Comparisons of Six Sigma, Lean, and Human Performance Technology/Performance Improvement

Chow, Ann T.; Moseley, James L.

doi:10.1002/pfi.21677

Cited by 8 publications

(5 citation statements)

References 17 publications

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“…As seen in the second table of the poster, when we compare different design and project frameworks as Kumar (2012), Prince 2 (Masciadra, 2017), PMBOK (2015), Agile (Gunasekaran, 2001), Design for Six Sigma (Chow & Moseley, 2017), Six Sigma, PDCA (Langley et al, 2009), Kaizen (Naumann, 1995), Double Diamond and Service Design, we realize that most tools and frameworks focus on describing the actual state of things and proposing a desired state but do not give special attention to problems that arise in the execution stage.…”

Section: Resultsmentioning

confidence: 99%

Analysis of Available Design Implementation Methods. A Study About Scarcity of Implementation Methods

Martins

2017

The Design Journal

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Section: Resultsmentioning

confidence: 99%

Analysis of Available Design Implementation Methods. A Study About Scarcity of Implementation Methods

Martins

2017

The Design Journal

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“…According to Vest and Gamm (2009), Chow and Moseley (2017), the success factors of the project are presented by the connection of SS projects to the company's business objectives, further, connection with key performance indicators, and quality costs. They also consider critical to the successthe involvement of top management with sufficient influence, the security of resources, access to reliable data, completion of the project within a set time limit, use of statistical tools and information technology, and human resources.…”

Section: Literature Reviewmentioning

confidence: 99%

The Impact of Continuous Improvement Concepts on the Performance of Furniture Production Processes

Simanová¹,

Sujová²

2022

CEBR

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Most small and medium-sized enterprises in the furniture industry use simple partial approaches to improve or manage production processes. The article aims to present research results focused on continuous process improvement through the implementation of Six Sigma (SS) and Lean Six Sigma (LSS) concepts in furniture production. Their impact on the performance via the level of the ROE (Return on Equity) indicator was evaluated using statistical methods of Chi-square test and Cramer's contingency coefficient. The results of the research showed that furniture enterprises that had implemented selected methods of quality management reached a medium level of ROE values. The absence of a more comprehensive approach to managing the performance of processes was the impulse for a model creation based on the interconnection of SS and LSS concepts. The model should a practical use of appropriate methodologies and procedures in the management of furniture production processes, as well as in their optimisation. A thorough analysis of nonconforming products performed in furniture manufacturing processes transformed into SS and LSS metrics and the implementation of the model in the enterprise led to reduced process waste by reducing the number of non-conforming products, reducing the cost of such products, and increasing the capability of critical processes. Implications for Central European audience:The combination of theoretical knowledge in performance management and quality of production processes and practical knowledge from the real implementation of methods and tools for continuous improvement of production process capability in the company proved to be a good basis for creating a model within SS and LSS. These facts have contributed to the development of scientific knowledge. The presented application of methods and tools within SS and LSS will provide instructions for the use of new management methods. The specific outputs of the research work improve defining problems, measuring process parameters, analysis of measured data, improving furniture production processes.

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“…Project success is determined by such factors as the connection of Six Sigma projects to the business goals of the enterprise, key performance indicators, quality costs, involvement of senior management with sufficient influence, security of resources, access to reliable data, project completion within a specified time limit, use of statistical tools and information technology, human resources. According to Kwak and Anbari (2006), Vest and Gamm (2009), and Chow and Moseley (2017), these factors are local, may not apply to all companies and their implementation without adaptation to the environment may be another factor in failure. Similarly, Antony et al (2007) and Raman et al (2017) mainly mention the economic benefits for companies derived from the Six Sigma implementation.…”

Section: Engineering Management In Production and Servicesmentioning

confidence: 99%

Improvement of production process capability — a case study of two furniture companies

Sujová

Simanová

2021

Engineering Management in Production and Services

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The article aims to assess the improvement of the process capability by implementing the Six Sigma methodology in furniture enterprises with different levels of the quality management system (QMS) and ownership. The implementation of the Six Sigma methodology according to the DMAIC steps, also analysis, evaluation, and comparison of the implementation results were performed to improve the process performance. The implementation of the Six Sigma methodology was carried out in an international enterprise with foreign capital and a certified Quality Management System (QMS) and in a domestic enterprise with purely domestic capital without an established Quality Management System. The implementation results confirmed the positive development in the key indicators of critical processes, namely, in the reduction of DPMO, the increase of efficiency and the level of Sigma Process, and the values of process capability indices. The positive effects were more pronounced in the international enterprise compared to the domestic. The application of the Six Sigma methodology brings better results in manufacturing companies with international management skills and implemented certified QMS. These two aspects can be key success factors by managing and improving process capability. The practical contribution of the paper can be seen in the proposal of suitable methods and tools by implementing Six Sigma conception in furniture manufacturing regardless of the ownership or level of quality management systems.

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Comparisons of Six Sigma, Lean, and Human Performance Technology/Performance Improvement

Cited by 8 publications

References 17 publications

Analysis of Available Design Implementation Methods. A Study About Scarcity of Implementation Methods

Analysis of Available Design Implementation Methods. A Study About Scarcity of Implementation Methods

The Impact of Continuous Improvement Concepts on the Performance of Furniture Production Processes

Improvement of production process capability — a case study of two furniture companies

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