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Six Sigma
Published in James William Martin, Operational Excellence, 2021
Once formed, the team led by a Black Belt works to complete the project's key deliverables by DMAIC phase as listed in Tables 9.6. A Black Belt is the Six Sigma expert and project lead for the team. This person has been trained in the tools and methods of the initiative. Project definition requires identifying customer requirements, business benefits, and their strategic alignment. As data are collected, a project's objective should become focused to ensure it remains within the defined scope and can be executed according to the project's schedule. The project's definition also requires a baseline of CT or KPOV metrics. Figure 9.5 lists operational areas where projects have been successively deployed within organizations. There are in fact thousands of project applications across different industries. If an existing process is not achieving its designed performance levels, there may be an opportunity to create a DMAIC improvement project.
Impact of Management Systems on Business Performance
Published in Titus De Silva, Integrating Business Management Processes, 2020
Motorola established the certified supplier programme and encouraged the suppliers to work towards the Malcolm Baldrige Quality Award. Six Sigma was a top-down approach with total commitment from the CEO. The programme was led by several categories of leaders: Champions are high-level employees who understand the concepts of Six Sigma.Sponsors are “owners” of the processes who initiate and coordinate Six Sigma improvement activities.Master Black Belt is the highest level in the organisation with technical expertise.Green Belts are Six Sigma project leaders who plan and facilitate Six Sigma projects from concept to completion.
Overview of Lean for Hospitals and Health Systems
Published in Mark Graban, John Toussaint, Lean Hospitals, 2018
Six Sigma is a “disciplined, data-driven approach and methodology” for improving quality and processes by reducing defects and variation.44 The term refers to six standard deviations around a mean, where reaching that level means only 3.4 defects per million opportunities in a process.45 Six Sigma is known for the DMAIC model, of define, measure, analyze, improve, and control. Those who are trained and certified in Six Sigma practices receive “belts” of various colors, signifying their level of knowledge and experience. Created at Motorola as an extension of TQM, Six Sigma was popularized by General Electric (GE) and was introduced to healthcare in the mid-1990s through GE Healthcare. Some organizations, like ThedaCare and Virginia Mason Medical Center, follow Toyota’s example by eschewing formal Six Sigma, as they combine Lean and the seven basic tools of TQM. Other health systems utilize both Lean and Six Sigma, often under the banner of “Lean Six Sigma” or “Lean Sigma.” Some differentiate Lean as being something you can teach to everybody and use as a management system, while giving detailed Six Sigma training to a small number of experts who are utilized to solve particularly difficult quality or process problems. Well-known health systems that use Lean Sigma include Cleveland Clinic and Johns Hopkins.
The decay of Six Sigma and the rise of Quality 4.0 in manufacturing innovation
Published in Quality Engineering, 2023
Carlos A. Escobar, Daniela Macias-Arregoyta, Ruben Morales-Menendez
Some advantages of Six Sigma are: quality is improved, defects are reduced, only data analysis is needed, the revenue of the business is increased, strategy of the business processes could be motivated, and customer satisfaction is improved. However, Six Sigma has plateau, to achieve the next sigma level (5σ, 233 DPMOs) it is necessary to generate and integrate data from the whole value adding process and after-sales service into the Quality Control approaches, this was recognized early in Töpfer (2008). A decade later, according to the IBM Institute for Business Value (IBM 2018), 66% of the surveyed executives expressed their interest in developing AI systems having the capacity to analyze data from the whole value adding process and after-sales service to identify causal factors that led to quality problems.
Enhancing process performance for composite padel racket manufacture using Six Sigma-DMAIC and VSM synergetic support
Published in Cogent Engineering, 2022
Jose Antonio González Ruiz, Norbert Blanco, Marc Gascons
Based on relevant literature, many researchers have integrated lean methodologies and Six Sigma (LSS) to face challenges similar to those described above (Hung et al., 2015; Jamil et al., 2020; Nagi & Altarazi, 2017), even in the composite industry (Thomas et al., 2016). Six Sigma entails a project-based approach aimed at improving the process and quality of the product (Schmidt et al., 2018). For process improvement, Six Sigma is carried out using the DMAIC methodology throughout the define, measure, analyse, improve, and control phases (Schmidt et al., 2018; Sin et al., 2015). In recent years, research has been conducted into finding the most adequate systematic approach to eliminating flaws that lead to rework and scrap via a custom integration of systems adapted to the particularities of each industry (Smith, 2003). In this context, and according to the literature, the integrated hybrid model in which the Value Stream Map (VSM) is part of DMAIC, is one of the most effective approaches to reducing defects and drastically decreasing rejection rate, and thus leading to remarkable cost savings (Guo et al., 2019; Syaifoelida et al., 2020). Most publications on VSM and Six Sigma DMAIC address several quality-related issues (Kumar et al., 2006; Rachman & Ratnayake, 2018; Wong et al., 2019) but, for the composite industry, little research has been found on identifying and evaluating significant factors that cause internal waste within a framework of continuous improvement.
Lean Six Sigma principles and practices under a management perspective
Published in Production Planning & Control, 2020
Fernando Juliani, Otávio José de Oliveira
The LSS has been considered as a business improvement method that integrates two distinct management philosophies: Lean thinking and Six Sigma (Sunder, Ganesh, and Marathe 2018). The Lean is defined in Womack, Jones, and Roos (1990) as a dynamic process of change under a set of principles aimed at continuous improvement. There are several interpretations for Lean thinking and they can range from the emphasis on eliminating waste through use of operational tools and respect for principles to the identification of conditions related to high-quality products and services (Danese, Manfè, and Romano 2018; Salgado and Dekkers 2018; Shamsuzzaman et al. 2018; Alkhoraif, Rashid, and McLaughlin 2018). In terms of Six Sigma, it is a management strategy for building a culture of continuous improvement in organisations (Inal et al. 2018; Bhat, Gijo, and Jnanesh 2014), being used to describe processes variability and applied as a statistical measure setting as limit 3.4 defects per million opportunities or success rate of 99.9997% (Harry and Schroeder 2000; Bhat, Gijo, and Jnanesh 2014). The Six Sigma is also considered a method for executing process improvement projects aiming to eliminate defects, enabling cause identification and effective development of corrective actions through systematic procedures as the DMAIC (Define, Measure, Analyse, Improve, Control) (Aqlan and Al-Fandi 2018; Vetter and Morrice 2018; Garza-Reyes et al. 2016).