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1

Implementation of the integrated lean six sigma philosophy in an angolan manufacturing company - a case study

Mkaka Afonso, Burduk Anna

Technologia i Automatyzacja Montażu

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2022

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nr 1

58--66

EN

Today, manufacturing companies strive to find the stability between satisfying their customers by producing in accordance with their expectations (quantity and quality) and keeping leading positions when it comes to competitiveness on their markets. This paper aims to compare two very well-known philosophies in the manufacturing industry: Lean Manufacturing (LM) and Six Sigma (6S). The integration of these two philosophies solves the insufficiency that the absence of one of them causes, considering that Six Sigma is based on statistical tools that focus on measuring and reducing variations in processes and achieving goals set by the customers' requirements. Lean Manufacturing focuses mainly on the value added for a client, for example,by eliminating all kinds of waste from processes what leads to the reduction of time and cost of the process. Lean Six Sigma combines the features of both methods, which means that it meets the client's requirements based on statistical knowledge and the process flow control, but simultaneously in addition to that, it reduces the time and cost of the processes. As a result, it gives manufacturing companies the possibility of having loyal and satisfied customers and who provide companies with new customers. This paper has a greater goal of persuading the Angolan manufacturing industries to implement the Integrated Lean Six Sigma (IL6S) into their production and management processes.

PL

Dziś firmy produkcyjne dążą do znalezienia stabilności pomiędzy satysfakcją swoich klientów poprzez produkcję zgodną z ich oczekiwaniami (ilość i jakość) a utrzymaniem czołowej pozycji, jeśli chodzi o konkurencyjność na swoich rynkach. Niniejszy artykuł ma na celu porównanie dwóch bardzo dobrze znanych filozofii w przemyśle wytwórczym: Lean Manufacturing (LM) i Six Sigma (6S). Integracja tych dwóch filozofii rozwiązuje problem braku jednej z nich, biorąc pod uwagę, że Six Sigma opiera się na narzędziach statystycznych, które koncentrują się na pomiarze i redukcji zmienności procesów oraz osiąganiu celów wyznaczonych przez wymagania klientów. Lean Manufacturing skupia się głównie na wartości dodanej dla klienta, na przykład poprzez eliminację wszelkiego rodzaju marnotrawstwa z procesów, co prowadzi do skrócenia czasu i kosztów procesu. Lean Six Sigma łączy w sobie cechy obu metod, co oznacza, że spełnia wymagania klienta w oparciu o wiedzę statystyczną i kontrolę przebiegu procesów, ale jednocześnie dodatkowo skraca czas i koszt procesów. W efekcie daje to firmom produkcyjnym możliwość posiadania lojalnych i zadowolonych klientów oraz zapewnia firmom nowych klientów. Większym celem tego artykułu jest przekonanie angolskiego przemysłu wytwórczego do wdrożenia zintegrowanej metody Lean Six Sigma (IL6S) w procesach produkcji i zarządzania.

2

Zero Defect Manufacturing Using Digital Numerical Control

Ly Duc Minh, Bilik Peter

Management and Production Engineering Review

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2022

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Vol. 13, No. 3

61--74

EN

This paper proposes the application of the digital numerical control (DNC) technique to connect the smart meter to the inspection system and evaluate the total harmonic distortion (THD) value of power supply voltage in IEEE 519 standard by measuring the system. Experimental design by the Taguchi method is proposed to evaluate the compatibility factors to choose Urethane material as an alternative to SS400 material for roller fabrication at the machining center. Computer vision uses artificial intelligence (AI) technique to identify object iron color in distinguishing black for urethane material and white for SS400 material, color recognition results are evaluated by measuring system, system measurement is locked when the object of identification is white material SS400. Computer vision using AI technology is also used to recognize facial objects and control the layout of machining staff positions according to their respective skills. The results obtained after the study are that the surface scratches in the machining center are reduced from 100% to zero defects and the surface polishing process is eliminated, shortening production lead time, and reducing 2 employees. The total operating cost of the processing line decreased by 5785 USD per year. Minitab 18.0 software uses statistical model analysis, experimental design, and Taguchi technical analysis to evaluate the process and experimentally convert materials for roller production. MATLAB 2022a runs a computer vision model using artificial intelligence (AI) to recognize color objects to classify Urethane and SS400 materials and recognize the faces of people who control employee layout positions according to their respective skills.

3

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

Nedra Abbes, Jun Xu, Nèjib Sejri, Jiajia Duan

Fibres & Textiles in Eastern Europe

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2022

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Vol. 30, no. 2

17--22

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.

4

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

Nedra Abbes, Néjib Sejri, Boubaker Jaouachi, Morched Cheikhrouhou

Autex Research Journal

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2022

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Vol. 22, no. 3

305--311

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.

5

Improvement of warehouse processes by implementation of lean Six Sigma in global supply chain

Kamińska Monika

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2021

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z. 154

81--94

EN

Purpose: Nowadays businesses concentrate on the highest efficiency and lowest waste, that’s why some organizations implement Lean Six Sigma as a complete package of adapted tools. This article evaluates the implementation of the Lean Six Sigma method. Design/methodology/approach: The case study presents an approach and project scheme adjusted by Global Supply Chain Manufacturer. This paper shows the results of the LSS method implementation in the internal and 3rd Party Logistics distribution center. Findings: This warehouse process improvement method uses tools like ECRS for process map, Cause-and-Effect Diagram, 5Why&1How analysis, Spaghetti Diagram, Flow Process Analysis sheet, and Action Plan. Practical implications: This article evaluates three logistics processes in two distribution centers where LSS has been applied: handling process and twice picking process. Results provide enhanced process and saving for owned DC (0,8m€) and lower rates in 3P DC (saving 2m€). Originality/value: Project was so satisfactory for the corporation that it developed global online training. The case company represents a significant source of information to gain understandings of the effects of implementing LSS in warehousing services.

6

An holistic implementation of lean six sigma methodology on maintenance subsystem

Erol S. S., Meran C.

Archives of Materials Science and Engineering

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2015

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Vol. 71, nr 2

73--82

EN

Purpose: One of the main problems relevant with enterprises is to be able to cope with maintenance problems in order to maintain decrease of stoppages, time and economical losses in the production area. In order to acquire an effective and profitable maintenance policy in a production company, there is high demand of methodological strategy to improve the maintenance subsystem. Purpose of this research is to be able to implement the lean six sigma methodology on maintenance subsystem as successfully and supply more effective sustainable maintenance system. Design/methodology/approach: Lean six sigma methodology purpose on eliminating defects and improve the effectiveness of a process. Research methodology is designed according to the purpose and goals of the research which is based on DMAIC tool within the phases those include quality tools relevant with lean six sigma methodology. Findings: According to the research results; it is estimated that by implementing improvements and eliminating root causes, wastes; 50% performance increase is possible in maintenance related effectiveness. Lean philosophy and six sigma methodology has high improvement potential on maintenance processes; also successful with gaining on the eliminating of defects and consequently increasing the economical outputs. Research limitations/implications: This research is limited with the experience and information from real case companies, information from relevant scientific books and theory from scientific databases. Practical implications: Lean six sigma methodology can be applied appropriately for improving the quality of the maintenance system and maintenance activities those will induce maintenance effectiveness as consequently. More effective maintenance system means decrease in the maintenance related cost, decrease in the maintenance related time due to increase in the speed and increase in the maintenance related quality. Originality/value: The originality of this research work base on implementation of advanced quality tools in DMAIC phases on maintenance subsystem and studying the quality of maintenance in multi perspective scale.

7

The combination of the Six Sigma and Design for Six Sigma workflow into an interactive process model for holistic improvement on product and process domain

Berg S.

Organizacja i Zarządzanie : kwartalnik naukowy

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2011

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nr 1

19-35

EN

Six Sigma and Design for Six Sigma (DFSS) are both very successful strategies for the enhancement or the development of new products. Many researchers have studied Six Sigma and DFSS over the years and there is consensus that companies do benefit from applying both methodologies together. A clear understanding of when to use which approach is essential to optimize the potential of both methodologies. In general, the area of focus for projects is either on the process domain or on the product domain. By expanding the improvement scope of both domains, interactions of the Six Sigma and Design for Six Sigma methodology for improvement are possible and lead to enhanced process models for improvement, facilitating a holistic improvement approach. 102 implemented projects from Tenneco Inc.'s global engineering centers have been analyzed and grouped according to this model.

PL

Six Sigma oraz Design for Six Sigma (DFSS) stanowią dwie bardzo skuteczne strategie wspomagania i rozwoju nowych produktów. Wielu badaczy, analizując przez lata Six Sigma oraz DFSS, doszło do wniosku, że przedsiębiorstwa czerpią korzyści ze stosowania obydwu metodologii jednocześnie. Klarowne rozumienie, kiedy należy wykorzystywać, które z tych podejść, jest kluczowe dla uzyskania optymalnego potencjału metod. Obszar projektów stanowią zarówno procesy, jak i produkty. Poprzez rozszerzenie zakresu poprawy obu tych dziedzin, możliwa staje się poprawa interakcji Six Sigma oraz Design fo Six Sigma, co prowadzi do stworzenia lepszych modeli uwzględniających podejście charakteryzujące poprawę w rozumieniu całościowym. Według modelu zaprezentowanego w niniejszym artykule przeanalizowano i pogrupowano 102 projekty wdrożone w globalnych centrach firmy Tenneco Inc.

8

Six Sigma concept as a comprehensive take on quality

Szwarc K., Zaskórski P.

Nowoczesne Systemy Zarządzania

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2011

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T. 6, nr 1

189--204

PL

W artykule przedstawiono zarys koncepcji Six Sigma ze szczególnym uwzględnieniem potrzeby przedefiniowania pojęcia jakości, jako wartości dla klienta oraz producenta na każdym etapie wymiany gospodarczej. Oznacza to, że jakość podlega kompleksowej ocenie w ujęciu EX POST i EX ANTE, której przedmiotem jest zarówno finalny produkt jak i sam proces jego wytworzenia. Zgodnie z koncepcją Six Sigma, ewaluacja jakości możliwa jest w oparciu o starannie pozyskane i przetworzone dane, których analiza jest niezbędna dla poprawy jakości na poziomie przedsiębiorstwa, operacyjnym bądź procesu. Samą metodykę należy postrzegać w dwóch obszarach: celu - 3,4 defektu na milion możliwości - oraz drogi do osiągnięcia perfekcji nazywanej strategią przełomu. Ponadto w artykule zwrócono uwagę na szczególną rolę pracownika, który obok klienta i procesu determinuje powodzenie wdrażania koncepcji Six Sigma w przedsiębiorstwie. Kompleksowe spojrzenie na jakość wymaga zaangażowania na wszystkich poziomach organizacji, czego wyrazem jest specyficzna struktura proponowana przez twórców omawianej metodyki. Dążenie do ideału - będące podstawą zrozumienia koncepcji Six Sigma - przekłada się na próby usprawnienia tej metodyki w niektórych obszarach. Stąd też w artykule zaprezentowano podstawowe założenia koncepcji Lean Six Sigma, będącej próbą połączenia strategii Lean Management oraz Six Sigma.

9

Integrated product and process system with continuous improvement in the auto parts industry

Silva I. B., Batalha G. F., Stipkovik Filho M., Ceccarelli F. Z., Anjos J. B., Fesz M.

Journal of Achievements in Materials and Manufacturing Engineering

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2009

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Vol. 34, nr 2

204-210

EN

Purpose: Quality systems (QS) update must be based on the enterprise organization to assure customer satisfaction, as Deming, Juran and Feigenbaum did in their time, to seek improvement processes to reach high quality performance. This way, the proposal of this paper is the development of quality system integration model of product and process with continuous improvement. Design/methodology/approach: To reach this goal, a Brazilian automotive parts quality system was improved through the Computer Integrated Manufacturing (CIM), Design for Manufacturing and Assembly (DFMA) and Lean Six Sigma (LSS) methodologies. Findings: The paper shows what the problems are during the factory quality system management. The results achieved in the studied company show the performance quality evolution through their indicators. Research limitations/implications: The article presents quality system problems of only one Brazilian plant of an automotive industry. Practical implications: Presented in this article should be a way to look for continuous improvement methods. Originality/value: The paper is supported on the authors’ practical experiences to improve the quality system at a Brazilian plant.

10

Lean Six Sigma

Karaszewski R.

Problemy Jakości

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2006

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R. 38, nr 8

4-9

EN

The author starts with reminding us two concepts of quality management, i.e. Six Sigma and Lean. Then he goes to claim that in practice those two approaches are frequently applied in combination. Therefore he suggests - in line with an earlier concept of M. L. Georg - merging those two solutions to create a uniform concept that he refers to as Lean Six Sigma.