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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, 2010To 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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Kanakana, Mukundeleli Grace. "An assessment of the challenges and successes experienced when implementing the six sigma methodology in Continental Tyre South Africa." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/531.
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Globalisation has opened up international markets for South African companies, but has also introduced competition in the domestic market. As a result, South African organisations are forced to attain global efficiency levels if they are to compete on the world market as well as maintain their domestic market share. Organisations have to come with creative methods that can enhance their competitiveness, one of them being the Six Sigma. Six Sigma is a measurement-based strategy that focuses on process improvement and variation reduction as a means towards performance improvement. The methodology has a reputation of success, however a number of organisations believe that the methodology is not relevant to their specific competitive needs. Six Sigma is seen as another continuous improvement tool applicable to first world country organisations which will fade away with time. The study was undertaken to find out challenges and successes of implementing a Six Sigma methodology at Continental Tyre SA. The findings of the study revealed that the experience of implementing Six Sigma methodology at Continental Tyre SA is similar to those experienced by first world organisations. It is concluded that Six Sigma methodology can improve organisation processes and yield financial benefits irrespective of organisation location or background. However, organisations must follow a systematic guideline when implementing the methodology. The study provides recommendations on how Continental Tyre SA can align their strategy in order to achieve organisational objectives. The following recommendations were made: Roll out Six Sigma to support departments; Align the strategy to address critical success factors; Improve project turnover time and measure the success on financial savings and number of projects completed.
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Worthington, Jeremiah. "Analyzing three quality management systems in relation to the Malcolm Baldrige National Quality Award." CSUSB ScholarWorks, 2005. https://scholarworks.lib.csusb.edu/etd-project/2855.
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This paper explores different quality management systems (QMS) and correlates their value in achieving success as measured by the Malcolm Baldrige Award. The three major quality management systems were reviewed, International Organization of Standards (ISO), Total Quality Management (TQM) and Six Sigma. Quality management systems are the single most powerful tool that a company can establish to create a sucessful organization.
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Cavallini, Alessandro Giorgio. "Lean Six Sigma as a Source of Competitive Advantage." Diss., CLICK HERE for online access, 2008. http://contentdm.lib.byu.edu/ETD/image/etd2656.pdf.
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Brady, James E. "Six sigma and the university." Connect to this title online, 2005. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1110222811.
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Thesis (Ph. D.)--Ohio State University, 2005.Title from first page of PDF file. Document formatted into pages; contains 172 p. Includes bibliographical references. Available online via OhioLINK's ETD Center
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Faust, Justin E. "Increase efficiency using the six sigma methodologies." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009faustj.pdf.
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Kang, Chiweon. "The synergy effect between Six Sigma & Lean Manufacturing." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005kangc.pdf.
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Palanna, Namita. "Lean manufacturing and six sigma." Full text available, 2004. http://images.lib.monash.edu.au/ts/theses/palanna.pdf.
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Joyappa, Pallavi. "Pre production planning and leadtime reduction using Six Sigma." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004joyappap.pdf.
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Hutton, Thomas C. 1965. "ACE vs. Six Sigma." Thesis, Massachusetts Institute of Technology, 2004. http://hdl.handle.net/1721.1/17898.
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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2004.Includes bibliographical references (leaf 68).
In the early 1980's and 1990's, companies began to build upon the principles of Total Quality Management and developed there own unique quality systems. The most popular and well known of these systems is Six Sigma that was developed by Motorola and successfully adopted by others such as Allied Signal (now Honeywell) and most notably, General Electric. Six Sigma can be characterized as a highly formalized, process oriented improvement tool that is data focused. The Six Sigma process is normally performed by a diverse team, who attack a quality/process problem by analyzing process variation or in statistical terms, sigma. The foundations of Six Sigma are commitment from upper management, detailed training and a regimented diagnostic approach. Another quality operating system is the less known, but very successful, Achieving Competitive Excellence (ACE) operating system. This system was developed and is practiced by United Technologies Corporation (UTC). The ACE system is broader based than the Six-Sigma approach, however, ACE is not as data oriented as the Six Sigma approach. ACE revolves around the three principle categories of process improvement and waste elimination tools, decision-making tools, and problem solving tools. These tools impact issues as diverse, but not limited to, factory floor cleanliness, market feedback analysis, machine tool preventative maintenance and set up reduction. ACE is a combination of lean manufacturing and quality improvement philosophies. This paper provides an analysis of both the Six Sigma and ACE Quality Operating Systems. In the paper the systems are compared and contrasted. Further, strengths and weaknesses of each system are discussed. In particular, the analysis focuses on how ACE can leverage elements
(cont.) and aspects of Six Sigma. The analysis concludes that there are elements of Six Sigma that would benefit ACE. The paper identifies that the strength of Six Sigma's statistical approach and its positive impact on process certification could be beneficially applied to the ACE system. Further, there are recommendations for UTC to place more of an emphasis on ACE training and to accelerate its current efforts to better link quality and lean improvement to product engineering and design.
by Thomas C. Hutton.
M.B.A.
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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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Srivastava, Prashant. "Value stream mapping on foam injection moulding process-- the starting point of a six sigma project." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005srivastavap.pdf.
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Mari, Joseph. "Using design for six sigma to design an equipment depot at a hospital." Diss., Online access via UMI:, 2007.
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Bhandari, Sumnima. "Quality improvement of product in plastics industry using six sigma approach." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009bhandaris.pdf.
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Kaliher, Thomas L. "Improve safety, health, and environmental protection through the introduction of Six Sigma." Online version, 2003. http://www.uwstout.edu/lib/thesis/2003/2003kalihert.pdf.
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Marx, Johannes. "Study of the skincalm filling process at Aspen Pharmacare applying some six sigma principles." Thesis, Nelson Mandela Metropolitan University, 2005. http://hdl.handle.net/10948/184.
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Aspen Pharmacare is listed on the Johannesburg Securities Exchange South Africa (JSE) and is Africa’s largest pharmaceutical manufacturer. The company is a major supplier of branded pharmaceutical and healthcare products to the local and selected international markets. For decades, Aspen has manufactured a basket of affordable, quality, and effective products for the ethical, generic over-the-counter (OTC) and personal care markets. Aspen is also the leading supplier of generic medicines to the public sector, providing comprehensive coverage of the products on the Essential Drug List. Aspen continues to deliver on its commitment toward playing a role in social responsibility diseases such as HIV/AIDS, tuberculosis and malaria. In August 2003 Aspen developed Africa’s first generic anti-retroviral drug, namely Aspen-Stavudine. Aspen’s manufacturing facilities are based in Port Elizabeth (PE) and East London. Aspen has recently completed an Oral Solid Dosage (OSD) manufacturing facility worth approximately R150 million in PE. The Group manufactures approximately 20 tons of product daily and in excess of 400 tons of solid dosage pharmaceuticals, which equates to more than 2 billion tablets. In addition, more than 3 million litres of liquid pharmaceuticals and over 200 tons of pharmaceutical creams and ointments are produced per year [1]. Aspen excels at delivering quality products and services, exceeding customer expectations, complying with international standards in an environment that cultivates technical expertise and innovation. Following this philosophy through to the shop floor areas mean that there are always initiatives in continuous production improvement. One of these improvement projects introduced is called Six Sigma. 8 Ten members of the staff, selected from different expertise fields in the company were trained in Six Sigma. Knowledge gained from the two week training course were applied to different areas in the factory using Six Sigma principles. This dissertation focuses on the study undertaken in one of production areas, namely the filling process of the ointments and creams at the Aspen Port Elizabeth facility.
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Bodoh, Michael J. "Reduction of chloride in wastewater effluent with utilization of Six Sigma." Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006bodohm.pdf.
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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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Srikantaiah, Sanjay. "A model of lean-sigma to enhance a manufacturing system through integrating lean manufacturing and Six sigma approaches." To access this resource online via ProQuest Dissertations and Theses @ UTEP, 2008. http://0-proquest.umi.com.lib.utep.edu/login?COPT=REJTPTU0YmImSU5UPTAmVkVSPTI=&clientId=2515.
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Rodriguez, Adriana B. "A framework to align strategy, improvement performance, and customer satisfaction using an integration of six sigma and balanced scorecard." Orlando, Fla. : University of Central Florida, 2008. http://purl.fcla.edu/fcla/etd/CFE0002191.
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Nxumalo, G. L. "The application of the six sigma quality concept to improve process performance in a continuous processing plant." Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/50467.
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Thesis (MScEng)--University of Stellenbosch, 2005.ENGLISH ABSTRACT: This report presents the application of the six sigma quality concept in solving a true business problem. Six sigma is a quality improvement and business strategy/tool developed by Motorola in the mid 1980s. It aims at delivering products and services that approach levels of near perfection. To achieve this objective a six sigma process must not produce more than 3.4 defects per million opportunities, meaning the process should be at least 99.9997% perfect [Berdebes, 2003]. Motorola's success with six sigma popularised the concept and it has now been adopted by many of the world's top compames e.g. General Electric, Allied Signal-Honeywell, etc. All the six sigma companies report big financial returns as a result of increased quality levels due to the reduction in the number of defects. 'General Electric reports annual benefits of over $2.5 billion across the organisation from six sigma' [Huag, 2003]. The six sigma concept follows a five step problem-solving methodology known as DMAIC (Define, Measure, Analyse, Improve, Control) to improve existing processes. Each of these steps makes use of a range of tools, which include quality, statistical, engineering, and business tools. This report first gives a theoretical presentation on quality and six sigma, attempting to answer the question 'What is six sigma'. A step-by-step guide on how to go through the DMAIC problem solving cycle is also presented. The six sigma concept was demonstrated by application to the colour removal process of a continuous processing plant manufacturing refined sugar. Colour removal is a very important process in sugar refining since the purpose of a refinery is to remove colour and other impurities from the raw sugar crystals. The colour removal process consists of three unit operations; liming, carbonation and sulphitation. Liming involves the addition of lime (calcium hydroxide) required for the formation of a calcium precipitate in the next unit operations. Carbonation is carried out in two stages; primary and secondary carbonation. Both stages involve the formation of a calcium carbonate precipitate, which traps colour bodies and other impurities. Sulphitation occurs in a single step and involve the formation of a calcium sulphite precipitate which also traps impurities. The pH and colour are the main variables that are being monitored throughout the colour removal process. Colour removal process Raw sugar Melting Carbonation Crystalli ~ Liming ~ c::J Secondary f+ Sulphitation .. Sugar sation Figure 1: Colour removal process The pH control of the two colour removal unit operations; carbonation and sulphitation, is very poor and as a result the colour removal achieved is below expectation. This compromises the final refined sugar quality since colour not removed in the colour removal processes ends up in the sugar. The first carbonation stage (primary) fails to lower the pH to the required specification and the second carbonation stage (secondary) is highly erratic, the pH fluctuating between too high and too low. The sulphitation process adds more sulphur dioxide than required and hence the pH is lowered below the lower specification limit. The six sigma DMAIC cycle was implemented in order to solve the problem of poor pH control. The Define phase defined the project and identified the process to be improved. The Measure phase measured the current performance of the process by collecting past laboratory data with the corresponding field instruments data. The data was used to draw frequency distribution plots that displayed the actual variation of the process relative to the natural variation of the process (specification width) and to calculate process capability indices. The Analyse phase analysed the data so as to determine the key sources of variation. The Improve phase used the findings of the analyse phase to propose solutions to improve the colour removal processes. The Control phase proposed a control plan so as to monitor and sustain the improvement gained. The key findings of the study are presented below: • Failure of the first carbonation stage to lower the pH to the required level is due to insufficient carbon dioxide gas supply. • The second carbonation reaction occurs very fast hence poor control will result in high variability. • The amount of colour removed is dependent on the input raw melt colour. • The histograms of the colour removal unit operations are off-centered and display a process variation greater than the specification width and hence a large proportion of the data falls outside the specification limits. • The % CaO and CO2 gas addition were found to be the key variables that control the processes centering on target. The % CaO having a stronger effect in the liming process and CO2 gas addition on the carbonation process. • The variation between the field instrument's pH and laboratory pH is the key variable that control the processes spread (standard deviation of the processes). • The processes Cpk values are less than C, (Cpk
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Hajikordestani, Reza N. "A taxonomy of lean six sigma success factors for service organizations." Master's thesis, University of Central Florida, 2010. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/4523.
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Six Sigma is a business improvement strategy that aims to improve process performance using a structured methodology that identifies and removes the causes of defects in manufacturing and business processes, while implementing the lean concepts attempts to remove wasteful activities from those processes. In practice, the Six Sigma strategy and the Lean philosophy are combined and often viewed as one integrated philosophy, where the philosophy of Lean Six Sigma simultaneously removes wasteful activities from a process and reduces the variability of that process. This thesis research reviews the concepts and implementation of Lean thinking, Six Sigma strategy, and the integrated concept of Lean Six Sigma, with emphasis in service organizations. Most importantly, this thesis summarizes the critical success factors for implementing Lean Six Sigma within a service business environment and categorizes them within a proposed multi-level taxonomy that can be used by service business units and service providers to improve the success of Lean Six Sigma implementation.ID: 029050550; System requirements: World Wide Web browser and PDF reader.; Mode of access: World Wide Web.; Thesis (M.S.)--University of Central Florida, 2010.; Includes bibliographical references (p. 67-71).
M.S.
Masters
Department of Industrial Engineering and Management Systems
Engineering and Computer Science
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Anand, Gopesh J. "Continuous improvement and operations strategy focus on six sigma programs /." Columbus, Ohio : Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1151427239.
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Bedal, Kyle W. "Systems Process Engineering for Renal Transplants at The University of Toledo Medical Center Utilizing the Six Sigma Approach." Connect to full text in OhioLINK ETD Center, 2008. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=toledo1229621313.
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Thesis (M.S.)--University of Toledo, 2008.Typescript. "Submitted as partial fulfillments of the requirements for The Master of Science in Industrial Engineering." "A thesis entitled"--at head of title. Bibliography: leaves 69-70.
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Figueiredo, Francisca Jeanne Sidrim de. "Diretrizes para implementação dos elementos básicos do lean six sigma em micro, pequenas e médias empresas de calçados /." Guaratinguetá, 2017. http://hdl.handle.net/11449/151873.
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Orientador: Otávio José de OliveiraBanca: Messias Borges Silva
Banca: José Antônio Perrella Balestieri
Banca: Márcio Cardoso Machado
Banca: Eduardo Ferro dos Santos
Resumo: Lean Six Sigma (LSS) é uma estratégia de melhoria contínua usada para aumentar a eficiência e eficácia dos processos produtivos a partir da eliminação de desperdícios e redução da sua variabilidade. Embora existam pesquisas sobre esta metodologia em empresas do setor manufatureiro, poucos estudos são direcionados para a sua aplicação no setor calçadista. Pelo exposto, o objetivo deste trabalho consiste em diretrizes para implementação do LSS em Micro, Pequenas e Médias Empresas (MPME's) de calçados. Para direcionar a realização de oito estudos de casos em MPME's calçadistas foram identificados na literatura cientifica os princípios do LSS e verificada a sua aplicação na realidade das empresas estudadas. Os instrumentos de coleta de dados para estes estudos de caso foram entrevistas semiestruturadas com gestores e colaboradores, análise documental e visita in loco. Na análise dos casos foi identificado que as empresas, embora não utilizem o LSS, possuem práticas que podem facilitar sua implementação, assim como há dificuldades que precisam ser superadas para que implementação possa ocorrer de forma eficaz. Tais possibilidades e dificuldades se constituíram como a base das diretrizes elaboradas para implementação do LSS em MPME's. Os princípios do LSS verificados nas MPME's de calçados foram: desenvolver e manter uma filosofia de longo prazo, focar no cliente, desenvolver líderes, desenvolver pessoas e equipes profissionais, desafiar e respeitar a rede de parceiros e fornecedor... (Resumo completo, clicar acesso eletrônico abaixo)
Abstract: Lean Six Sigma (LSS) is a continuous improvement methodology used to increase the efficiency and effectiveness of production processes by eliminating waste and reducing its variability. Although there are researches on this methodology in companies of the manufacturing sector, few studies are directed to its application in the footwear sector. Therefore, the objective of this paper is to propose guidelines for the implementation of LSS in micro, small and medium enterprises of footwear. In order to direct the accomplishment of eight case studies in footwear MSMEs, the principles of LSS were identified in the scientific literature, verified in the reality of the companies studied. The instruments of data collection for these case studies were semi-structured interviews with managers and collaborators, documentary analysis and on-site visit. In the analysis of the cases it was identified that the companies, although they do not use the LSS, have practices that can facilitate their implementation. As well as there are difficulties that need to be overcome so that implementation can take place effectively. These possibilities and difficulties were the basis of the guidelines developed for the implementation of LSS in MSMEs. The LSS principles found in MSMEs for footwear were: to develop and maintain a long-term philosophy, focus on the customer, develop leaders, develop people and professional teams, challenge and respect the network of partners and suppliers, create a culture of continuous improvement, Use LSS tools, pull systems (JIT), focus on the perfection of products, processes and services, eliminate waste and reduce variability. This research contributes to fill the gap in the literature regarding the lack of proposals for the implementation of LSS in MSMEs of footwear (scientific contribution) and allows ... (Complete abstract click electronic access below)
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Fumagali, Junior Adionil Jose 1971. "Sistematização de modelo de implementação da produção enxuta baseado no DMAIC." [s.n.], 2012. http://repositorio.unicamp.br/jspui/handle/REPOSIP/265606.
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Orientador: Antonio BatocchioTese (doutorado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecânica
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Resumo: O presente trabalho tem como objetivo descrever um modelo para aplicá-lo à Produção Enxuta, baseado no DMAIC do Seis Sigma. Para tal, faz-se uma análise de artigos, teses e livros para implementar um modelo estruturado no processo produtivo. Assim, realizou-se uma série de pesquisas comentando sobre o que seria um modelo de implementação da Produção Enxuta. Diante disso, e desenvolvido um modelo baseado em pesquisas, e análises, notando, assim, que a união da simplicidade da Produção Enxuta, com foco na eliminação dos desperdícios e criação de fluxo e do Seis Sigma, com o foco na redução e eliminação das variações, complementam-se e tornam a implementação mais robusta. A partir do fato apresentado, foi criado um modelo, contemplando as ferramentas essenciais para a aplicação desse processo, utilizando a estratégia de pesquisa denominada pesquisa-ação. Uma preocupação da criação do modelo, foi melhorar o entendimento e as respectivas etapas, o que facilitou e simplificou a réplica nos demais fluxos de valor. A estruturação e o uso das etapas DMAIC do Seis Sigma auxiliou no entendimento do modelo. Da mesma maneira, a definição de indicadores e formas de acompanhamento de atividades, visualização e controles possibilitou o acompanhamento e visualiza o andamento e os resultados obtidos. Com isso, é perceptível que a gestão visual em todas as etapas com o apoio da Liderança da empresa e controles para acompanhamento da Produção Enxuta, associada ao Seis Sigma, clarifica os resultados e melhoria ao longo das etapas e foi o diferencial do modelo. Esse modelo foi implementado em uma empresa do ramo metalúrgico e o resultado que a mesma obteve foi ter-se tornado referência no grupo no que se refere à Produção Enxuta, em curto espaço de tempo e ter obtido a união da Liderança da empresa na aplicação do modelo. Os resultados obtidos foram à melhora de 477% na Auditoria da empresa com orientação à Produção Enxuta, redução de inventário de 34%, melhora no tempo de entrega ao cliente de 28% e 16% melhor que as empresas do grupo na Auditoria de Produção Enxuta
Abstract: This paper aims to describe a model for applying Lean Production, based on the DMAIC Six Sigma. To this end, was made analysis of articles, books and theses to implement a structured model in the production process. Thus, was carried out a series of searches commenting on what would be a model for implementation of Lean Production. Therefore, it was decided to create a model based on research and analysis, noting, therefore, that the union of simplicity of Lean Production, demonstrated by eliminating waste and creating flow and Six Sigma, with the elimination of variations, complement each other and make more robust implementation. From the fact presented, a model was created, covering the essential tools for the application of this process, using the search strategy called action-research. One concern of creating the model was to improve the understanding and the related steps, simplifying and facilitating their replication. The structure and use of the Six Sigma DMAIC steps helped in understanding and replicating the model in production flows. Likewise the definition of indicators and ways of monitoring activities, visualization and monitoring controls enabled and facilitated the progress and see the results. With this, it is noticeable that the visual management at all stages with the support of the Leadership of the company and controls for monitoring of Lean Manufacturing, Six Sigma combined with facilitated see results and improvement throughout the stages and was the differential model. This model was implemented in a steel company and the result was that the company that applied these steps have become the reference group with regard to Lean Production in a short time and obtained the union's leadership of the company in applying the model. The results were an improvement of 477% in the audit of the company with guidance on lean production, inventory reduction of 34% improvement in delivery time to the customer 28% and 16% better than the group companies in Audit Lean Production
Doutorado
Materiais e Processos de Fabricação
Doutor em Engenharia Mecânica
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Cima, Elizabeth Giron. "Gestão da qualidade aplicada à sistemas de segurança do alimento: uma análise da aplicação do Controle Estatístico do Processo para a melhoria do Processo de Produção de Carcaças de Frango numa indústria avícola." Universidade Estadual do Oeste do Parana, 2006. http://tede.unioeste.br:8080/tede/handle/tede/2152.
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Previous issue date: 2006-12-07This paper objective was to verify Statistical Process Control (SPC) through the PDCA cycle, in a boiler process plant located in the West region of Paraná, Brazil. Chicken carcass was selected as raw material. Water temperature in the pre-cooling system, water temperature in the cooling system, and carcass temperature at the closing stage of the system were the monitored variable that made up raw material. Data were collected between January 2005 and May 2006. Daily samplings were taken where daily and weekly sub-groups were considered. To execute SPC, we applied X and S control graphs for weely analysis; individual X AM graphs, just in case it would be a daily study; EWMA, tubular form CUSUM and V Mask CUSUM pondered control graphs for weekly analysis, as well as performance and capacity indicators to study the production process. It was concluded through the CEP study to continue perform analysis of possible variations that occur in the production process and interpret these variations to identify nonconformities. Through the cause and effect graph, specific variation of the PDCA cycle was suggested as a way to prevent and eliminate these variations of the process. Actions Plans were elaborated through the QC STORY (problem solving method) method for continuous improvement of the carcass cooling process in the plant. Finally, based on the SIX SIGMA method, the process quality level was evaluated, where it became evident that the broiler carcass cooling process is no being able to produce broiler carcass with zero degree defects
Este trabalho teve por objetivo verificar o Controle Estatístico do Processo (CEP), através do ciclo PDCA, numa empresa de abate e industrialização de frango de corte, localizada na Região Oeste do Paraná. A matéria-prima selecionada para ser monitorada foi: carcaça de frango. As variáveis monitoradas que compõem a matéria-prima foram: temperatura da água no sistema de pré-resfriamento, temperatura da água no sistema de resfriamento e temperatura da carcaça na saída do sistema. Os dados foram coletados durante os meses de janeiro de 2005 a maio de 2006. A coleta foi realizada diariamente considerando-se subgrupos semanais e diários. Para realizar o CEP, foram utilizado os gráficos de controle e S, para análise semanal; gráfico individual X AM, para o caso do estudo ser diário; gráficos de controle ponderados, EWMA , CUSUM forma Tabular e CUSUM Máscara V, para análise semanal, assim como indicadores de capacidade e performance para estudar o processo de produção. Concluiu-se, com o estudo realizado através do CEP, dar continuidade na realização de análises das possíveis variações que ocorrem no processo de produção e interpretar estas variações no sentido de identificar as não-conformidades. Através do gráfico de causa e efeito, verificou-se a variação específica do processo e foi sugerida ação preventiva e corretiva através do ciclo PDCA como forma de prevenir e eliminar estas variações do processo. Através do método QC STORY (método de solução de problema), foram elaborados planos de ações, para melhoramento contínuo do processo de resfriamento de carcaças de frango de corte na empresa, e, finalmente, foi avaliado o nível de qualidade do processo, baseado na metodologia Seis Sigma, onde ficou evidenciado que o processo de resfriamento de carcaças de frango não está sendo capaz de produzir carcaças de frangos com grau zero de defeitos
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Seaton, Hugh Van. "The Financial Implications and Organizational Cultural Perceptions of Implementing a Performance Management System in a Government Enterprise." UNF Digital Commons, 2007. http://digitalcommons.unf.edu/etd/23.
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Successful organizations continually seek ways to improve productivity, reduce and control costs, and increase efficiency. Governmental entities also are driven by the need for increased efficiency and accountability in public service for their constituents.There is a continuing need for better tools and a number of government entities have turned to performance management systems due to their promise of improvement in various areas of productivity and accountability. This research focused on one such system, Six Sigma, which has recently experienced widespread adoption in industry in the United States, internationally, and in some government organizations. In this study Six Sigma was compared and contrasted with several performance management systems, and its effects and organizational cultural impacts on one organization were examined.The study investigated the financial implications and perceptions of organizational cultural change resulting from the Six Sigma system implementation in a large government enterprise. The first part of the study used the organization’s published financial information from 1997 through 2006 to determine whether there was a tangible financial benefit of implementing Six Sigma. The analysis indicated that the financial implications were statistically significant and quantified them as material and relevant to the organization’s two major business units.The second component of the research explored differences in organizational culture and attitudes among and between selected employee groups through the use of interviews and a survey instrument. Interviews were also conducted with a purposive sample of the executives who were involved in the decisions to implement Six Sigma. The Organizational Culture Inventory© and Organizational Effectiveness Inventory™ survey instruments were used to measure the organizational culture perceptions of the employee groups. Discriminant function analysis results suggested that the various groups shared a common organizational culture, which supports the null hypothesis that there were no differences in the organizational cultural perceptions among the organizational groups investigated.
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Naidoo, Raymond. "A critical evaluation of the application of Six Sigma as a business transformation methodology at Lonmin South African Operations." Thesis, 2010. http://hdl.handle.net/10413/6471.
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One of the major challenges for organisations operating in today's global business environment is to improve productivity, reduce costs and enhance customer service. Six Sigma methodology has become a popular approach in a number of organisations as a business improvement tool.
This research presented Six Sigma as a business transformation methodology within Lonmin operations. The purpose of this research was to identify the primary factors in the Six Sigma framework, and to evaluate the relationship between these factors in the framework and their contribution towards transformation in terms of business improvement. This research critically evaluated the application of Six Sigma within Lonmin in the South African context.
Quantitative data was obtained from questionnaires distributed to the different Six Sigma role players within Lonmin. A probability sample was used; sixty five (65) Six Sigma candidates were drawn from Lonmin with a Six Sigma population size of one hundred and twenty (120) employees listed in the Six Sigma database. Data was collected using an e-mail based questionnaire developed by the researcher.
The main contributions of this study showed that communication and organisational culture were the most important factors to transform business performance when Six Sigma was integrated with business principles. The study revealed that project selection was a vital element in the process that determined the value towards business improvement. Six Sigma must be supplemented by other programmes (Theory of Constraints, Design For Six Sigma) in order to be more effective in attaining business performance.
This research will benefit management to evaluate and structure an aligned methodology for transformation. Employees will be motivated to attain greater knowledge and skill. Research will prove beneficial to organisations that need to transform their organisation.Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.
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Leathers, Lee E. "Six Sigma changing a culture /." 2002. http://etd.louisville.edu/data/UofL0004t2002.pdf.
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Dymond, Sanjay. "An integrated design for Six sigma strategy to a new product design in a global resources company." Thesis, 2007. http://hdl.handle.net/10413/1204.
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This dissertation reports on the research work of a new business improvement methodology called the design for Six Sigma (DFSS) conducted within a global resources company with specific reference to Manganese Metal Company (MMC), a subsidiary of BHP Billiton (BHPB). The aim of this research was by means of a case study, through action research, to investigate, analyse and evaluate the "Define, Measure, Analyse, Design and Verify" (DMADV) model proposed by Picard (2004) with specific reference to a new product design. The study was concerned with identifying the BHPB strategic business reasons, effects and analysing the financial impact of implementing a DFSS project pertaining to a new product design at MMC. The literature review highlighted that DFSS enhances revenue growth, quality and reliability for a new product. The key findings were that DFSS does not exist within MMC and BHPB, the DFSS methodology could improve and enhance the revenue for a new product design at MMC and none of the BHPB customer sector groups are reporting any operating excellence (OE) annualised cost improvement benefits for DFSS projects. The main recommendation emerging from this research is that an integrated DFSS process will enable BHPB to identify critical leverage points for improving the overall financial performance in achieving the FY09 OE objective of $1 billion in annualised cost improvement benefits thus achieving the world class benchmark standard set by General Electric Corporation.
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Kanakana, Grace Mukondeleli. "An integrated systems approach to engineering education throughput improvement using Lean Six Sigma." Thesis, 2015. http://hdl.handle.net/10210/14721.
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D.Phil. (Engineering Management)Process improvement is essential for an organisation to remain competitive in the global market. Regardless of the type of products or service being rendered, such improvement is essential for remaining profitable and staying at the top of one’s industry market. The Lean Six Sigma (LSS) methodology is a preferred methodology for continuously improving business processes, thereby improving profitability and increasing market share. Higher education institutions are increasingly being placed under pressure to improve throughput and to ensure that that their institutions are sustainable. This focus on higher education inefficiencies has resulted in institutions looking for new ways to improve processes which will lead to increases in throughput. In this study, a LSS framework has been developed and applied for improving engineering education processes...
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Naicker, Gayshree. "A critical evaluation of the Lean Six Sigma (LSS) programme at Valspar, South Africa." Thesis, 1998. http://hdl.handle.net/10321/1426.
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Dissertation submitted in compliance with the requirements for the Masters Degree in Business Administration, Durban University of Technology, 2008.Increasing competitive pressure from global markets and technological developments has resulted in the continual demand for business improvement philosophies and methodologies to address this challenge. The LSS approach to business improvement has emerged in both the practitioner and academic literature as having a significant role in this area. In 2006, The Valspar Corporation embarked on a LSS initiative as a way to improve the business globally, to achieve sustained profitable growth and to enhance customer value. Valspar (SA) found the implementation of LSS a challenge because the organisation could not afford the appointment of a full-time Black Belt to manage the programme locally. Green Belts were appointed to lead LSS projects part-time. Management wanted to know if they have applied the LSS methodology correctly within the scope of the business, especially since not all organisations were successful in the implementation of LSS. The objective of this study was to determine the critical factors that affect the successful implementation of LSS at Valspar (SA) and to assess the degree to which these critical factors exist at Valspar (SA). In a census, the researcher used the questionnaire to gain information about the current views of employees on the LSS programme at Valspar (SA). The research highlighted the critical success factors for LSS implementation and the results of the evaluation revealed both the positive and negative aspects of the LSS programme at Valspar (SA).
Valspar Corporation
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Viranna, Mahendira. "Six sigma : the solution to improving the quality of services offered by the Gauteng Shared Services Centre (GSSC)." Thesis, 2006. http://hdl.handle.net/10413/9978.
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"We fail more often not because we fail to solve the problem we face but because we fail to face the right problem." (Russell L. Ackoff)
Although centralisation of support functions causes initial cost savings, benefits may not
improve unless there is continuous enhancement of product offerings and service quality.
Commonly tension arises between the shared services centre and the business units, and this
is exacerbated when business units do not understand the level of service they receive, or the
service centres do not understand the level of quality they offer. This ultimately leads to confusion, lowered morale and loss of workers.
Six Sigma is a business strategy and a systematic methodology, use of which leads to
breakthrough in profitability through quantum gains in product / service quality, customer
satisfaction and productivity. The concept of implementing Six Sigma was pioneered at
Motorola in the 1980's and the objective was to reduce the number of defects to as few as 3.4
parts per million opportunities. For effective implementation of Six Sigma projects in
organisations, one must understand the critical success factors that will make the application successful. This dissertation attempts to understand the underlying principles of Six Sigma and its applicability to the Gauteng Shared Services Centre, in order to achieve quantum gains in service quality, customer satisfaction and productivity.Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.
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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.
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Gordon Institute of Business Science (GIBS)
Unrestricted
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Sesane, Tshavhuyo. "An assessment of employee perceptions of the rewards associated with the lean Six Sigma programme at a selected company." 2012. http://encore.tut.ac.za/iii/cpro/DigitalItemViewPage.external?sp=1000261.
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M.Tech. Business Administration. Business School.In their attempt to continuously improve their operations, Sasol Mining has since 1998 embarked on several different improvement initiatives including Operation Excellence with the improvement Lean Six Sigma in 2008. The main reason for choosing Lean Six Sigma was that the latter is a general, standard, well-documented improvement methodology, which is not dependent on any specific consultancy group to ensure successful and sustainable implementation. For sustainable Lean Six Sigma programme implementation, Sasol Mining has to ensure that human resources skills development and motivation enabling systems such as training and reward systems are in place. This research focuses on the assessment of the extent to which Operation Excellence employees perceive that there are benefits associated with their participation in the Lean Six Sigma programme during 2010 at Sasol Mining. In particular, how these perceptions could be effectively used by management as a basis for creating the environment where people are content and motivated to perform their best. The research investigates employee perceptions of various levels of Lean Six Sigma training within the context of categories of rewards most frequently associated with Lean Six Sigma; extrinsic, intrinsic, organisational and social rewards.
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Goldsmith, Malcolm. "The practice of corporate entrepreneurship and lean six sigma in the South African financial sector." Thesis, 2015. http://hdl.handle.net/10210/13578.
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M.Com. (Business Management)The main objective of the study is to measure the relationship between the practices of corporate entrepreneurship and lean six sigma within the South African financial sector. Although studies on these management styles are prevalent in the literature, few of them provide a direct comparison of the styles. There is a further gap in the literature that addresses the South African context. The study design included anonymously submitted questionnaire data on the levels of corporate entrepreneurship, lean six sigma and organisational performance from employees at South African banks. 248 potential participants were contacted, with a snowball sampling method being utilised. The final response rate was 41% (102 completed surveys), and this is the number used in the study. Respondents were employees at South African banking institutions. Likert scales were used to score the various constructs of corporate entrepreneurship and lean six sigma. The study looked to determine if there are statistically significant relationships between these constructs. In addition, the relationship between organisational performance, corporate entrepreneurship and lean six sigma was reviewed. The findings were that there are low-level practices of entrepreneurship and lean six sigma in the South African financial institutions. The main findings showed that in general the elements of corporate entrepreneurship had a correlation to the elements of lean six sigma, as evidenced in four out of the six possible correlations. This being said; the correlations were weak to slightly moderate in nature. As for the correlation to organisational performance, four out of the five potential correlations were statistically significant, all be it either weak or almost moderate. There was a positive direction to the correlation in all instances. The main implications of the findings are that corporate entrepreneurship and lean six sigma, though vastly differentiating in history and styles can co-exist in a single organisation. There were no instances of negative correlation as may be expected from the seemingly incomplete and incompatible nature of the two methods. The recommendation is that these two strategies can and should be implemented in conjunction, given their explicit impact on organisational performance. The main limitation of the study was that a small sample used. Another limitation was the focus on banks and not the entire financial sector. Future research could target other financial institutions that are not full service banking operations. The study could contain more detail to determine if, the size and age of the organisation impact on the practice of corporate entrepreneurship and lean six sigma.
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Mphuthi, Teboho Salmon. "Pursuing organisational excellence as a key driver in achieving organizational learning." Thesis, 2012. http://hdl.handle.net/10019.1/20068.
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Thesis (MPhil)--Stellenbosch University, 2012.ENGLISH ABSTRACT: Volatility, globalisation, turbulence and constant change are some of the challenges facing the business environment today. Companies have proposed and tested many strategies to cope with the unpredictable world of business. In this thesis, a project by an anonymous South African company (The Company) to respond by improving organisational excellence is analysed and evaluated against its success in fostering organisational learning. The Company initiated a project in which Lean Manufacturing, Six Sigma and Clear Leadership Engagement were combined in search of operational excellence. In Chapter 1, the context is set out. The research question is formulated as follows: to what extent does organisational learning depend on organisational excellence? Chapter 2 discusses and defines key process concepts. These are: Lean Manufacturing, Six Sigma, Lean Six Sigma and Clear Leadership Engagement Models. The chapter also outlines the key practices and the shortcomings of each process. Chapter 3 discusses and defines the conceptual building blocks of the thesis. These are the notions of organisational learning and learning organisation. Tools used to diagnose whether an organisation is learning are introduced together with an Organisational Learning model to be used to assess the relationship between Organisational Learning and Operational Excellence. Chapter 4 focuses on the project of the Company – the Operational Excellence “journey”. How the journey was conceived, the players were involved and steps taken to drive it are described. In Chapter 5, the combination of Lean Six Sigma, Lean Manufacturing and the engagement models that the Company used, is assessed. The chapter attempts to unravel the reasons behind this combination and determine how this combination worked in practice. It is through this chapter that an attempt is made to explain the logic of this unusual combination. Other businesses have implemented different forms of improvement in isolation, but it is rare to find a company that combines operational improvement methodologies with an engagement model. In Chapter 6, all the theories and empirical evidence come together. In this chapter, the relationship between Pursuing Operational Excellence (POE) and Organisational Learning is tested. The author uses the seven salient characteristics of learning organisations, distilled by the researcher, to prove the positive relationship between Organisational Learning and Operational Excellence. Through this chapter, the researcher answers the question whether a positive link exists between POE and Organisational Learning. It was clear from the research that there is indeed a positive link between POE and Organisational Learning. What the research could not determine is the degree or the rate of learning linked to POE, or what percentage of learning the organisation achieved over a period of time.
AFRIKAANSE OPSOMMING: Volatiliteit, globalisering, turbulensie en konstante verandering is ‘n uitdaging waarmee die sake-omgewing deesdae te doen kry. Baie strategieë is voorgestel en getoets deur maatskappye ten einde by te bly in die onvoorspelbare sake-wêreld. In hierdie tesis word ‘n projek wat in ‘n anonieme Suid-Afrikaanse maatskappy (The Company) uitgevoer is om op die uitdagings te reageer, by wyse van ‘n dryf na operasionele uitnemendheid, geanaliseer en geëvalueer aan die hand van die mate waarin sodanige aksies organisatoriese leer bevorder het. The Company het ‘n projek geloods waarin Lean Manufacturing, Six Sigma en Clear Leadership Engagement gekombineer is op soek na operasionele uitnemendheid. In Hoofstuk 1 word die konteks uiteengesit en die navorsingsvraag geformuleer as die vraag in watter mate organisatoriese leer deur operasionele uitnemendheid bepaal word. In Hoofstuk 2 word die kern prosesbegrippe bespreek en gedefinieer. Dit is: Lean Manufacturing, Six Sigma, Lean Six Sigma en Clear Leadership Engagement models. Die hoofstuk gee ook ’n oorsig oor die hoofpraktyke en tekortkominge van elke model. Hoofstuk 3 bespreek die konseptuele basis van die navorsing. Dit is die konsepte: Organisatoriese Leer en Lerende Organisasie. Instrumente om te diagnoseer of ’n organisasie leer, word voorgestel, asook ’n model van Organisatoriese Leer wat gebruik sal word om die verband tussen Organisatoriese Leer en Operasionele Uitmuntendheid te bepaal. Hoofstuk 4 fokus op die projek wat The Company onderneem het. In hierdie hoofstuk word die “reis” na operasionele uitnemendheid beskryf; hoe dit ontstaan het, die rolspelers wat betrokke was en die stappe wat op die reis geneem is. In Hoofstuk 5 beoordeel die kombinasie van Lean Six Sigma, Lean Manufacturing en die engagement modelle wat deur die Company gebruik is. Die hoofstuk probeer ontrafel wat die motivering vir hierdie kombinasie is en hoe dit in die praktyk uitgewerk het. In die hoofstuk word gepoog om die logika van hierdie ongewone kombinasie te peil. Ander ondernemings het verskillende vorms van verbetering in isolasie geïmplementeer, maar dit is selde dat ’n mens ’n maatskappy vind wat operasionele verbeteringsmetodologieë kombineer met ’n engagement model. In Hoofstuk 6 kom al die teorieë en empiriese gegewens bymekaar. Dit is in hierdie hoofstuk waar die verhouding tussen die nastrewing van Operasionele Uitnemendheid en Organisatoriese Leer getoets word. Die navorser gebruik die sewe kenmerke van Lerende Organisasies wat tevore geïdentifiseer is om ’n positiewe verband tussen Organisatoriese Leer en Operasionele Uitnemendheid aan te toon. Uit die navorsing was dit duidelik dat daar ’n positiewe verband is tussen die nastrewing van Operasionele Uitnemendheid en Organisatoriese Leer. Maar, wat die navorsing nie kon beantwoord nie, is die graad of spoed van leer wat met die nastrewing van Operasionele Uitnemendheid verbind kan word, of watter persentasie leer die organisasie oor ’n gegewe tydperk bereik het.
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Doss, Daniel Adrian. "The capability maturity model as a criminal justice process improvement paradigm." Thesis, 2014. http://hdl.handle.net/10500/18363.
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Background: The administrators, managers, and leaders of criminal justice organizations experience a plethora of processes that impact the strategic, tactical, and operational facets of their respective organizations. Sound processes are central to effectively and efficiently managing criminal justice organizations and for facilitating the optimal operations of the organization. Such management characteristics are necessary to render public services towards the goals of deterring crime and maintaining societal order. Administrating and managing criminal justice organizations involves paradigms that favor process improvement and quality of processes. Existing methods include the Compstat paradigm Total Quality Management, business process management, business process improvement, business process reengineering, standards, legislation, policy, and Six Sigma. However, such paradigms not approach process improvement from the unique perspective of process maturity as a foundational basis. Additionally, no solitary foundational basis exists that uniquely addresses organizational process improvement issues, regarding criminal justice entities, from the perspective of evolutionary process maturation through time.
This research examines the potential of adapting the Capability Maturity Model Integrated (CMMi) as a foundational process improvement framework among criminal justice organizations. Within the CMMi framework, process improvement begins from a state of random, ad hoc processes and culminates in a state of highly optimized processes. Through time, process maturation occurs through five primary stages sequentially: 1) random, 2) managed, 3) defined/specific, 4) quantitatively managed, and 5) optimized. This research explores the potential of leveraging the CMMi paradigm as a form of organizational process improvement within the criminal justice domain. Scope of the Study: This research investigated the potential for adapting the Capability Maturity Model (Integrated) (CMMi) within the criminal justice domain. A derivative maturity model framework, the Criminal Justice Maturity Model (CJMM), was crafted using the CMMi concept as its foundational premise. A Likert scale survey was implemented to investigate the perceptions of personnel regarding process improvement initiatives and their work settings. This study was constrained to the criminal justice domains of the states of Alabama and Mississippi. Data processing encompassed demographic descriptions of the survey instrument and the received responses, ANOVA, Chi-Square analysis, and the Cronbach Method. Stratifications involved separating the survey responses into classifications of Alabama versus Mississippi entities, urban versus rural entities, and management versus non-management entities. Findings and Conclusions: The conclusions of this research failed to show that all five levels of the maturity model framework appear to be separately perceived among the respondents. Therefore, per each individual stage of the maturity model framework, this research failed to show conclusively that the complete maturity model framework is adaptable among administrative settings in the criminal justice domain and that process maturity issues among respondent settings are addressed via a process maturity framework. Because this research failed to show the perceived characteristics of all five maturity levels of the maturity model framework separately, it is concluded that the criminal justice administrative settings of the respondents do not conform completely to the tenets of the CMMi paradigm. Future studies were recommended to pursue additional approaches of this research project. This study represents an initial starting point from which several future endeavors may be initiated.Criminology and Security Science
D.Litt. et Phil. (Police Science)