Combining Lean and Six Sigma in the context of Systems Engineering design

Abstract

Purpose – The purpose of this paper is to present a combined framework for system design using Six Sigma and Lean concepts. Systems Engineering has evolved independently and there are numerous tools and techniques available to address issues that may arise in the design of systems. In the context of systems design, the application of Six Sigma and Lean concepts results in a flexible and adaptable framework. A combined framework is presented here that allows better visualization of the system-level components and their interactions at parametric level, and it also illuminates gaps that make way for continuous improvement. The Deming’s Plan-Do-Check-Act is the basis of this framework. Three case studies are presented to evaluate the application of this framework in the context of Systems Engineering design. The paper concludes with a summary of advantages of using a combined framework, its limitations and scope for future work. Design/methodology/approach – Six Sigma, Lean and Systems Engineering approaches combined into a framework for collaborative product development. Findings – The present framework is not rigid and does not attempt to force fit any tools or concepts. The framework is generic and allows flexibility through a plug and play type of implementation. This is important, as engineering change needs vary constantly to meet consumer demands. Therefore, it is important to engrain flexibility in the development of a foundational framework for design-encapsulating improvements and innovation. From a sustainability perspective, it is important to develop techniques that drive rationality in the decisions, especially during tradeoffs and conflicts. Research limitations/implications – Scalability of the approach for large systems where complex interactions exist. Besides, the application of negotiation techniques for more than three persons poses a challenge from a mathematical context. Future research should address these in the context of systems design using Six Sigma and Lean techniques. Practical implications – This paper provides a flexible framework for combining the three techniques based on Six Sigma, Lean and Systems Engineering. Social implications – This paper will influence the construction of agent-based systems, particularly the ones using the Habermas’s theory of social action as the basis for product development. Originality/value – This paper has not been published in any other journal or conference.

Contextual effects on the LSS implementation in networked service environments

“…The PDCA-cored LSS framework Different from the proponents of DMAIC-cored LSS implementation frameworks, some scholars propose to use lean tools as the core structure of LSS implementation frameworks (George, 2003;Sreeram and Thondiyath, 2015;Chakravorty and Hales, 2017). Industrial practices show that some companies instead prefer to use non-structured lean tools such as VSM as the core structure.…”

“…PDCA has the beauty of simplicity and the power of adaptability, while A3 is effective in facilitating experiential learning (Chakravorty and Hales, 2017), and thinking and leadership development (Shook, 2008). Sreeram and Thondiyath (2015) developed a PDCA-cored LSS framework based on their analysis of three process improvement methodologies: lean, Six Sigma and systems engineering. They concluded that PDCA is the ideal structure for LSS implementation, because of its "flexibility and simplicity […] (such that) any concept/tool from lean, Six Sigma, and Systems Engineering could readily be integrated into this framework (p. 298)".…”

Analysis of research trends and constructs in context to lean six sigma frameworks

“…This trend indicates that the level of progress in the LSS domain is very high. Their framework was a revised form of an earlier framework but does not cover the factors related to LSS strategies and toolset required at each phase which reduces its capability 20 Carvalho et al (2014) Their framework was built under five theoretical constructs but fails to explain the role of management, internal and external customer within the execution of LSS 21 Sreeram and Thondiyath (2015) Their framework describes a unique combination of lean and six sigma into a system, but does not shed any light on usage of IT and organisational based factors. It also lacks in presenting the importance of training and education 22 Garza- Reyes (2015) Their framework was built by combining lean with green and later merging into six sigma.…”

“…5.1.8 Organisational performance. This construct in the existing LSS frameworks is commonly observed, please refer (Al-Aomar, 2012;Chakraborty and Leyer, 2013;Sreeram and Thondiyath, 2015). These scholars link organisational performance with financial and operating performances.…”

“…The framework also concludes environmental stability as an important strategic imperative. Sreeram and Thondiyath (2015) presented an integrated framework by merging lean and six sigma. Deming's Plan-Do-Check-Act approach is the foundation of framework.…”