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An Integrated Lean Six Sigma Approach to Modeling and Simulation: A Case Study from Clothing SME

Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
To improve quality, production, and service delivery, clothing industries look toward continuous improvement approaches such as lean manufacturing, Six Sigma, and Lean Six Sigma (LSS). Simulation is one of the effective methods which aim to examine different solution scenarios. This study explores how LSS and simulation can be integrated based on the Sim-Lean approach, using a process improvement effort in clothing small–medium enterprises (SMEs). A structured framework integrating these research methodologies is developed, which might benefit a variety of future clothing process improvement efforts, and could inform quality improvement efforts in other industries. The aim is to allow a successful implementation of the approach in the clothing industry to improve the lead time, the daily output, the average staying times (min) of jobs waiting in queues, and the resource utilization.
Rocznik
Strony
305--311
Opis fizyczny
Bibliogr. 21 poz.
Twórcy
autor
  • Textile Engineering Laboratory (LGTEX), Higher Institute of Technical Studies of ksar hellal (ISET), Monastir University, Tunisia
autor
  • Textile Engineering Laboratory (LGTEX), Higher Institute of Technical Studies of ksar hellal (ISET), Monastir University, Tunisia
  • Textile Engineering Laboratory (LGTEX), National Engineering School of Monastir (ENIM), Monastir University, Tunisia
  • Textile Engineering Laboratory (LGTEX), Higher Institute of Technical Studies of ksar hellal (ISET), Monastir University, Tunisia
Bibliografia
  • [1] Caputo, A. C., Palumbo, M. (2005). Manufacturing re-insourcing in the textile industry: A case study. Industrial Management and Data systems, 105(2), 193–207.
  • [2] Chan, K. C., Hui, P. C., Yeung, K. W., Ng, F. S. (1998). Handing the assembly line balancing problem in the clothing industry using a genetic algorithm. International Journal of Clothing Science and Technology, 10, 21–37.
  • [3] RajaKumar, S., Arunachalan, V. P., Selladurai, V. (2005). Simulation of work flow balancing in assembly shop-floor operations. Journal of Manufacturing Technology Management, 16, 265–281.
  • [4] Smith, B. (2003). Lean and Six Sigma-a One-two Punch. Quality Progress, 36(4), 37–41.
  • [5] Ben Ruben, R., Vinodh, S., Asokan, P. (2017). Implementation of Lean Six Sigma framework with environmental considerations in an Indian automotive component manufacturing firm: A case study. Production Planning & Control, 28(15), 1193–1211.
  • [6] Krueger, D. C., Mellat Parast, M., Adam, S. (2014). Six sigma implementation: A Qualitative Case Study Using Grounded Theory. Production, Planning & Control, 25(10), 873–889.
  • [7] Timans, W., Antony, J., Ahaus, K., van Solingen, R. (2012). Implementation of Lean Six Sigma in small- and medium-sized manufacturing enterprises in the Netherlands. Journal of the Operational Research Society, 63(3), 339–353.
  • [8] Anderson, N. C., Kovach, J. V. (2014). Reducing welding defects in turnaround projects: A Lean Six Sigma Case Study. Quality Engineering, 26(2), 168–181.
  • [9] Kumar, M., Antony, J., Singh, R. K., Tiwari, M. K., Perry, D. (2006). Implementing the Lean Sigma framework in an Indian SME: A Case Study. Production Planning and Control, 17(4), 407–423.
  • [10] Sunder, V., Antony, J. (2015). Six-sigma for improving topbox customer satisfaction score for a banking call centre. Production, Planning and Control, 26(16), 1291–1305.
  • [11] Sunder, M. V. (2016). Rejects reduction in a retail bank using Lean Six Sigma. Production Planning & Control, 27(14), 1131–1142.
  • [12] Garza-Reyes, J. A., Flint, A., Kumar, V., Antony, J., Soriano-Meier, H. A. (2014). A DMAIRC approach to lead time reduction in an aerospace engine assembly process. Journal of Manufacturing Technology Management, 25(1), 27–48.
  • [13] Zhang, M., Wang, W., Goh, T. N., He, Z. (2015). Comprehensive six sigma application: A Case Study Production, Planning & Control, 26(3), 219–234.
  • [14] Garza-Reyes, J. A., Al-Balushi, M., Antony, J., Kumar, V. (2016). A Lean Six Sigma framework for the reduction of ship loading commercial time in the iron ore pelletising industry. Production Planning & Control, 27(13), 1092–1111.
  • [15] Hahn, G. J., Doganaksoy, N., Hoerl, R. (2000). The evolution of six sigma. Quality Engineering, 12(3), 317–326.
  • [16] Ferrin, D. M., Miller, M. J., Muthler, D. (2005). Lean sigma and simulation, so what's the correlation? V2. In Proceedings of the 2005 Winter Simulation Conference, 2005, 5.
  • [17] Huang, Y., Klassen, K. J. (2016). Using six sigma, lean, and simulation to improve the phlebotomy process. Quality Management Journal, 23(2), 6–21.
  • [18] Robinson, S., Radnor, Z. J., Burgess, N., Worthington, C. (2012). SimLean: Utilising simulation in the implementation of lean in healthcare. European Journal of Operational Research, 219(1), 188–197.
  • [19] Feld, W. M. (2001). Lean manufacturing: Tools, techniques, and how to use them. Boca Raton: St. Lucie Press: APICS.
  • [20] Adams, M., Componation, P., Czarnecki, H., Schroer, B. J. (1999). Simulation as a tool for continuous process improvement. In Proceedings of the 1999 Winter Simulation Conference, edited by P. A. Farrington, H. B. Nembhard, D. T. Sturrock, and G. W. Evans, 766–773.
  • [21] OMG. (2011). Business Process Model and Notation (BPMN): OMG available specification, version 2.0 Retrieved 14 June 2016, from www.omg.org/spec/BPMN/2.0
Uwagi
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-eba8c39d-2f3a-48a5-b302-844e33243dfe
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