Dissertations / Theses: 'Recommendations for implementation of Six Sigma'

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Köpsén, Catrine. "Six Sigma at Saab Avitronics - Recommendations for implementation : MBA-thesis in marketing." Thesis, University of Gävle, Department of Business Administration and Economics, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-338.

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Aim: This study investigates the degree of Six Sigma implementation in the aviation industry where it has been successful and is widely spread. Six Sigma is a quality measurement and improvement program and provides businesses with the tools to improve the capability of their business processes. The paper scrutinizes the possible consequences of implementing Six Sigma in a strictly controlled environment and how the defined success factors for implementation could be interpreted in this context. The concept of Six Sigma is examined with the objective to define recommendations for implementation at Saab Avitronics, a company within the aviation industry.

Method: The theoretical background presents what theories for Six Sigma successful implementation that are present and seeks to give the topic depth and perspective to establish a basis on which the analysis later is built on. Phases for implementation of improvement programs and success factors for Six Sigma are investigated. To establish the environment in which the theory is adapted the empirical part of the study presents a marketing audit and a SWOT analysis of Saab Avitronics. An internal survey is also performed to examine Saab Avitronics’ view on its own knowledge in the area of Six Sigma, improvement methodology, statistics, and the attitudes towards implementing a methodology based on Six Sigma. The analysis is performed by applying the theoretical background in the light of the reality of Saab Avitronics. The possibility of a successful implementation is discussed.

Result & Conclusions:Continuous improvements are a general prerequisite for survival and success and the study shows that this has also become a requirement imposed on companies within the aviation industry. Although special conditions apply to the aviation industry and Saab Avitronics there is nothing preventing from implementing the improvement concept in general, but special criteria have to be considered when choosing suitable projects. The study concludes with recommendations for Saab Avitronics on five phases for implementation; Plan, Pilot, Implement, Expand and Integrate, and main activities within these phases are defined. Finally the most important success factors for implementation at Saab Avitronics are defined and also how these should be interpreted for continuous improvement and future success.

Suggestions for future research: The investigation is limited to the aviation industry and to Saab Avitronics. Future research projects could further study the consequences at Saab Avitronics after implementation of Six Sigma, case studies of implementing best practise theories like these recommendations, and studying selection criteria for success factors.

Contribution of the thesis: The study contributes with recommendations to Saab Avitronics when implementing Six Sigma and also to the know-how and knows-what, to others than Saab Avitronics, when studying the same topic or when planning their own implementation of Six Sigma.

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Gizem, Şebnem Sunal, and Evangelia Evangeliou. "Six Sigma in Project Management Implementation of Six Sigma at Klesman Electric." Thesis, KTH, Tillämpad maskinteknik (KTH Södertälje), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-121706.

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Jurado, Lara Laura. "Implementation of Design for Six Sigma on Mass Customization Companies." Thesis, KTH, Industriella informations- och styrsystem, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-116755.

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The role of quality control is to correctly translate customers´ requirements into materialized products to achieve customers’ satisfaction. Today Product Development Process (PDP) becomes the stage to improve and to obtain successful products. In the 1980s, Six Sigma appeared as an attempt to improve some aspects of products and services in order to reduce failures in production as much as possible. But there still was a lack of customer perspective over product development project. This thesis approached the lack of customer insight with a new product development process, Design for Six Sigma (DFSS). Examples that describe how DFSS works and its implementation are still missing, therefore the purpose of this master thesis is to prove if the implementation of DFSS would be efficient, effective and closer connected to the customer of mass- production companies. DFSS is based on processes, roles and tools. However, it is questionable whether the suggested role structure and a uniformed process are able to implement in the real world. The methods used for this research project were two interviews with two mass customization companies, qualitative data collection and finally analyzing the collected data by comparing them with the theory of DFSS. This PDP ensures the track, and enhances creativity and innovation, taking the process beyond its capabilities. Moreover, the conclusions of the thesis show that there is no need for a uniformed model, making DFSS more useful and trickier for competitors. The lack of a uniformed model allows to overcome the innovative ability. The skills to reach these roles and the creation of a team within the company are more important than roles and backgrounds themselves. In spite of knowledge of expertise areas, the task is more related to control the collaboration, communication and flow of information within the group. DFSS becomes a successful solution for customer insight, a good combination of tools and techniques. But it does not mean that implementing accurately a certain methodology is the right solution.

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Kumar, Maneesh. "Six sigma implementation in UK manufacturing SMEs : an exploratory research." Thesis, University of Strathclyde, 2010. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=12831.

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Though the benefits of Six Sigma were widely reported in many large organizations, research had shown its implementation in the UK small and medium-sized enterprises (SMEs) was still less evident. The aim of this exploratory research was to assess the status of Six Sigma implementation in the UK manufacturing SMEs and thereby develop a customized practical framework to facilitate successful implementation of Six Sigma in SMEs. A mixed method approach of survey and multiple case studies during three phases of research was adopted to achieve the aim of the research by answering the following key research questions (RQs): RQ1: What makes SMEs different from large organizations?; RQ2: What are the critical differences in quality management practices of Six Sigma and non-Six Sigma SMEs?; RQ3: What are the critical success factors and barriers to implementation of Six Sigma in SMEs?; RQ4: Does the performance of Six Sigma firms differ from non-Six Sigma firms?; RQ5: How to assess the readiness of a SME to embark on Six Sigma journey?. The adoption of a mixed method approach not only facilitated in answering the five RQs and but also addressed the quality research criteria of reliability and validity for this research. This exploratory research had made some significant contributions to the theory and practice of Six Sigma research in SMEs. This is among very few studies in quality management (QM) literature that presents the differences in the characteristics of SMEs and large organizations through the lens of small business growth models. It also identified the similarities in the critical success factors (CSFs) stated for small business growth and for the implementation of continuous improvement (CI) initiatives in SMEs. The research dispels the myth that Six Sigma implementation is limited to large organizations only. The empirical research had indicated successful implementation of Six Sigma in SMEs of sizes ranging from 35 to 240 headcount. A well-designed quality management system (QMS) based on the principles of ISO 9000 could be the foundation to embark on Six Sigma journey. Networking with government bodies or academic institutions and the role of middle managers were identified as two new factors for successful implementation of Six Sigma in SMEs. This was among very few studies that compared and identified significant differences in the performance of Six Sigma SMEs compared to non-Six Sigma SMEs. The Six Sigma firms out-classed non-Six Sigma firms with respect to the nine performance metrics established from the literature. The two key practical contributions of this doctoral research were the construction of a Six Sigma Readiness Index (SSRI) and a customized Six Sigma framework for SMEs based on the findings from empirical research and literature. The SSRI can assess SME preparedness for Six Sigma implementation. The proposed framework would help SMEs to get started with Six Sigma implementation. The readiness index and framework were tested in three SMEs to assess its robustness and validity. The generalisability of the findings was limited due to the smaller sample size of participating firms from the UK manufacturing sector only. Future research will expand the scope of the study by focusing on global SMEs (manufacturing and services) and conducting exploratory and explanatory research on Six Sigma implementation in SMEs. The author will also test the proposed SSRI and the framework for further refinement and validity.

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Nguenang, Lionel Bell. "An approach to six sigma implementation in South African enterprises." Thesis, Cape Peninsula University of Technology, 2010. http://hdl.handle.net/20.500.11838/1213.

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Thesis (MTech (Quality))--Cape Peninsula University of Technology, 2010
To succeed in the global market, South African enterprises need an overall operational excellence which is a key requirement for any business to sustain competiveness and growth. To effectively respond to the constant flexibility of customer demands, many quality initiatives have been developed to assist business organisations in the quest for excellence. Quality management has evolved over the years from a simple product inspection, to a modern management system that requires the involvement of the entire workforce and other stakeholders to work closely, toward customer satisfaction. Currently, the most used quality concepts by organisations throughout the world are ISO 9001(2008); Total Quality Management; Just in Time; and Six Sigma. Among these quality initiatives, Six Sigma has emerged as the most powerful quality improvement strategy. In South Africa (SA), business organisations have adopted several quality initiatives to cope with the challenges of globalisation. Six Sigma is one of the latest quality initiatives that many businesses in SA are using or considering as a mechanism to strengthen their product or service quality. This study explores a Six Sigma model for implementation in the context of the South African business environment. As less than ten percent of organisations worldwide have recognised the tremendous effects of Six Sigma in boosting their productivity and financial profit, it becomes extremely important to understand the complexity and critical aspects behind Six Sigma implementation, that organisations in SA must recognise when implementing Six Sigma. This study can assist many industries in SA, as well as those in other developing nations, who have not yet experienced Six Sigma implementation, to become aware of the complexity and critical elements of this quality approach.

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Ashri, Fahad H. "Six Sigma implementation in Middle East organisations :|ban empirical study." Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/5411.

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Ashri, Fahad H. "Six Sigma Implementation in Middle East Organisations: An Empirical Study." Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/17480.

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In the last decade, the rapid economic development in the Middle East has encouraged organisations to implement modem quality management and strategic initiatives such as Six Sigma to ensure continuous improvement and achieved excellence. Six Sigma is a comprehensive business strategic quality programme and a systematic process improvement methodology for achieving, sustaining and maximising business success. The proper implementation of Six Sigma leads to breakthrough in profitability through ensuring quantum gains in product/service quality, customer satisfaction and productivity. This research presents an empirical exploratory and comparative study that aims and attempts to bridge the gap in the existing literature of Six Sigma by investigating the current implementation status of Six Sigma in organisations of three Middle East countries (namely, Saudi Arabia, Egypt and United Arab Emirates (UAE)). The reasons/benefits that encourage Middle East organisations to implement Six Sigma projects, the challenges commonly faced during implementation, the critical success factors (CSFs) for effective implementation and the organisations’ satisfaction with the implementation are investigated. The key issues of Six Sigma implementation and their criticality relating to the experience of the implementing process of Six Sigma projects are explored through an extensive review of the relevant literature. The data were collected from a combination of quantitative (232 questionnaires) and qualitative (74 semi-structured interviews) methodologies. The research covered 44 organisations from manufacturing and services sectors and large, small, and medium enterprises (SME) sizes, which have implemented or were implementing Six Sigma projects in the selected countries at the time of study. The study findings identified 15 significant reasons/benefits which encourages Middle East organisations to implement Six Sigma projects, 13 major challenges commonly faced during implementation, 19 CSFs for effective implementation and level of the organisations’ satisfaction with the implementation. Based on the research findings, a generic model for successful and effective implementation of Six Sigma in Middle East organisations is developed and proposed. The research concludes that Six Sigma implementation in Middle East organisations still in early stage, most organisations have outstanding opportunities to implement the Six Sigma project successfully and effectively with tangible and intangible benefits. In addition, all the responding organisations, which are actively implementing Six Sigma programme, regardless of their countries, sectors and sizes are highly satisfied with the implementation results. However, the research output highlights that an improvement culture must be developed and promoted throughout the organisation to ensure long-term benefit and sustainable success. Furthermore, the research makes recommendations on development of an implementation strategy in Middle East organisations. Finally, a number of suggestions are made for future research.

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Ashri, Fahad Hussain. "Six Sigma implementation in Middle East organisations : an empirical study." Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/5411.

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Stone, Mark Eric. "Lean six sigma deployment and implementation strategies for MCG Industries (PTY) LTD." Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/70663.

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Thesis (MBA)--Stellenbosch University, 2007.
ENGLISH ABSTRACT: Continuous improvement is a consensus theme used by many industries for improving product quality and service. In the last decade a new quality philosophy known as Six Sigma has become well established in many companies, e.g., Motorola, General Electric, Ford, Honda, Sony, Hitachi, Texas Instruments, American Express, etc. Some have suggested that the Six Sigma quality improvement philosophy is not only impacting the global business sector, but will also re-shape the discipline of statistics. The Six Sigma philosophy for improving product and service quality is based upon existing principles established by other well-recognised quality experts, (Le. Deming, Juran, and Ishikawa). The significant departure of the Six Sigma philosophy from existing quality philosophies is that it promotes a stronger emphasis on monitOring production yield and manufacturing costs associated with any quality improvement effort. The other significant contribution that Six Sigma makes to the quality movement is the detailed structure for continuous improvement and the step-by-step statistical methodology. The goal of any Six Sigma improvement effort is to obtain a long-term defect rate of only 3.4 defective parts per million manufactured. Lean and Six Sigma are recent developments in continuous improvement methodology that have been popularised by several high-profile companies. The success and complementary nature of these methodologies has led to their combination into a single methodology, commonly called Lean Six Sigma (LSS). Although there is considerable literature available and many implementations of LSS, very little published research addresses the practical experiences of companies that have implemented LSS. To formalise a Lean Six Sigma implementation strategy for MeG Industries the focus of this research was to answer the research question: "How and why are certain implementations of LSS successful or unsuccessful?" To answer this question, this research investigates the implementation processes of organisations by addressing the following investigative questions: .:. How has LSS been deployed and implemented in organisations? .:. What are barriers to LSS deployment and how are they overcome? .:. What are challenges experienced during a LSS implementation and how are they overcome? The investigative questions further focused the research question and identified several factors that appeared to significantly contribute to implementation success; these factors are: .:. Fusing business strategy with continuous improvement strategy .:. Leadership commitment and involvement in the deployment and implementation processes .:. The use of consultants that are proficient and experienced .:. A defined organisational model and infrastructure which links the continuous improvement efforts with the performance measurement system and senior leadership .:. Defined and standardised personnel selection criteria This research's purpose is to assist MeG Industries to structure a continuous improvement program that abates or eliminates the negative effects caused by deployment barriers and implementation challenges.
AFRIKAANSE OPSOMMING: Deurlopende verbetering is 'n eenstemminge tema gebruik deur menige nywerhede vir die verbetering van produkgehalte en diens. Gedurende die afgelope dekade is 'n nuwe kwaliteitsfilosofie, bekend as Six Sigma, goed gevestig in verskeie maatskappye, bv. Motorola, General Electric, Ford, Honda, Sony, Hitachi, Texas Instruments, American Express ens. Sommige het voorgestel dat die Six Sigma kwaliteit verbeteringfilosofie nie alleenlik impak maak op die globale besigheidsekor nie maar sal ook die disipline van statistiek herskep. Die Six Sigma filosofie vir die verbetering van produk en dienskwaliteit is gebasseer op bestaande beginsels gevestig deur welbekende kwaliteitdeskundiges (bv. Deming, Juran en Ishikawa). Die betekenisvolle afwyking van die Six Sigma filosofie vanaf die bestaande kwaliteitfilosofie is die bevordering van 'n sterk klem op die moniteering van produksieopbrengs en vervaardigingskostes verbind met enige kwaliteitverbeterings inspanning. Die ander betekenisvolle bydrae wat Six Sigma aan kwaliteitbeweging maak is die struktuur vir deurlopende verbetering en die stap vir stap statistiese metodiek. Die doel van enige Six Sigma verbeterings inspanning, is om 'n langtermyn defekgraad van net 3.4 defektiewe parte per miljoen vervaardig, te verkry. Lean en Six Sigma is onlangse ontwikkelings in deurlopende verbeteringsmetodiek, wat populer gemaak is deur verskeie hoe profiel maatskappye. Die sukses en komplimerende karakter van hierdie metodiekke het gelei tot die kombinasie van 'n enkel metodiek, algemeen bekend as Lean Six Sigma (LSS). Alhoewel daar aansienlike literatuur beskikbaar is, bestaan daar min gepubliseerde navorsingstukke wat die praktiese implementering van LSS deur maatskappye aanspreek. Om 'n Lean Six Sigma implementering strategie vir MCG Industries te formuleer is gefokus op navorsing wat die navorsingvraagstuk: Hoekom en waarom is sekere implementerings van LSS suksesvol of onsuksesvol?". Om hierdie vraag te beantwoord ondersoek die navorser die implementeringsprosesse van organisasies deur middel van die volgende navorsingvraagstukke: - Hoe is LSS ontplooi en geimplementeer in organisasies? - Wat is die hindernisse tot LSS ontplooiing en hoe word dit oorbrug? - Watter uitdagings word ondervind met die implementering van LSS en hoe word dit oorbrug? Die ondersoek bevraagteken verdere gefokusde navorsingvraagstukke en identifiseer verskeie faktore wat skynbaar 'n betekenisvolle bydrae lewer tot suksesvolle implementering; hierdie faktore is: -Samesmelting van besigheidstrategie met deurlopende verbeteringstrategie -Leierskapvertroue en betrokkenheid in die ontplooiing en implementerings prosesse -Die gebruik van bekwame en ervare konsultante -'n Gedefineerde organisasiemodel en infrastruktuur wat gekoppel word aan deurlopende verbeteringsinstelling deur middel van 'n prestasiemetingstelsel en senior leierskap -Bepaalde en gestandaardiseerde personeel seleksie kriteria. Die navorsing doel is om MCG Industries behulpsaam te wees met die struktuur van 'n deurlopende verbeteringsprogram wat vermindering of eliminasie van negatiewe uitwerkings, veroorsaak deur ontplooiings hindernisse en implementerings uitdagings.

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Poirier, Debra. "Implementation of six sigma at Company XYZ to eliminate finished good nonconformance." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009poirierd.pdf.

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Or, C. "An exploration of the implementation of six sigma in a battery manufacturing company." Thesis, University of Surrey, 2008. http://epubs.surrey.ac.uk/674/.

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Britz, Albertus Gerhardus. "Six Sigma : a framework for successful implementation in South African firms / A.G. Britz." Thesis, North-West University, 2008. http://hdl.handle.net/10394/2601.

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There can be little doubt that Six Sigma is far more than just another novelty concept; in fact, it can be considered as a proven quality philosophy and if applied correctly, ensures a competitive advantage. A rapidly increasing number of firms, from all industries and of all sizes, are now reporting significant savings or returns on their program and training investments, because of the implementation of Six Sigma. This paper investigates the origin, definition, financial benefits and challenges of Six Sigma and its implementation. Certain critical success factors determine the successful implementation of Six Sigma in any firm. Many firms have reported significant benefits as a result of Six Sigma project implementation, though not all are yet success stories. This paper reviews the literature related to the critical success factors for the effective implementation of Six Sigma. This research will provide the useful information for firms, which are willing to implement Six Sigma and help firms avoid the risks during the process of Six Sigma implementation. The primary objective of this exploratory research is to identify the critical success factors required for the successful implementation of Six Sigma. Then, based on the critical success factors identified in literature and the survey, the purpose is to develop and propose an applicable framework for firms to successfully implement Six Sigma. The research is explorative of nature and a survey research design was used with a questionnaire as data-gathering instrument. Descriptive statistics (e.g. means and standard deviations) were used to analyse the data. The results confirmed that the most critical success factors for successful Six Sigma implementation include management commitment, change management, effective communication and alignment. The proposed framework presents six interlinking components of Six Sigma which is dependent on these four critical success factors. Limitations in the research are identified and recommendations for future research are made.
Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2009.

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Culhane, Thomas A. "Design, development, and implementation of an environmental compliance process using Design for Six Sigma." Thesis, California State University, Dominguez Hills, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=1524789.

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Design for Six Sigma (DFSS) is a methodical quality design strategy for deploying new products, services, and processes in all aspects of business functions; its goal is to improve customer satisfaction, sales, and revenue.

This project presents the theory and application of the DFSS Define, Measure, Analyze, Design, and Verify (DMADV) model as applied to the design and development of an environmental compliance process. This model addresses recent European Union (EU) regulations known as REACH (Registration, Evaluation, Authorisation, and Restriction of Chemicals).

The project presents the methodical use of applicable quality tools and concepts by a project team at an original components manufacturer (OCM) for each stage of the DMADV model. The final presentation has resulted in a process that consistently meets customer requirements, targeted release dates, and process capabilities as defined by the project charter.

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Lawless, Tom. "The impact of perceived leader efficacy differences on successful Lean Six Sigma implementation in manufacturing." Thesis, Northcentral University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10134341.

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Manufacturers attempt to compete in the world economy and improve their business processes by implementing change management theory, often using Lean Six Sigma processes; however, these implementations are not always effective in manufacturing settings. Research was needed about leadership efficacy differences in Lean Six Sigma success to inform strategies aimed at augmenting success rates. The purpose of this causal comparative quantitative investigation was to determine the impact of perceived leadership efficacy differences on Lean Six Sigma success rates in a manufacturing setting. The population for the study is estimated at 20,000 supervisors with a sampling of 128 leaders from the manufacturing industry in Illinois, Indiana, Iowa, and Wisconsin, who have conducted a Lean Six Sigma implementation. The independent variable was perceived leader efficacy and was gathered from McCormick’s Leadership Efficacy Questionnaire (LEQ). The dependent variable was Lean Six Sigma implementation success rate and was gathered from a researcher-created checklist designed to measure overall equipment effectiveness of the respective leaders’ operation. Analysis of variance was performed to assess the difference between high and low efficacy leaders on Lean Six Sigma success rates. The findings demonstrated individuals with high leader efficacy were significantly more successful in implementing Lean Six Sigma initiatives than those with low leader efficacy. Recommendations to increase leadership efficacy in manufacturing in order to positively impact the success rates of change initiatives were offered.

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Chongwatpol, Jongsawas. "Implementation of lean thinking and six sigma for Company XYZ a case study in service parts warehouse /." Menomonie, WI : University of Wisconsin--Stout, 2004. http://www.uwstout.edu/lib/thesis/2004/2004chongwatpolj2.pdf.

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SOUSA, EDUARDO LOPES DE. "ASPECTS THAT FACILITATE OR COMPLICATE SIX SIGMA IMPLEMENTATION IN A SERVICE SECTOR COMPANY: THE TELEMAR CASE STUDY." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2006. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=9332@1.

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PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO
Na busca pela excelência do desempenho das suas atividades, as organizações foram influenciadas, ao longo dos anos, por diferentes abordagens do movimento da qualidade. O Seis Sigma tem sido uma das abordagens da qualidade mais comentadas nos últimos tempos e aplicada em um número crescente de empresas, inicialmente industriais, e, mais recentemente, em empresas do setor de serviços. Este trabalho visa preencher uma lacuna existente entre a prática do Seis Sigma nas organizações de serviços e o desenvolvimento de estudos acadêmicos sobre o tema no Brasil, por meio da identificação e análise dos aspectos que facilitam ou dificultam a implementação desta abordagem em empresas de serviços. O Grupo Telemar foi utilizado como estudo de caso, por se tratar de uma empresa representativa no cenário nacional e por ter passado, nos últimos anos, pelo processo de implementação de um programa desta natureza. Para atingir os objetivos propostos, o estudo se baseou na literatura sobre qualidade, Seis Sigma e gestão de mudanças, além de envolver entrevistas com consultores e funcionários de diferentes níveis hierárquicos da organização. Os resultados obtidos permitiram a construção de um quadro conceitual de referência para as empresas que pretendem adotar a abordagem da qualidade em questão e para o desenvolvimento de futuras pesquisas. Tais resultados comprovaram a influência dos aspectos apontados como críticos pela literatura e acrescentaram outros aspectos trazidos pela perspectiva da gestão de mudança, bem como pelas particularidades da organização investigada. Dentre estes aspectos destacam-se a cultura de obtenção de resultados no curto prazo, o ambiente de constantes mudanças, a política e o poder na organização, a rotatividade de pessoal e outros.
In order to improve the performance of its activities, along years the organizations have been influenced by different quality boardings. Six Sigma has been being the quality boarding more commented in the lasts times and applied in an increasing number of companies, initially industrial and, more recently, in services companies. This work aims to reduce an existing lacuna between Six Sigma practice in organizations and the academic studies development about the theme in Brazil, through identification and analysis of the aspects that facilitate and complicate the implementation of this strategy in services companies. Telemar Group was selected as case study because it is a representative company in the national scenery and because have past, in the lasts years, by the implementation process of a Six Sigma program. To reach the proposed goals, the study based in the literature on quality and Six Sigma, as well as in the literature on change management. The research involved interviews with organization different hierarchical levels employees and consultants. The obtained results allowed the construction of a reference conceptual frame for the companies that intend to adopt the referred quality boarding and for future researches development, once they proved the influence of the aspects pointed as critical by the literature and added other aspects brought by the change management perspective as well as by the investigated organization particularities. Among those aspects, the short term results culture, the constant change environment, power and politics in the organization, high turnover level and others were highlighted.

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Wong, Whee Yen. "Framework of Six Sigma implementation analysis on SMEs in Malaysia for information technology services, products and processes." Thesis, University of Nottingham, 2015. http://eprints.nottingham.ac.uk/29149/.

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For the past two decades, the majority of Malaysia’s IT companies have been widely adopting a Quality Assurance (QA) approach as a basis for self-improvement and internal-assessment in IT project management. Quality Control (QC) is a comprehensive top-down observation approach used to fulfill requirements for quality outputs which focuses on the aspect of process outputs evaluation. However in the Malaysian context, QC and combination of QA and QC as a means of quality improvement approaches have not received significant attention. This research study aims to explore the possibility of integrating QC and QA+QC approaches through Six Sigma quality management standard to provide tangible and measureable business results by continuous process improvement to boost customer satisfactions. The research project adopted an exploratory case study approach on three Malaysian IT companies in the business area of IT Process, IT Service and IT Product. Semi-structured interviews, online surveys, self-administered questionnaires, job observations, document analysis and on-the-job-training are amongst the methodologies employed in these case studies. These collected data and viewpoints along with findings from an extensive literature review were used to benchmark quality improvement initiatives, best practices and to develop a Six Sigma framework for the context of the SMEs in the Malaysian IT industry. This research project contributed to both the theory and practice of implementing and integrating Six Sigma in IT products, services and processes. The newly developed framework has been proven capable of providing a general and fundamental start-up decision by demonstrating how a company with and without formal QIM can be integrated and implemented with Six Sigma practices to close the variation gap between QA and QC. This framework also takes into consideration those companies with an existing QIM for a new face-lift migration without having to drop their existing QIM. This can be achieved by integrating a new QIM which addresses most weaknesses of the current QIM while retaining most of the current business routine strengths. This framework explored how Six Sigma can be expanded and extended to include secondary external factors that are critical to successful QIM implementation. A vital segment emphasizes Six Sigma as a QA+QC approach in IT processes; and the ability to properly manage IT processes will result in overall performance improvement to IT Products and IT Services. The developed Six Sigma implementation framework can serve as a baseline for SMEs to better manage, control and track business performance and product quality; and at the same time creates clearer insights and un-biased views of Six Sigma implementation onto the IT industries to drive towards operational excellence.

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Al, Sharif Ahmed. "Exploring the critical factors of the successful implementation of Six Sigma approach : a case study of Ducab, UAE." Thesis, Bournemouth University, 2011. http://eprints.bournemouth.ac.uk/18834/.

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Carneiro, Diogo Migotto. "Análise da implantação de projetos Seis Sigma em uma indústria do setor de equipamentos para o agronegócio." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2013. http://hdl.handle.net/10183/85052.

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Este trabalho apresenta uma proposta de diagnóstico e análise da implantação de projetos Seis Sigma em empresas que operam em ambientes de negócio dinâmicos. Estas empresas desenvolvem produtos com alta complexidade tecnológica e demanda variável, o que requer constantes alterações e adaptações no ambiente produtivo. Por consequência, o Sistema de Gestão da Qualidade e seus programas também devem ser capazes de adaptarem-se a essas mudanças. Sendo assim, o objetivo principal desta dissertação é estabelecer diretrizes de melhoria no programa Seis Sigma, propondo um modelo de reavaliação para sedimentar este programa como parte da cultura de solução de problemas em uma empresa do setor de equipamentos para o agronegócio. Esta pesquisa foi desdobrada em dois artigos; no primeiro, foram estabelecidas premissas baseadas numa revisão preliminar da literatura, seguida de um diagnóstico dos principais fatores críticos de sucesso para consecução do programa Seis Sigma. Com estas informações, os resultados do diagnóstico foram compilados em categorias de problemas e comparados com as soluções apresentadas na literatura, tornando possível o estabelecimento das diretrizes de melhoria nos projetos Seis Sigma para o caso selecionado. No segundo artigo, foi realizada uma análise da literatura a respeito da implementação de projetos Seis Sigma, de projetos tradicionais e do gerenciamento ágil de projetos. Em seguida, foram identificados os principais problemas dos projetos Seis Sigma encontrados no estudo de caso. Com base nas soluções encontradas na literatura, foi possível definir um modelo de revisão da implementação de projetos Seis Sigma, para a empresa em estudo, visando minimizar ou eliminar os problemas encontrados.
This paper presents a proposal of diagnostic and evaluation for an implementation analysis of Six Sigma projects in companies included in a dynamic business environment. These companies develop high technological complexity and variable demand products, which requires constant operations and production changes and adaptations. Consequently the Quality Management System and its programs should be also capable to adapt to those changes. Thus, the main objective of this dissertation is to establish improvement guidelines on Six Sigma program by proposing a reevaluation model to settle this program as part of the problem resolution culture in an agribusiness equipment company. The study is deployed in two articles. The first article establish guidelines based on a preliminary literature review, followed by a diagnostic about the main critical success factors to implement Six Sigma programs in a selected case. With this information, the diagnostic results were compiled in problems categories and compared with literature available solutions, making it possible to establish guidelines to improve Six Sigma projects for the selected case. The second article presents a literature analysis about the implementation of Six Sigma projects, traditional projects and Agile projects management. After that, the Six Sigma main problems found in the case study were identified. Based on solutions found in the literature, it was possible to define a Six Sigma project analysis and implementation model for this case, in order to minimize or eliminate the identified problems.

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Silva, Henrique Monte Mor. "Uma análise exploratória de barreiras que inibem a implementação do seis sigma em organizações brasileiras: um estudo no setor automotivo." Universidade Nove de Julho, 2015. http://bibliotecadigital.uninove.br/handle/tede/1369.

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As the competitiveness increases, organizations seek for practice and continuous improvement techniques. One approach that has been outstanding, both in academic and professional field, is Six Sigma. This approach provides several benefits for organizations. However, its implementation is often inhibited by numerous barriers. Several authors seek to study these barriers and to classify them according to their relevance levels, which may vary according to the characteristics of each organization. However, there have been many contradictions between the authors on this aspect. Moreover, there are few studies on the relevance of these barriers in relation to Brazilian organizations. How would these barriers be classified in level of importance when considering Brazilian organizations? In this case, would this classification change in relation to organizational characteristics? To try to answer these questions, this study proposed to conduct a survey that has involved an extensive literature review by which it was possible to identify 16 main existent barriers. This study is characterized as an applied research concerning the nature, with quantitative approach and exploratory and correlational goals. To this end, it is intended to use the survey as a method and the questionnaire as data collection instrument. Brazilian organizations selected for the study were confined to the automotive sector. In total, the study population is made up of 529 organizations, by which were obtained 40 valid questionnaires. The study revealed that, with relation to the analyzed organizations, the most important barrier is the lack of skill and training suitable for the implementation of Six Sigma. The study also revealed that organizational characteristics such as size or type (multinational or local) are able to influence the barriers relevance order.
À medida que a competitividade aumenta, as organizações buscam obter práticas e técnicas de melhoria contínua de seus processos produtivos. Uma abordagem que vem se destacando, tanto no ramo acadêmico quanto no ramo profissional, é o Seis Sigma. Esta abordagem proporciona diversos benefícios para as organizações. Entretanto, sua implementação é, muitas vezes, inibida por inúmeras barreiras. Diversos autores procuram estudar essas barreiras e classificá-las de acordo com seus níveis de relevância, que podem variar de acordo com as características de cada organização. No entanto, muitas são as contradições entre os autores sobre esse aspecto. Além disso, poucos estudos existem sobre a relevância dessas barreiras em relação às organizações brasileiras. Como seriam classificadas essas barreiras, em nível de relevância, ao se considerar em organizações brasileiras? Neste caso, a classificação se alteraria em relação às características organizacionais? Para tentar responder estas perguntas, o presente trabalho propôs a realização de uma pesquisa que envolveu uma extensa revisão da literatura pela qual se pôde identificar 16 principais barreiras existentes. Esta pesquisa é caracterizada como aplicada, quanto à natureza, quantitativa, quanto à abordagem, com objetivos exploratório e correlacional. Para tanto, utilizou-se como método a survey, cujo instrumento de coleta de dados foi o questionário. As organizações brasileiras selecionadas para o estudo restringiram-se ao setor automotivo. No total, a população estudada é composta por 529 organizações, das quais obtiveram-se 40 questionários respondidos válidos. A pesquisa revelou que, em relação às organizações analisadas, a barreira mais relevante é falta de habilidade e de treinamento adequado para a implementação do Seis Sigma. Também revelou que características organizacionais como o porte ou a abrangência (multinacional ou local) podem influenciar na ordem de relevância dessas barreiras.

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Adnan, Abid Muhammad, Rehman Atiq ur, and Muhammad Anees. "How to minimize the defects rate of final product in textile plant by the implementation of DMAIC tool of Six Sigma." Thesis, Högskolan i Borås, Institutionen Ingenjörshögskolan, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-20224.

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Defects rate of product plays a very important role for the improvement of yield and financial conditions of any company. Actually defects rate causes a direct effect on the profit margin of the product and decrease the quality cost during the manufacturing of product. Companies strive to decrease the defects rate of the product during the manufacturing process as much as possible. By checking and inspection of defects of product at different point in a production cycle and management implement some changes specifically at those points in production where more defects are likely to happen.The project of defects rate of textile product in the yarn manufacturing process is so important in industry point of view. This process has large departments where the cotton passes in different process and may be effects the quality of yarn when it reaches the package form. A thousand defects opportunities create in the final package of yarn. That’s’ why it is decided to do work and implement DMAIC methodology in winding departments where the final package of yarn is make. Final package of yarn is the end product and from it is direct send to the customers and if any final product passes with some defects and may chance the customer complaint.The main thing of this project is to give the understanding of different problems in different departments in quality point of view and how to reduce the problems by taking preventive action against any defects produce during process. For quality of product and enhance the customer satisfaction, it is decided to more work on final end product in the form of DMAIC tool to reduce the defects rate of product before going to customer. Now days, defects rate reduction is so important especially in recession days, when every company wants to improve the financial goals and reduce quality cost of product. DMAIC methodology is a problem solving technique where process data is analyzed from different tools and indentify the problems which cause the defects produce in the product.

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Esan, Adedeji O. "An integrated manufacturing strategy for implementation of lean manufacturing, six sigma and cadcam methodologies in a small medium manufacturing environment (SMME)." Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/4478.

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The world is changing rapidly for the engineering community. Sustainability in every sense has become the watchword¿in terms of product manufacture and performance, and responding to global market and environmental pressures. A well thought-out manufacturing strategy can help organisations make choices that support its overall business objectives, respond to new opportunities and challenges as they arise. However, manufacturing strategy configuration and deployment in SMME¿s is a neglected field in manufacturing strategy literatures. More importantly, the application of lean manufacturing, Six Sigma and CIM strategies are said to be more applicable to batch production environments and large manufacturing organisations but not to SMMEs that operates a job shop type operating characteristics and with limited resource availability. With recognition that most of these methodologies were originally conceptualised and implemented in large manufacturing environments with batch and flow type manufacturing architecture, the need to develop solutions specific to SMME¿s with job shop type operating characteristics (tooling reclamation industry in particular) is imperative. The fundamental essence of this research is the development of an integrated manufacturing strategy which is based on Lean-Six Sigma-MRP-CADCAM methodologies at the case company. The framework for deploying this strategy is based on inputs from a business environment analysis, a lean strategic planning module (based on production planning and manufacturing/product cost structure analysis) and a lean resource planning interface that is predicated on value stream analysis and simulation models. The material and information flows of the case company manufacturing systems were studied. The approach taken emphasis the well know value engineering concepts of multiple-stage manufacturing system accumulating costs/time between individual stages as well as by transfer/material handling and work-in-process. The study shows that maximisation of capacity and resource utilisation, queue less work flow and flexible labour policies that support the case company¿s manufacturing system offer potential for reform which can substantially enhance customer service, product quality and overall improvement in investment returns.
NTR Ltd and KTP programme

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Yella, Gilbert Ncheh, and Tongwa Ivo Atem. "Continuous Quality Improvement: Implementation and Sustainability." Thesis, Mälardalen University, Department of Innovation, Design and Product Development, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-378.

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As the philosophy of doing business shift from sell what you can produce to produce what you can sell so do the customers’ specification continuously become a vital tool during product development process, hence increasing the volatility of the business environment. The objective of this thesis is to thoroughly review literature to be supported by cases why most companies fail in sustaining improvement programs then map out a pathway that will leads to successful implementation.

A series of reasons were found which impedes the successful implementation of improvement programs which includes; management is unable to define the problem to be solve and the method of measurement, implementers choose wrong parameters for improvement, implementers sub-optimize or may not involve everyone that will be affected by the program, top management gives little or no attention to improvement programs and at times they may even loose focus, so many concurrent improvement programs are executed which will result to resource overloading, teams members most often lack data integrity, and teams members are often scared to try new ideas hence prohibiting the chances of innovation. To minimize this cankerworm, a number of steps has been mentioned. The steps were divided into two phases, the selection phase and the implementation. The selection process includes; defining the program, focus program on improving shareholders’ value and choose program base on a holistic perspective. The implementation phase includes; commitment of top management, prioritize projects, use critical chain project management to plan and execute project, lay emphasis on quality data, minimize the number of concurrent projects, encourage risk taking, and spend time and resources on value adding activities.

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Quinn, Timothy David. "The implementation dynamics of continuous improvement throughout the corporate hierarchy based on lean six sigma at DTE energy by Timothy David Quinn." Thesis, Massachusetts Institute of Technology, 2011. http://hdl.handle.net/1721.1/68695.

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Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, 2011.
This electronic version was submitted by the student author. The certified thesis is available in the Institute Archives and Special Collections.
Cataloged from student submitted PDF version of thesis.
Includes bibliographical references (p. 409-412).
This dissertation comprises a case study and formal simulation model of DTE Energy's Lean Six Sigma continuous-improvement (CI) program from its inception in 1998 through the end of 2009. The case history is based on qualitative fieldwork involving interviews, direct observation, and collection of company documents and records. DTE Energy is one of the top 20 largest electricity and natural gas utilities in the U.S. It adopted CI from its automotive industrial customers in southeast Michigan. During the 12-year period I studied, DTE Energy's CI initiative was stressed by three organizational crises. Typical of other companies' CI initiatives, DTE Energy's success with CI was variable, prompting experiments and revisions to its CI training and methods, to its tactics for garnering managers' attention and support, and to its methods for orchestrating improvement work. Several leaders of the CI initiative were graduates of MIT's Leaders for Manufacturing program and were heavily influenced by research on the Toyota Production System (TPS) by Steven Spear (e.g., Spear and Bowen 1999) and Jeffrey Liker (e.g., Liker 2004). About halfway through this history, DTE Energy added Six Sigma tools and practices to its CI initiative, creating a Lean Six Sigma program. I formulated a System Dynamics (SD) simulation model based on this case study. In this dissertation, I elaborate and extend previous work in the SD literature on the implementation dynamics of CI initiatives, especially Sterman and colleagues' (1997) model of the Total Quality Management (TQM) program at Analog Devices. My model represents explicitly the corporate hierarchy, which I divided into three levels: senior executives, middle managers, and front-line employees. I also examined the interactions between front-line employees engaging in their own Lean-style CI activities and Six Sigma Black Belts doing CI projects. Based on my simulation analysis, I find that managers' and Black Belts' support and coaching required by front-line employees is usually chronically inadequate. I also find that Black Belts or industrial engineers, as full-time experts for process redesign and improvement, are crucial to the growth and long-term sustainability of a company's CI initiative.
Ph.D.

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Al, Khamisi Yousuf N. K. "The Development of a Hybrid Knowledge-Based System for Lean Six Sigma Implementation in Healthcare Environment: The Development of a Hybrid Knowledge-Based (KB)/Gauging Absence of Pre-Requisites (GAP)/Analytical Hierarchy Process (AHP) Model for Implementing Lean Six Sigma System in Healthcare Environment." Thesis, University of Bradford, 2018. http://hdl.handle.net/10454/17451.

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To improve their services and maintain patients’ satisfaction, healthcare organisations have adopted and applied different quality tools and models in recent times, with some even developing their own quality-based initiatives. For example, the approach of Lean Six Sigma (L6σ) has recently been gradually and slowly implemented in healthcare institutions. However, the nature and complexity of healthcare environment which directly impact on humans require leaders to carefully apply appropriate Quality Management (QM) systems suitable for this critical environment. The aim of this research project is to develop a Knowledge Based System (KBS) to assist healthcare managers and practitioners during decision-making process in the context of achieving excellent benchmark and action plans prioritisation. The system will be built based on a conceptual framework for Quality Management in Healthcare Environment (QMHE) which will be modified into a model. The KBS will be developed from this model with the integration of Gauging Absence of Pre-requisite (GAP) method for benchmarking and Analytical Hierarchy Process (AHP) method for prioritisation. The contribution of this research is the use of KBS with GAP and AHP to develop an integrated Knowledge-Based Lean Six Sigma (KB-L6σ) in QMHE. This will accomplish the necessities of investigating quality problems and recommend suitable solutions according to international best practices. It will use a systematic approach that can be applied multiple times, follow defined steps to secure consistency in the approach and integrate different healthcare management levels to maintain strategic decision-making alignment. It consists of 964 KB rules that have been produced via a knowledge acquisition process from the literature and interviewing experts in the field of QM and L6σ in healthcare environment. Feedback from conferences and system testing were used for the verification of the model, whilst validation was carried out through three case studies implementation at three tertiary hospitals in Oman. The analysis of using the KB system in these hospitals has shown clearly that the developed system is a consistent and reliable methodology for assisting decision-makers in designing, planning, and implementing L6σ for QMHE.

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Laulu, Alva S. "The implementation of Total Quality Management and Six Sigma for LBJ Tropical Medical Center in American Samoa to help improve Medicare and Medicaid survey outcomes." Thesis, California State University, Dominguez Hills, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10020134.

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This project presents a theory and an application for using the integrated systems of Total Quality Management (TQM) and Six Sigma (SS) for the American Samoa Lyndon B Johnson (LBJ) Tropical Medical Center to improve results for the random survey and recertification process for Medicare and Medicaid. Identified aspects of the project include roles, responsibilities, and measurement requirements of the TQM framework, using the Juran Quality Trilogy, cost of quality, and investment training in SS. The basis of the research that forms the foundation of the project comes from a review of related literature. Methods are presented in order to clarify where improvement processes are required. This project provides the LBJ center with a proven approach that has found success for implementing TQM and an SS foundation to ensure efficient compliance with The Center of Medicare and Medicaid Services (CMS) and other regulatory government agencies.

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Rajamanoharan, Indra Devi. "The impact of the implementation of Six Sigma on performance measurement systems and the role of the accountant : case study evidence from firms based in Malaysia." Thesis, University of Exeter, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.438747.

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Vyskočilová, Kateřina. "Návrh centralizace dodavatelů s využitím informačních systémů." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2015. http://www.nusl.cz/ntk/nusl-225126.

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The goal of the thesis is the optimization of non-compliant processes and the design of effective workflow for centralization of processing vendor master data at PPG Industries. The idea of unique process leads to savings and also to standardization and thus fulfills legal requirements. In the first part the project deals with the identification of processes, defines central model and process maps used to draft a more efficient process. Proposing part uses the findings to the previous chapters and focuses on implementation to workflow using Six Sigma DMAIC methodology. Final output is the definition of efficient workflow and metrics demonstrating a clear benefit in using these procedures at PPG Industries.

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Blennow, Emil, and John Österberg. "Systematisk optimering av transportskydd för anslutningsstudsar på plattvärmeväxlare." Thesis, Linnéuniversitetet, Institutionen för maskinteknik (MT), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-95479.

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Ett sätt för företag att öka lönsamhet och behålla marknadsandelar och konkurrenskraft är att ständigt förbättra sina produkter genom systematisk produktutveckling. Alfa Laval AB i Ronneby tillverkar lödda plattvärmeväxlare som förses med skyddslock och/eller skyddspluggar i flera storlekar och varianter under transport. Syftet med studien är därför att optimera skyddet med avseende på arbetsmiljö, miljö, lagerkapacitet och till en likvärdig eller lägre kostnad. Målet är att generera förbättringsförslag som ersätter de nuvarande transportskydden med ett fåtal standardskydd. Studien genomfördes som en fallstudie och följde den ingenjörsvetenskapliga Systems Engineering-metoden Design For Six Sigma (DFSS). DFSS-processen är uppdelad i fyra steg för att på ett systematiskt sätt uppnå önskat resultat och generera förbättringsförslag till fallföretaget. Studien resulterade i ett förbättringsförslag i form av en krympfilm som ersättande transportskydd. Förbättringsförslaget genererade även en reducering av antal storlekar och varianter med 80 %, vilket i sin tur reducerade lagernivåer.
One way for companies to increase profitability and maintain market shares and competitiveness is to constantly improve their products through systematic product development. Alfa Laval AB in Ronneby manufactures soldered plate heat exchangers which are provided with protective covers and/or protective plugs in several sizes and variants during transport. The purpose of this study is, therefore, to optimize the protection with regard to the work environment, environment, storage capacity and at an equivalent or lower cost. The goal is to generate improvement proposals that replace the current transport protections with a few standard protections. The study was conducted as a case study and followed the Engineering Scientific Systems Engineering method Design For Six Sigma (DFSS). The DFSS process is divided into four steps in order to systematically achieve desired results and generate improvement proposals for the case company. The study resulted in an improvement proposal in the form of a shrink film as a replacement for the transport protection. The improvement proposal also generated a reduction of 80 % in the number of sizes and variants, which in turn reduced stock levels.

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Doleček, Pavel. "Využití moderních metod v integrovaném systému managementu stavebního podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta stavební, 2012. http://www.nusl.cz/ntk/nusl-225634.

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Diploma thesis focuses on the use of modern methods in an integrated management system construction company. The first part is devoted to theoretical introduction of selected modern methods and process management. Describes the possibilities of using the cloud information system and the way of auditing of company processes by standards. In the practical part is introduced monitored company including a description of control mechanisms. The work is mainly focused on the analysis and identification of processes in construction company in selected area of managing the commissions. The final section contains design and implementation of information system and possibility for using of modern methods.

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Shih, KT, and 施貴德. "Implementation performance for lean six sigma." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/06282595875659616084.

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碩士
國立中興大學
高階經理人碩士在職專班
100
This study analyzes the activities of members of the set of management objectives and responsibilities of the cognitive differences. Policy correction and reorientation to do in the future to promote more consistency in the goals and responsibilities, Lean Six Sigma to promote more endeavors. Therefore, the analysis of the differences for independent samples T-test and One way ANOVA test, case study interviews to collect information to identify differences in the implementation of cognitive part. And discussed with the core executive, compiled on three policy directions are differentiated integration, the average improvement and the good remains. Finally, clear and set out four to improve to enhance measures, namely, increase in motivation, reward and expand Lean Six Sigma mode of operation of corrective measures, sophisticated training the depth and breadth of the key executives advocacy and dialogue.

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Huang, Li-Chan, and 黃麗珍. "Implementation Model of Six Sigma for Hospital." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/92326098658668713882.

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碩士
中原大學
工業工程研究所
90
On account of highly competitive and ever-changing nature of market, the hospitals are feeling even greater pressure to be in business environment. Whether ready to respond to new challenges or not will determine by the precise judgment of top manager who could strengthen the organizations, elevate the advantages, and adopt new initiatives such as Six Sigma. The implementation model of Six Sigma is not only a breakthrough strategy for enterprise but also an approach of 「culture change」. You may achieve are broad, such as cost reduction, productivity improvement, cycle-time reduction, quality improvement, market-share growth, customer satisfaction elevation, and many more. Moreover, Six Sigma has been successfully applied in western industry, the potential gains can happen in any type processes of business. However, we strongly believe it is both a management philosophy and a knowledge-based culture to sustain a high level performance. Generally speaking, the hospitals didn’t realize The Six Sigma well as industry did, and most papers just discuss the issue at concept level, there are few studies to specify the strategy for implement. Besides, there are many differences between the oriental and western world, such as the culture background, industrial economic, industrial transparence, professional authority and so on…The purpose of this paper is to fuse the differences between the oriental and western culture and the differences between the industry and hospitals. Take hospital as an example to construct an implementation model of Six Sigma. The result will help to plan the strategy with the self-assessment, identify the roadmap, build up the key performance indicators, and provide a practical solution to enhance the competitive advantages.

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Wei, Chien-Te, and 魏建德. "The optimum organizational culture for six sigma implementation." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/25434288692648716313.

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碩士
元智大學
工業工程與管理學系
91
The optimum organizational culture for Six Sigma implementation Student: Chen-Te Wei Advisor: Dr. Chi-Kuang Chen Institute of Industrial Engineering and management Yuan-Ze University Abstract The Six Sigma programmes have received a great deal of attention in popular press , However academic research studies of the“Six Sigma phenomenon ”by organizational culture have been noticeably scant. The importance of indentifying organizational culture characteristics prior to implementation Six Sigma should be notice. Therefore, this study attempted to explore the optimum organizational culture for Six Sigma implementation. The article consist by 3 section The first section of the article present the finding from the use of an organizational culture assessment model within four industry services organizations, The research instrument was composed of 5 culture domain、16 culture characteristics and 30 questionnaires. The major issues for each case organization are draw out using a “ANOVA” test to analysis the differences for the case organization as a whole as completeness, Also The culture diagnosis for each case are presented separately. The second section of the article present the finding from the use of an measures implementation levels of Six Sigma performance depending on the quantity of project and people which involve Six Sigma implementation. Within four industry services organizations. The return for each of the case was analyzed against the return for the four organizations Six Sigma performance as comparison and extraction out the 4 culture domain、14 culture characteristics. The third section of the article present the detail finding of the optimum organizational culture characteristics for Six Sigma implementation .The implications of the research findings are further discussed in the following. Keyword： Six Sigma , organizational culture

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Chiu, Hsueh-Wei, and 丘學偉. "The Implementation of Six Sigma Strategies and Performance." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/07742435859164944850.

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碩士
義守大學
資訊管理學系碩士班
96
Good quality management is one of the essential factors for business sustainability under global competition. For this reason companies seek constantly to enhance the quality of their business by undertaking various quality management activities so as to maintain the competitive edge they need for sustainability. The six-sigma quality management system is a breakthrough approach that reduces product prices substantially, improves quality, creates services, reduces delivery times and ultimately improves profits. It aims at achieving customer satisfaction and preventing product defects or errors, and improving business performance significantly. The purpose of this study is to investigate the implementation of the six-sigma strategy in businesses and performance. Through relevant literatures review, this study establishes three aspects of the implementation process: methods of implementation, corporate decision making, and project management. This study explores these three aspects in terms of their correlation with and effects on the six-sigma performance. Statistic analyses are conducted using the correlation and multiple-regression analysis. The results indicate positive correlations between all three aspects of the implementation process and such six-sigma performance indices as product defect rate reduction, customer satisfaction improvement, profit increase, lead-time reduction, performance growth, and cost reduction. All three aspects of the implementation process have significant impact on six-sigma performance except for implementation method—the use of six-sigma tools—which has not shown obvious impact on performance. The study may also provide the basis and some reference for businesses advocating and implementing the six-sigma theory. Finally, future studies can either focus on certain industries and their current situations or extend the scope by including researches from both home and abroad. This may further help the understanding and advocacy of six-sigma implementations.

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Chang, Chih-Kai, and 張志楷. "Bayesian Modeling for Six Sigma Implementation Risk Evaluation." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/m9543g.

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碩士
國立虎尾科技大學
工業工程與管理研究所
100
A success introduction of Six Sigma does not only improve the product quality but also reduce production costs and improve enterprises’ competitive advantages. Still, there is amounts of enterprises face many setbacks and difficulties wile promoting Six Sigma, the study uses multi-attribute methods and the Bayesian Network to construct and introduce Six Sigma to the risk prediction models. To step out, this study takes literatures as foundation, compile those important factors that lead enterprises’ introduction of Six Sigma, with Fuzzy Delphi Method, we have obtained the key factors as the assessment of introducing Six Sigma through procedures of quantitative analysis and filtering. Through Fuzzy Integral, we have integrated assessment values of experts on state probability of various factors and conditional probabilities which are interactively affected by factors, in order to construct a risk assessment model import of introducing Six Sigma through Bayesian Network, we hope the constructed model to offer references for those enterprises which have not been introduced Six Sigma yet and those have but ineffective. The assessed enterprises only need provide this assessment model all probability values of factors and status about introducing Six Sigma, then the possible risk value to that enterprise can be predicted.

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Hsia, Pei-shih, and 夏沛石. "THE EFFECT OF SIX SIGMA IMPLEMENTATION PRACTICES ON BUSINESS PERFORMANCE." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/05525929276234873799.

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碩士
大同大學
事業經營學系(所)
94
ABSTRACT Six Sigma has performed wonderful magic on several world-class corporations. Especially it helped GE turn over a new leaf, so it becomes GE’s most important guideline of management, Because of its great ability in solving problems, improving efficiency and management policy, smoothing inner communication; and making everyone willing to share knowledge, Six Sigma is the answer to better competitive- ness. Through questionnaires and expert interviews, this research wants to figure out how local enterprises implement Six Sigma and what effects Six Sigma has exerted on business performance. After performing a literature review and discussing with experts, this study comes up with 9 aspects, including 36 measures. These are used as independent variables when domestic enterprises try their hand at Six Sigma.Six indicators of performance are chosen as dependent variables. The result of regression analysis and expert interviews lead to the following findings: 1. The implementation of Six Sigma is positively related to the reduction of cost and the defective rate. 2. There’s no relationship between introducing Six Sigma and sales growth, profit gain, a shortened lead time. 3. Introducing Six Sigma into enterprises is positively related to higher customer satisfaction. The results from this research can be used as a reference for companies desperate to adopt a Six Sigma program. It is hoped that corporations can successful by initiate the project of Six Sigma and effectively achieve the goal of increasing their competitive strengths. Keyword: Six Sigma

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Ramirez, Omar, and 奧馬爾. "A Six Sigma User Template for the Implementation in Services." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/pmt2mt.

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碩士
元智大學
工業工程與管理學系
105
A Six Sigma User Template for the Implementation in Services Chi-Kuang Chen* Omar Ramirez ABSTRACT Purpose In order to respond to the highly competitive and more demanding markets, organizations have applied Six Sigma to maintain and supply the standards of quality which the customers’ day-by-day demands. However even though compared with the manufacturing industry, it exists many challenges in the service sector at the moment of implementing it. According to Hensley and Dobie (2005), some of the problems can be harder to collect data due to various things that happen when customers and service providers interact; more difficult to control and to measure data due to the difficulties that arise from the various sub-processes; the data are not as reliable since the data are collected through more face to face means. Hence, the purpose of this research is to develop a Six Sigma template to improve its implementation in services. Methodology A template based on the Six Sigma’s implementation challenges is developed to guide the user at the moment of its application. The proposed template includes four layers. The first layer is the root base which follows the generic Six Sigma five phases (Define, Measure, Analyze, Improve and Control). The second layer is ‘Steps’ which are the actions or activities one after another to do in order to fulfill the goal of first layer. The third layer is ‘Indicators’ in order to help control, achieve and analyze each steps of the template. The last layer is ‘Tools’ that integrate with each phase indicators to support and fulfill each step of the template. The main idea is to provide users with a guide that could help them to implement Six Sigma in its process. Findings The results of the study provide a basis for discussion of the issues associated with applying Six Sigma in a service environment. A case study is conducted to demonstrate how the proposed template in this research can be used as a guideline to facilitate and improve Six Sigma application to service process. Originality/Value The proposed template helps the users to have more guidance at the time of implementing the Six Sigma techniques in services. The template consists of four layers, DMAIC, steps, indicators and tools. It starts from a general view of the project into a more detail of the project. Nevertheless the template proposed a novel idea of ‘duet customer system’; this is simplifying the customer chain in only two types of customers. This helps the user to focus in the correct customer in the entire template. By using the proposed template, this research hopes to well-responds the challenges mentioned in previous research and it brings easiness for the users to implement Six Sigma in a service setting, promoting avenues for future research in this domain.

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Gomes, Maria Inês Moreira Vieira. "Lean Six Sigma as an Optimization Strategy: Pharmaceutical Industry Implementation." Master's thesis, 2018. http://hdl.handle.net/10316/84595.

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Relatório de Estágio do Mestrado Integrado em Ciências Farmacêuticas apresentado à Faculdade de Farmácia
Community Pharmacy, in what concerns to Europe, is a key part of the professional pathway of the pharmacist. In agreement with this concept, to graduate in Pharmaceutical Sciences one must complete a minimum of 810 hours of internship in a community pharmacy. After this internship, the first part of this document was developed reporting every experience, from the 3rd of January to the 1st of June 2018, according to the SWOT Analysis model in which the Strengths, Weaknesses, Opportunities and Threats experienced throughout this semester are compiled, adding a summary of the most common Clinical Situations faced in the same period.Lean Six Sigma is a path to improve processes with a very widespread implementation in manufacturing sectors. Currently, there are many articles available about the generic concept, as well as on the implementation of this strategy to several manufacturing sectors such as automobile and electric components production. However, when considering pharmaceutical manufacturing, literary sources on its methods and results are not so abundant and the ones available are detail focused without providing a global approach to the subject. Therefore, the purpose of this paper is to bring better understanding of Lean Six Sigma, approaching some key aspects such as: definition of Lean and Six Sigma as two originally independent methodologies; concept and reasons behind the merger of Lean with Six Sigma; the implementation of the three methods to drug manufacturing; some challenges for further implementation of Lean Six Sigma in the sector and other topics. Can Lean Six Sigma be the right way to reach better medicine production?
A Farmácia Comunitária, no contexto europeu, faz parte do percurso natural do farmacêutico. A par desta realidade, a formação no Mestrado Integrado em Ciências Farmacêuticas, ao nível nacional, inclui um estágio no seio da FC com duração mínima de 810 horas. Após a realização desse estágio, surge a primeira parte deste documento, uma compilação de todas as experiências somadas desde o dia 3 de Janeiro até ao dia 1 de Junho de 2018, sob a forma de Análise SWOT, ou seja uma análise que expõe as Forças (Strengths), as Fraquezas (Weaknesses), as Oportunidades (Opportunities) e as Ameaças (Threats), com a adição dos Exemplos Clínicos que surgiram mais frequentemente no decorrer do último semestre. Lean Six Sigma constitui uma filosofia de aperfeiçoamento de processos, cuja implementação já foi efetivada em múltiplos segmentos industriais. Atualmente, estão disponíveis vários artigos científicos sobre o seu conceito transversal, assim como a sua aplicação em casos particulares como a produção de automóveis e de componentes elétricos. Em contraste, a informação relativa à aplicação deste método na indústria farmacêutica é escassa e aquela que existe é centrada em casos particulares, não conferindo uma abordagem global da temática. Assim sendo, esta monografia tem como objetivo a revisão do estado da arte sobre a integração de Lean Six Sigma ao nível da indústria farmacêutica, o que implica a abordagem de tópicos essenciais, respetivamente: Lean e Six Sigma como conceitos inicialmente independentes, com posterior fusão; o estado atual da implementação na indústria farmacêutica, desafios a serem ultrapassados, entre outros. Poderemos, então, afirmar que a estratégia empregada pela Lean Six Sigma constitui a chave para uma melhor produção de medicamentos?

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LIN, MEI-WEN, and 林玫雯. "Using six sigma methodologies to improve the budget implementation rate of projects." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/55wdz9.

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碩士
明道大學
企業管理學系碩士班
105
In Taiwan, the government plans vocational education and training based on the market demand and the annual funding rate and the efficiency of the assessment. The Labor and Development Department, Ministry of Labor applies for funding subsidies. This study was conducted in Changhua District. It created performance evaluation indicators from collecting vocational training funds, faculty, vocational training fees, employment counseling fees, gross funds implementation rate. Through the six sigma method, and also through the cause and effect analysis, it will improve the implementation of pre-employment training project. The results showed that the application of the six sigma method can improve the implementation rate of the pre-service training program, reduce the student's retirement rate and improve the number of participants. Keywords: Six sigma; Budget implementation rate of projects

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Lin, Hsien-tsung, and 林賢聰. "Implementation of Six Sigma for Improving Printed Circuit Board Quality at G Company." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/78572469311777054722.

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碩士
國立成功大學
高階管理碩士在職專班
97
With the trend of globalization emergies in recent years,the IT industry of Printed circuit board(Motherboard) is facing serious challenges,such as environmental awareness awareness, labor cost,raw material cost and other factors.In addition to selling price,customers also require a high class level quality , on time delivery , flexibility , service ,responsiveness capabilities , innovation ability and environmental specifications.These requiements add the pressure to Printed circuit board manufacturers in preparing materials under thereasonable production cost. This study utilizes Six Sigma’s DMAIC methodology as a problem-solving framework to explore key factors for successful implementation of process management once the key performance indices are determined.To identify the key factors for Printed circuit board production, We first conduct interviews with experts who are familiar with the ways of Printed circuit board before mass production.They have been asked on technologies and methods to reduce or eliminate common waste in processes, and to eliminate non-value-added activities and reduce nonessential investment during the implementation of Printed circuit board before mass production process. Then, a case study analysis is performance at G company where motherboard products are producted to confirm that the Six Sigma program can also be successfully implemented to improve process quality for the enterprise with Printed circuit board before mass production. This study presents the results of applying the Six Sigma tools and techniques to improve the quality of Printed circuit board for G company.First,Vr(voltage range) and Fr(frequency range) effect diagram are employed to identify the critical issues of this improvement project. Then, the CE (cause and effect) matrix and FMEA (failure mode and effects analysis) tools are used to explore the key factors that affect the quality of Printed circuit board manufacturing processes. Finally, Taguchi’s experimental design has been conducted to find optimal combination of key factor levels for Printed circuit board quality characteristics. The results indicate that the Six Sigma approach can improve lead time of Printed circuit board. The annual cost savings is expected to be $ 2.75 million approximately. Hopefully, the results and conclusions drawn from this research may serve as a useful reference for implementing Six Sigma at IT industry. Keywords : IT Industry , Motherboard , Six Sigma , DMAIC , RMA rate

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Chu, Mindy M. H., and 朱名慧. "The Six Sigma Implementation in Banking Industry-A Case of the HSBC Taiwan." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/25758021448330813628.

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碩士
輔仁大學
國際創業與經營管理學程碩士在職專班
95
The Hong Kong and Shanghai Banking Corporation Limited has rooted in Taiwan for more than 20 years as a foreign bank. Following the globalization pace, many companies tried to integrate their resources by Merger and Acquisition (M&A), so as to sustain their competitive advantages. HSBC’s Headquarter announced Six Sigma implementation plan in 2005 and established HSBC Six Sigma Centre of Excellence (CoE) in India. They set up Six Sigma Departments and train the seed team who are in charge of leading Six Sigma projects throughout the organization globally. Encouraged by the executives, many departments within subsidiaries hosted different local projects. Many of the projects have been put into practice for one year and are about to reap by the time the author’s thesis is complete. In Taiwan, the projects successfully save lots of cost for the company, including tangible money, intangible time and workforce. The author’s thesis mainly focuses on the Six Sigma implementation in banking industry while taking HSBC Taiwan as a case study to give an insight into the implementation process.

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Liu, Bao-Huei, and 劉保輝. "Implementation of Lean Six Sigma for Improving Small Lot Production at H Company." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/35260522771264144883.

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碩士
國立成功大學
高階管理碩士在職專班
96
With the trend of globalization emergies in recent years, the IT industry is facing serious challenges, such as environmental awareness, labor cost, raw material cost and other factors. In addition to price, customers also require quality, delivery, flexibility, service level, the response capabilities, innovation ability and environmental specifications, would need to meet the high class level required. These requests increase the pressure of small lot products production manufacturers in preparing materials with consideration of production cost. This study utilizes Six Sigma’s DMAIC methodology as a problem-solving framework to explore key factors for successfully implementing lean production once key performance indices in the process are determined. To identify the key successful factors for Lean Six Sigma program, will be used in thorough interviews with experts who are familiar with the ways of lean production, as to find out how to utilize technologies and methods to reduce or eliminate common waste in processes, and to eliminate non-value-added activities and reduce nonessential investment during the implementation of lean production process. Also, a case study is conducted at H company where intelligent network products are producted to confirm that the Lean Six Sigma program can also be successfully implemented to improve process quality for the enterprise with small lot products. The annual sales benefit by improving customer satisfaction is expected to be NT$1.2 million approximately. "Utilizing Lean Six Sigma program as a strategic management tool to develop a suitable lean operations process for small lot production" is the main purpose of this study. Hopefully, the results and conclusions drawn from this research, may serve as a useful reference for the with small lot production.

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Jang, Geng-Tong, and 張耿通. "A Comparative Study on Total Quality Management and Six Sigma Program Implementation in Taiwan." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/59307346368572820980.

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碩士
國立成功大學
企業管理學系(EMBA)專班
91
Before implementing Six Sigma(6σ) program, most of the hi-tech company in Taiwan had gone through several quality management activities, especially, Total Quality Management(TQM). TQM was an important methodology in improving product quality at 1990s in Taiwan. At the end of 1990s, the American companies, such as Motorola,Allied Signal and GE reported a very high growth rate and profit gains from implementing Six Sigma program in a very short period of time. Since then, the Six Sigma has been higly regarded by the management society of Taiwan. This research investigates the motivation, the implementation results and the key success factors for the TQM and 6σ program in Taiwan through survey questionaires. It is expected that the derived conclusions and proposed suggestion will provide a useful reference for the implementation of TQM/6σprogram. 　　This research uses cross tab analys is, Mann-Whitney test, factor analysis, Anova,regression analysis and cluster analysis to analyze the survey data. The analysis results show: 1. The most important motivations for both TQM and 6σ management are enhancing competition, improving product quality and cost reduction. 2. The main responsible unit of implementing TQM is quality assurance department, and for 6σ program is the CEOs. 3. Communication and sharing resources across all departments,commitment and involvement of top management, and the employees’ training are the top three key success factors of TQM program. 4. Commitment and involvement of top management, selection of executable project, and employee’s training are the top three key success factors of 6σ program. 5. Both TQM and 6σprogram spent most efforts on employees’ training. 6. 6σprogram shows better financial performance than TQM in term of implementation results.

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Hung, Cheng-Hsiung, and 洪正雄. "Key Ingredients for the Implementation of Six Sigma - A Study of China Steel Corporation." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/39614922548668459180.

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碩士
國立中山大學
企業管理學系研究所
100
With the increasingly fierce industry competition and customers demanding higher quality products or service at the same time, top-notch companies and academic communities have continuously evolved many tools, methods, standards for seeking the improvements in the operational performances to bridge gaps in customers’ expectations. Among these practices, Six Sigma has been recognized as a systematic and structured methodology that attempts to improve process capabilities through its focus on customers’ needs. It has been described as an approach for organizational changes, which incorporates elements with quality management and business process re-engineering. However, adopting Six Sigma into effect is a costly investment, assessments of implementation performance shall be prudently made. This study is based on the perspectives of institutional theory, implementation climate, innovation-values fit, and innovation-abilities fit with some modified measures from the viewpoints of large manufacturing companies. 323 samples were taken by stratified random sampling. The major findings are (1) Normative pressure might influence the employees’ intentions of innovation implementation, but not enough to cause real actions. (2) The influence of an organization’s climate upon the innovation implementation is not evident. (3) Innovation -value fit has directly influenced upon the innovation implementation and can directly enhance the performance improvements. (4) The influence of Employees’ current abilities upon innovation implementation is evident.

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Yeh, Chun-hsien, and 葉俊賢. "Comparative Among of Domestic and Transnational Enterprises in Taiwan and their Implementation of Six Sigma." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/48874269908178065868.

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碩士
正修科技大學
工業工程與管理研究所
95
Six Sigma always used for business quality management.This study is comparative of domestic and transnational enterprises in Taiwan and their implementation of Six sigma, first about Six sigma management system’s literature, propose the research structure of Six sigma deviation administrative systems, is it include tactics operation construct surface with promote operation construct surface two independent variable and improve performance indicator count meeting an emergency to design, construct the bread and include ten projects to analyses, complement it with the emphasis degree and execution degree, and then by way of questionnaire distributed, understand the degree of agreeing with this research structure in native country enterprises of Taiwan and transnational enterprise's manufacturer, based on SPSS statistical analysis to comparative of domestic and transnational enterprises in Taiwan and gives conclusions and suggestions. Through the analysis of the questionnaire distributed is directing against: (1) Construct the analysis that performance face and emphasis degree and execution degree in domestic and transnational enterprises in Taiwan. (2) Construct surface emphasis degree and execution degree in domestic and transnational enterprises in Taiwan. (3) Construct emphasis degree and execution degree in domestic and transnational enterprises in Taiwan.

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Peng, Yu-Chin, and 彭郁芩. "Implementation on the electrical characteristic of thin film transistor liquid crystal display by six sigma." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/vksard.

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碩士
中原大學
工業與系統工程研究所
102
In order to enhance companies’ competitiveness and keep sustainable development in the changeable environment, enterprises have to keep pursuing innovation and improving their weakness all the time. This study is to study a case company, which has manufactured many kinds of panels for more than 40 years. For facing the fluctuating market, the case company wants to enhance its competitiveness and earn more profits. Therefore, the case company took some actions, including implementing new manufacturing processes, shortening product development processes, adjusting the product-mix flexibly, and manufacturing high added-value products. The motivation of this study was to investigate a project that was reported a poor quality issue. The quality issue could not be solved by the technology transferring company. The goal of this study was to organize a project team for solving this problem. With the implementation of quality projects for years, the project team of the case company used the five steps of Six Sigma, which consisted of Define, Measure, Analyze, Improve, and Control, to reduce the number of defects caused by manufacturing processes. The results of the project met customers’ satisfaction with products’ quality and improved orders’ filling rates. Through the implementation of the project, this study showed that Six Sigma could improve performance of manufacturing processes and achieve the research purpose. The experience of this project could be viewed as a reference for managers to implement similar projects in order to create more economic profits in the future.

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Liu, Qi-Chuan, and 劉啟川. "On the study of the implementation of Design For Six Sigma in New Product Development." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/25316780095267188576.

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碩士
中原大學
工業工程研究所
94
How to develop a new product rapidly and successfully is a major issue that many enterprises concern about the most. Especially, under the pressures from the fast changes of technology nad customers’ demands, the enterprises needs to provide better products in shorter cycle time and at cheaper cost in order to increase the market share as well as bring more profit to the enterprise at the same time. Therefore, the development of the new product is not only the challenge to the R&D department, but also a cross- functional job among all the departments within the company. To reduce such cost effectively, shorter the time to market and also improve the product quality are very important tasks. Besides reducing the cycle time on the new product’s development and the raising of performance of the mass need in production stage, the performance of the new product development is also playing a key role. DFSS is a method the design of a new product, service and process, which can assure the output of a product or service can achieve customer’s needs and expectations, in the meantime it could reduce the cycle time, improve quality as well as increase the financial benefits. There are three purposes in this research：to define the suitable DFSS process, to identify the DFSS action items to find out the suitable stages of process and the related action items for the development of new electronic product, and to identify the relationships between the action items on each stage of new product development and on the stage of DFSS process. Therefore, through the literatures reviews, we first identify the proper implementation process to adopt DFSS in the new product development of the industries. Then, in using of Fuzzy-Delphi method to identify the suitable action items of DFSS processes. And, finally, Gray relation analysis is used to analyze the action items of the DFSS processes with the action items of the new product development process.

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Ko, Sally Chia Chun, and 柯佳君. "Implementation of Lean Six Sigma in Small Medium Enterprise: Illustrated with C.C.P. Contact Probes Co., Ltd." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/yz9628.

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碩士
國立臺灣大學
企業管理碩士專班
103
The consumer electronics market is changing fast due to new technology and consumers’ desire of having more innovative products. In order to survive in this highly competitive market while remaining profitable, firms would often cut down cost by producing in countries with low labor cost such as China or Vietnam. However, such strategy can not retain in the long term due to the increasing labor wage in those countries. The alternative solution, which this research would like to emphasize on, is to focus on having an efficient factory that would reduce waste and increase throughput with less labors. Lean Six Sigma is often introduced into companies in order to improve overall operations. Although there are many cases of successful implementation of Six Sigma and Lean System in well-known firms like Motorola and Toyota, there are not many cases of the implementation of those systems in Small Medium Enterprises (SMEs). Given that Taiwan recognized as the hub of manufacturers internationally, and most manufacturers in Taiwan are considered as SMEs, it would be beneficial to those Taiwanese SMEs if relevant, successful implementation cases were available for reference. This research intends on demonstrating how Lean Six Sigma could be introduced into a SME, while sharing successful factors that would enhance the process of implementing the system. The research structure is based on Six Sigma’s technique- DMAIC, and would use a Taiwanese manufacturer, C.C.P. Contact Probes Ltd (CCP), as an example. Starting from defining what to improve base on the customer’s request, measures used to evaluate the success of Lean Six Sigma, and obstacles that CCP had encountered during the implantation of Lean Six Sigma will be analyzed. The result of the improvement will then be reviewed from the operational perspective, and also from the financial perspective.

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Duiker, Kgomotso. "A framework for the successful implementation of lean six sigma in the capital equipment manufacturing environment." Diss., 2014. http://hdl.handle.net/2263/44219.

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After events like the global financial crisis and the advent of globalisation, companies have experienced increased competition and pressure to improve performance in the new environments in which business is conducted. This has impacted the world of manufacturing, among others, and has necessitated companies in this industry to adopt improvement methodologies to assist in growing the business. This study looks into the implementation of Lean Six Sigma (LSS) as one of these procedures and highlights that most articles and studies on this process concentrate on the highvolume, low-mix manufacturing environment. On account of this, a gap is left in the application of these techniques in the low-volume, high-mix environment. The literature highlights the differences in the two disciplines that have now evolved into one toolkit that is applied as LSS and how that is achieved. The cases highlighted do not, however, cover the low-volume, high-variety manufacturers, and this paper seeks to use the expertise of LSS practitioners in this environment to get information and derive a framework for successful implementation of LSS in the capital equipment environment. The main contributor to the study is a company that manufactures capital equipment for the mines, with other respondents being practitioners in similar companies and customers in the mines. Respondents were sent a survey to get their opinion on the implementation of LSS in their environment. The survey attempted to gather information through five key questions on how LSS was being applied and its impact on the cost, cycle-time and on-time delivery of the organisation. A quantitative study design was adopted to develop a framework for the successful implementation of LSS in the capital equipment industry. A total of 38 respondents gave feedback, which was analysed, and this showed what - according to the professionals involved in this study - are the vital aspects of this implementation to ensure success.
Dissertation (MBA)--University of Pretoria, 2014.
zkgibs2015
Gordon Institute of Business Science (GIBS)
Unrestricted

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Shen, Jenn-jiang, and 沈振江. "A Case Study of Creating "Six Sigma" Level Performance by Cluster Operation - Implementation Experience and Issues Study." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/18357681597523685298.

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碩士
國立成功大學
企業管理學系(EMBA)專班
92
Today when people talk about quality management, no doubt that Six Sigma is the designation of best quality. Six Sigma is not only a series of improving activities but also a business model for enterprise to pursuing extraordinary. Cluster, Using in Six Sigma program, means a team for special mission, aiming on improving serious problem in core process or to satisfy key customer’s special request. For fulfill the special mission/target, Cluster has to be in a position to integrate the mechanism and functions of different systems or departments. In the same time, Cluster has to start a series special projects for improvement to create good financial benefits. The purpose of this study is to understand the experience in promoting Six Sigma program in enterprise and what the problems/issues encountered in implementation. The object is a specialty steel manufacturer in Taiwan, who received training program from General Electric Inc., USA. Start from the first beginning of implementation Six Sigma program, they use Cluster operation mechanism, focusing all projects to the same target (Business Y) and got a successful result. This study shows the progress how the object promoting Six Sigma program and analyzing the cluster mechanism. Introducing the architecture of Six Sigma program, key issues, Cluster operation, and benefits … etc. This study also use systemize analysis to generate the successful experiences, main concerns and try to bring up solutions to these issues encountered in the enterprise operation.

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