Beyond Lean and Six Sigma; Cross-collaborative Improvement of Tolerances and Process Variations-A Case Study

Krogstie, Lars; Martinsen, Kristian

doi:10.1016/j.procir.2013.06.041

Cited by 15 publications

(14 citation statements)

References 17 publications

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“…Ahmad et al, 2012Atmaca and Girenes, 2013Cuatrecasas-Arbos et al, 2011Bakri et al, 2012Behrouzi and Wong., 2011Bortolotti et al, 2015Chavez et al, 2015Deif, 2012Dombrowski et al, 2012Dominici and Palumbo, 2012Eroglu and Hofer, 2011Fullerton et al, 2013Gligor et al, 2015Gnogni et al, 2013Hofer et al, 2012Holtskog, 2013 2013 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Johnstone Krogstie and Martinsen, 2013Metternich et al, 2013Al-Tahat and Jalham, 2015Nasab et al, 2012Netland et al, 2015Pamfilie et al, 2012Peter and Lanza, 2011Purvis et al, 2014Rahani and al-Ashraf, 2012Ravet, 2011Schwarz et al, 2011Fagerlind Stahl et al, 2015Turner and Lane, 2013Tyagi et al, 2015Wasim et al, 2013 2011 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 ...…”

Section: Lean Managementmentioning

confidence: 99%

From a Quality Management System (QMS) to a Lean Quality Management System (LQMS)

Bacoup

Michel

Habchi

et al. 2018

TQM

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International audiencePurpose – This article deals with the subject of "Lean Normalization". A comprehensive methodology is proposed which combines the benefits of both ISO standards and Lean Management. The application of this methodology leads manufacturing or service companies to certification without creating more documentation. It guarantees agility and flexibility in the day-today management of the company, and induces lower costs and reduced times. This methodology provides a new way of tackling the implementation of ISO Standards in a company. Design/methodology/approach – This methodology is based on the synergistic combination of both ISO Standards (Quality Management System) and the key concepts of Lean Management. After a short presentation of ISO Standards and Lean Management, the possibility of implementing a synergy between these two different approaches will be discussed. At this point ISO 9001 standard will be focused on. The proposed methodology will be introduced step-by-step. Each step of the model will be formalized using the SADT graphic representation tool. Moreover, each step is associated with a key concept of Lean Management. In order to illustrate the proposed method, an example of implementation will also be presented. Findings – To show the feasibility of this methodology, this article finishes with a summary of the results achieved in a company and draws some interesting conclusions. Companies have the possibility of achieving certification in combination with a Lean Quality Management System: a one-page Quality Manual, only ten records, no major non-conformities and no customer complaints over a two-year period. Research limitations/implications – The methodology may have to be adapted to better suit the needs of companies seeking to implement the latest version of the ISO 9001 standard. Practical implications – This paper presents the deployment of ISO 9001 standard whilst simultaneously respecting key Lean Management concepts. The practical results for enterprises are the implementation of a Lean Quality Management System leading to a certification. Originality/value – Due to its simplicity and the relevance of its steps, the proposed methodology can be applied to companies with a guaranteed success of certification

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Section: Lean Managementmentioning

confidence: 99%

From a Quality Management System (QMS) to a Lean Quality Management System (LQMS)

Bacoup

Michel

Habchi

et al. 2018

TQM

View full text Add to dashboard Cite

show abstract

“…Martinsen (Krogstie and Martinsen 2013) used Six Sigma and Lean Manufacturing to reduce variation and improve performance in manufacturing processes; however, authors found that there is an opportunity for combining both approaches, since they have not been widely explored yet. Also, discussed the use of Radio Frequency Identification (RFID) and Lean Manufacturing to improve efficiency and effectiveness in the Supply Chain Management.…”

Section: Solutionmentioning

confidence: 99%

Lean Manufacturing in the Developing World

Alcaráz¹,

Maldonado-Macías²,

Cortés-Robles³

2014

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“…In the recent past, many research studies like Dem et al (2012), Krogstie and Martinsen (2013) have observed that the implementation of LPD principles brings down the time-to-market. It will help the organizations to delivery new product with less time and superior quality.…”

Section: Defectsmentioning

confidence: 99%

Validity and reliability of lean product development frameworks in Indian manufacturing industry

Jasti

Kodali

2014

Measuring Business Excellence

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. SummaryPurpose -The purpose of the article is to identify suitable existing lean product development (LPD) framework that is useful to implement in Indian manufacturing industry. The number of successful products is one of the most deciding factors in any organization revenue. Lean principles can be applied across product development processes to eliminate waste activities. Thus, to fulfill the objective, the present study has performed validity and reliability analysis on the existing LPD frameworks with the help of empirical data collected from Indian manufacturing sector through a survey questionnaire methodology. Design/methodology/approach -The empirical data was collected from 180 manufacturing organizations from Indian manufacturing sector. The study has gathered the empirical data from respondents from top and middle level personnel. Factor analysis was conducted on the collected empirical data to find the unidimensionality of the each framework. Reliability of each individual framework was determined through Cronbach's alpha value. Finally, the frequency distribution analysis was performed to find familiar constructs in the selected frameworks sorted on the basis of validity and reliability analysis. Findings -The present study found that only eight LPD frameworks have displayed unidimensionality with respect to the construct, i.e. the LPD it measures. The study also found that those eight frameworks have displayed a high level of reliability. Further, the study tried to find the most familiar constructs from the selected eight frameworks by applying frequency distribution analysis. The frequency distribution analysis has identified that most of the constructs have showed a high value in terms of mode and mean. The study also concluded that there is a need to develop a new LPD framework, which is suitable to fulfill the requirements of Indian manufacturing industry, as well as global manufacturing industry. Research limitations/implications -The study collected empirical data from 180 organizations and all of the respondents were restricted from Indian manufacturing industry. Hence, the study believes that there is a chance some more amplification before being generalizes ov...

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Beyond Lean and Six Sigma; Cross-collaborative Improvement of Tolerances and Process Variations-A Case Study

Cited by 15 publications

References 17 publications

From a Quality Management System (QMS) to a Lean Quality Management System (LQMS)

From a Quality Management System (QMS) to a Lean Quality Management System (LQMS)

Lean Manufacturing in the Developing World

Validity and reliability of lean product development frameworks in Indian manufacturing industry

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