no. 5 (June 11, 2018): 935–40. http://dx.doi.org/10.1108/ijppm-07-2017-0173.

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Purpose This paper is based on a single case study carried out as part of a change programme but is used as a reflective tool to draw on some of the wider organisational learning which can be considered when implementing, reviewing or re-energise a Lean Six Sigma (LSS) Programme. The paper aims to discuss this issue. Design/methodology/approach A case study approach has been used and referenced throughout the paper with references to literature to support the wider learning points drawn which are then applied to any continuous improvement (CI) programmes. Findings The paper presents a range of learning points which are drawn from a successful deployment of LSS within a change project carried out as part of an overall programme in Scottish policing services. Research limitations/implications The points are drawn from a single case study which was deployed within a wider change programme and is supported by wider literature but is used as a vehicle for informing strategic considerations within an organisation. Originality/value This case study is drawn from policing services in the public sector which alone is an area that has not been significantly studied. It is used to explore wider implications in terms of strategic alignment, organisational performance and project management and presents the argument that the design of a CI programme is much wider than the implementation of LSS itself.

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Anthony, Stephen, and Jiju Antony. "Academic leadership and Lean Six Sigma." International Journal of Quality & Reliability Management 33, no. 7 (August 1, 2016): 1002–18. http://dx.doi.org/10.1108/ijqrm-03-2015-0047.

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Purpose – The purpose of this paper is to demonstrate the ability to researchers of using design of experiments (DoE) as a structured and systematic approach to performing systematic literature reviews. The authors demonstrate a simple case study illustrating the application of DoE in executing a systematic literature review on two popular topics in higher education: academic leadership and Lean Six Sigma. Design/methodology/approach – The methodology involves the systematic literature review of linking academic leadership with terms such as Lean, Six Sigma, Total Quality Management, Maturity Model and Continuous Improvement. The main tool used to structure the systematic literature review is a Taguchi Orthogonal Array design, specifically an L16 grid and the method is verified by conducting another review, replacing the term academic leadership with simply leadership. Findings – The approach identified at first no research papers linking the terms; however, when academic leadership was replaced with university, 19 research papers where discovered. The verification exercise, linking just leadership with the other search string generated over 1,000 results – demonstrating that the tool can find large volumes of articles if they exist, the search was completed for a ten year time frame – 2004 to 2014. Research limitations/implications – The case study focussed on a field which is known to have little current research and the verification exercise deliberately targeted a known large body of research. The authors will continue to use the approach and refine the technique over time. Practical implications – This approach would help any researcher despite of their discipline to identify opportunities and gaps in the current literature. Originality/value – The paper shows how DoE can be used in an academic research-based process. No other literature review approach currently exists which uses Taguchi approach to DoE to filter the search criteria.

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Hoerl, Roger W., and Martha M. Gardner. "Lean Six Sigma, creativity, and innovation." International Journal of Lean Six Sigma 1, no. 1 (March 26, 2010): 30–38. http://dx.doi.org/10.1108/20401461011033149.

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Nicoletti, Bernardo. "Lean Six Sigma and digitize procurement." International Journal of Lean Six Sigma 4, no. 2 (May 31, 2013): 184–203. http://dx.doi.org/10.1108/20401461311319356.

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Kane, Victor E. "Using Lean Six Sigma implied assumptions." TQM Journal 32, no. 6 (March 14, 2020): 1561–75. http://dx.doi.org/10.1108/tqm-11-2019-0271.

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PurposeThe intent of this work is to state the implied assumptions that define the setting for using a Lean Six Sigma (LSS) business strategy to conduct successful improvement projects.Design/methodology/approachThe execution of define, measure, analyze, improve, and control (DMAIC) phases utilizes philosophies, principles, concepts, success factors, and so forth for successful project completion. These traditional concepts form implied setting assumptions for conducting a successful project.FindingsTo establish the desired setting, it is necessary to state organizational performance modeling assumptions required for the use of many tools. Since Lean Six Sigma requires a unique organizational support structure, these assumptions must be added for completeness. Using the 15 collective assumptions is shown to provide benefits in four areas: training clarity, project assessment, leadership support, and theory foundation.Research limitations/implicationsAny list of assumptions is likely incomplete since project application settings are varied and some tools may have unique requirements.Practical implicationsThe most useful of the four benefits for practitioners is establishing a familiar framework for communicating with leadership. Management is trained to evaluate assumptions for any new business strategy such as an LSS process improvement initiative. A thoughtful leader will expect to evaluate LSS assumptions for a proposed project. Stating these implied assumptions will meet those expectations.Originality/valueMost of the stated assumptions exist in some implied form in the Lean Six Sigma literature. However, the familiar term “assumption” is not typically used in presenting Lean Six Sigma methodology. Using this traditional framework is shown to produce multiple benefits for learners and users.

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Montgomery, Douglas C. "Lean Six Sigma and Promoting Innovation." Quality and Reliability Engineering International 30, no. 1 (January 27, 2014): 1. http://dx.doi.org/10.1002/qre.1626.

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Montgomery, Douglas. "Lean six-sigma in higher education." Quality and Reliability Engineering International 33, no. 5 (July 2017): 935–36. http://dx.doi.org/10.1002/qre.2194.

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Laureani, Alessandro, and Jiju Antony. "Leadership characteristics for Lean Six Sigma." Total Quality Management & Business Excellence 28, no. 3-4 (September 28, 2015): 405–26. http://dx.doi.org/10.1080/14783363.2015.1090291.

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Yaduvanshi, Deepak, and Ashu Sharma. "Lean Six Sigma in Health Operations." Journal of Health Management 19, no. 2 (April 27, 2017): 203–13. http://dx.doi.org/10.1177/0972063417699665.

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The hospitals over the last few years have been facing major issues and challenges; the patients aspire world-class health care quality delivery while state and health insurance companies demand the delivery at the lowest price. Lean which eliminates the waste and Six Sigma which decreases the variation in hospital processes are complementary quality improvement tools that can help to achieve these goals. The lean principles have been now successfully applied to the delivery of health care over the last few years. Lean management primary begins with underlying principle of eliminating waste. In order for lean methodology to be successful and able to enhance the operations the hospital must first work to create an organizational culture that is receptive to lean thinking. The commitment to start lean must start from the top management, and the junior staff must be involved. Whether manufacturing a car or delivering health care to a patient, the industry worker or health personal relies on multiple, disorganized, chaotic and complex in-built system and processes to accomplish the goal to deliver value to the customer or patient. It is a widely held dictum that once the lean principles are applied rigorously and throughout an entire organization, it can have a positive impact on productivity, cost, quality and timely delivery in a resource limited settings of Indian subcontinent. In hospital industry, the operational efficiency means rapid access to care, minimum waiting time while at the same time delivering defect free quality care at the minimum cost. We believe the Lean Six Sigma (LSS) is a panacea management philosophy to overcome the burgeoning health and hospital industry challenges.

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Laureani, Alessandro, and Jiju Antony. "Standards for Lean Six Sigma certification." International Journal of Productivity and Performance Management 61, no. 1 (December 2, 2011): 110–20. http://dx.doi.org/10.1108/17410401211188560.

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Pickrell, Gary, Harry J. Lyons, and Judy Shaver. "Lean Six Sigma implementation case studies." International Journal of Six Sigma and Competitive Advantage 1, no. 4 (2005): 369. http://dx.doi.org/10.1504/ijssca.2005.008503.

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Heuvel, Jaap Van Den, Ronald J. M. M. Does, and Henk De Koning. "Lean Six Sigma in a hospital." International Journal of Six Sigma and Competitive Advantage 2, no. 4 (2006): 377. http://dx.doi.org/10.1504/ijssca.2006.011566.

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