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Effect of ISO (9001) Certification and Article Type Produced on Lean Six Sigma Application Successes: a Case Study Within Textile Companies

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
This study focused on how the ISO 9001:2008 standard has influenced organisational Lean Six Sigma (LSS) implementation success. Data were collected through a survey, followed by interviews with the quality managers/representatives of 85 small and medium enterprises (SMEs) in the textile industry. Additionally, case studies on four of the textile SMEs were carried out to validate the results. Our analysis revealed that the main benefits of LSS, among others, are problem solving improvement, reduction of the quality problem, waste reduction, and increase of productivity. However, certified companies are aware of continuous improvements to tools, which ensures the continuity of improvements made by the LSS project and facilitates the integration of Lean Six Sigma tools, which can help to make better use of the Lean Six Sigma project. The type of article produced was also found to have a considerable effect on the success of the Lean Six Sigma project.
Rocznik
Strony
17--22
Opis fizyczny
Bibliogr. 31 poz., rys., tab.
Twórcy
autor
  • Textile Engineering Laboratory (LGTEX), Higher Institute of Technical Studies of Ksar Hellal (ISET), Monastir University, Tunisia
autor
  • School of Textile Science and Engineering, Tiangong University, Tianjin, China
autor
  • Textile Engineering Laboratory (LGTEX), Higher Institute of Technical Studies of Ksar Hellal (ISET), Monastir University, Tunisia
autor
  • School of Textile Science and Engineering, Tiangong University, Tianjin, China
Bibliografia
  • 1. Kumar Antony J, Singh RK, Tiwari MK, Perry D. Implementing the Lean Sigma framework in an Indian SME: a case study. Production Planning & Control 2006; 17 (4):407–423.
  • 2. Smith B. Lean and Six Sigma-a One-two Punch. Quality Progress 2003; 36 (4): 37–41.
  • 3. Raja Kumar S, Arunachalan V, Salladurai, V. Simulation of Work Flow Balancing in Assembly Shopfloor Operations. J of Manufacturing Technology Management 2005; 16: 265-281.
  • 4. Arnheiter ED, Maleyeff J. Research and concepts: The Integration of Lean Management and Six Sigma. The TQM Magazine 2005; (1): 5-18.
  • 5. Hahn GJ, Doganaksoy N, Hoerl R. The Evolution of Six Sigma. Quality Engineering 2000; 12 (3): 317–326.
  • 6. George M. Lean Six Sigma: Combining Six Sigma Quality with Lean Speed. Hill Companies, 2002.
  • 7. Salah S, et al. The Integration of Six Sigma and Lean Management. International Journal of Lean Six Sigma 2010; 249–274.
  • 8. Snee RD. Lean Six Sigma – getting better all the time. International Journal of Lean Six Sigma 2010; 9-29.
  • 9. Ben Ruben R, Vinodh S, Asokan P. Implementation of Lean Six Sigma Framework with Environmental Considerations in an Indian Automotive Component Manufacturing Firm: A Case Study. Production Planning & Control 2017; 28(15): 1-19.
  • 10. Krueger DC, et al. Six Sigma Implementation: A Qualitative Case Study Using Grounded Theory. Production, Planning & Control 2014; 25(10): 873–889.
  • 11. Timans W, et al. Implementation of Lean Six Sigma in Small- and Medium-Sized Manufacturing Enterprises in the Netherlands. Journal of the Operational Research Society 2012; 63 (3): 339–353.
  • 12. Nicole C, Jamison V. Reducing Welding Defects in Turnaround Projects: A Lean Six Sigma Case Study. Quality Engineering 2014; 26(2): 168-181.
  • 13. Kumar M et al. Implementing the Lean Sigma Framework in an Indian SME: a Case Study. Production Planning & Control 2006; 17(4):407– 423.
  • 14. Sunder Mader DM. Design for Six Sigma. Quality Progress 2002; (6): 82–86.
  • 15. Vijaya Sunder M. Rejects Reduction in a Retail Bank Using Lean Six Sigma. Production Planning & Control 2016; 27(14): 1-12.
  • 16. Garza-Reyes, et al. A DMAIRC Approach to Lead Time Reduction in an Aerospace Engine Assembly Process. Journal of Manufacturing Technology Management 2014; 25 (1): 27–48.
  • 17. Zhang M et al. Comprehensive Six Sigma Application: A Case Study. Production, Planning & Control 2015; 26 (3): 219–234.
  • 18. Vinodh S, et al. Implementing Lean Sigma in an Indian Rotary Switches Manufacturing organization. Production Planning & Control 2014; 25(4): 288–302.
  • 19. ISO 9001: 2015. Quality Management Systems: Requirements. International Organization for Standardization.
  • 20. ISO 9000: 2019 Family: Quality Management. Retrieved March 27.from https://www. iso.org/iso-9001-qualitymanagement.html.
  • 21. Chiarini A. Integrating lean thinking into ISO 9001: A first guideline. International Journal of Lean Six Sigma 2011; 2(2): 96–117.
  • 22. Marques C, Lopes N, Santos G, Delgado I, Delgado P. Improving Operator Evaluation Skills for Defect Classification Using Training Strategy Supported by Attribute Agreement Analysis. Measurement 2018; 119: 129–141.
  • 23. Micklewright M. Lean ISO 9001: Adding Spark To Your ISO 9001 QMS And Sustainability To Your Lean Efforts. ASQ Quality Press, 2010.
  • 24. Margaça JM. Lean-ISO 9001: Estudo sobre a Valorização do Sistema de Gestão da Qualidade através da Utilização de ferramentas Lean. ISCTE, Lisbon, 2013.
  • 25. Can J, Anesth J, Can J. The Science of Opinion: Survey Methods in Research Gregory L. Bryson, MD Peter T. Choi, MD Alexis F. Turgeon 2012; 59:736–742.
  • 26. Ivan PF. Official Statistics—Pressures and Challenges ISI President’s Invited Lecture. International Statistical Review (ISR) 2004; 72 (1):139-155.
  • 27. Bacoup P, Michel C, Habchi, G, & Pralus M. From A Quality Management System (QMS) to a Lean Quality Management System (LQMS). The TQM Journal 2018; 30 (1):20–42.
  • 28. Laureani A, Antony J. Critical Success Factors for the Effective Implementation of Lean Sigma. International Journal of Lean Six Sigma 2012; 3(4): 274–283.
  • 29. Pech M, Drahoš Vaneˇcek D. Methods of Lean Production to Improve Quality in Manufacturing. Quality Innovation Prosperity 2018; 22(2): 1–15.
  • 30. Djapic M, Popovic P, Lukic L. Lean Business Practice as Support to QMS Implementation in According To ISO 9001:2015. 10th International Conference on Advanced Manufacturing Technologies 2019, Bucharest, Romania.
  • 31. Ferreira C, Sá J C, Ferreira LP, Lopes MP, Pereira T, Silva FJG. Lean DMAIC: A Methodology for Implementing the Lean Tools. Procedia Manufacturing 2019; 41:1095–1102.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-954edecc-92b3-47f5-89a8-8d12d62397fc
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