Six Sigma implementation: a qualitative case study using grounded theory

Krueger, Dana C.; Parast, Mahour Mellat; Adams, Stephanie G.

doi:10.1080/09537287.2013.771414

Cited by 64 publications

(46 citation statements)

References 48 publications

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“…Furthermore, empirical evidence (e.g. Zhang et al, 2015; (b) al., 2014; Krueger et al, 2014;Ghosh and Maiti, 2014;Vinodh et al, 2011;Chen and Lyu, 2009;Kumar et al, 2006) suggests that if the systematic approach of DMAIC is also further adapted to drive the improvement of specific projects and address specific problems, its effectiveness is enhanced. In this study, resistance to change was found in terms of that the studied organisation found it difficult to follow a systematic way for solving operational challenges, instead of simply "jumping" into a solution dictated by their common sense and experience.…”

Section: Discussion and Managerial Implicationsmentioning

confidence: 99%

“…Similarly to the works of Zhang et al (2015), Vinodh et al (2014), Krueger et al (2014), Ghosh and Maiti (2014), Vinodh et al (2011), Chen andLyu (2009), Kumar et al (2006), the framework designed in this case followed the traditional DMAIC structure. However, the use of specific activities and tools, and their sequence, were explicitly defined for every DMAIC stage during the development of the framework when following the three design dimensions, see Figure 1.…”

Section: Figure 1 Lss Frameworkmentioning

confidence: 99%

“…In this line, Lean and Six Sigma principles and tools have been widely and successfully adopted by organisations to reduce operational costs (Monden, 1998) and increase value for their customers (Bicheno, 2004) in different industrial sectors that include manufacturing (e.g. Krueger et al, 2014;Vinodh et al, 2011;Jirasukprasert et al, 2014), services (e.g. Sunder and Antony, 2015;Antony et al, 2007;Kumar et al, 2008), logistics (e.g.…”

Section: Introductionmentioning

confidence: 99%

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A Lean Six Sigma framework for the reduction of ship loading commercial time in the iron ore pelletising industry

Garza‐Reyes

Al-Balushi

Antony

et al. 2016

Production Planning & Control

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Evidence suggests that specifically designed frameworks to implement Lean Six Sigma (LSS) projects to tackle particular problems are more effective than "generic" versions. This paper proposes an implementation framework to effectively deploy LSS to improve a key operation and performance indicator, i.e. ship loading commercial time, of one of the largest world producer of iron ore. This article therefore contributes with a refined framework to effectively implement LSS, and documents its successful application and effectiveness within the context of the case organisation. The LSS framework and project contributed in helping the studied organisation to improve both the capability of its ship loading process and commercial time by more than 30 percent, resulting in operational savings in the range of $300,000 USD per year. The systematic nature of the framework proposed also helped the organisation to establish a standardise routine to improve its operations. Managerial implications exposing the challenges faced during the implementation of LSS are also discussed to serve as lessons learnt to be considered in other LSS projects. Managers and engineers in charge of improving operations and processes can benefit from this paper as it can be used as a guide to direct the conduction of LSS projects and the empirical application of its principles and tools.

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Section: Discussion and Managerial Implicationsmentioning

confidence: 99%

Section: Figure 1 Lss Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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A Lean Six Sigma framework for the reduction of ship loading commercial time in the iron ore pelletising industry

Garza‐Reyes

Al-Balushi

Antony

et al. 2016

Production Planning & Control

View full text Add to dashboard Cite

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“…After making more efforts to implement Six Sigma, the sigma level will improve gradually to reach the value of 6. In order to reach this level, several projects of Six Sigma [16] need to be implemented in companies by consuming several days or weeks or even years. In order to constrict the duration of implementing projects, a suitable technique is required to be integrated with Six Sigma to make it a powerful model.…”

Section: Introductionmentioning

confidence: 99%

Six Sigma through Poka-Yoke: a navigation through literature arena

Vinod

Devadasan

Sunil

et al. 2015

Int J Adv Manuf Technol

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From the middle of 1980s, Six Sigma concept emerged in Motorola. Because Six Sigma implementation facilitated the companies to achieve profitability, it was implemented subsequently in many parts of the world. Six Sigma is implemented by majority of the companies situated in the world by applying DMAIC (stands for define, measure, analyse, improve and control) phases. Meanwhile, there have been reports of the failures of implementing Six Sigma programmes presumably due to the failure to consider and apply the appropriate tools and techniques. In this regard, it is to be noticed that Poka-Yoke, which is a tool that can be used to achieve zerodefect manufacturing, has the potential to support the implementation of DMAIC phases of Six Sigma. On deriving this observation, the literature navigation reported in this paper was carried out to understand the essence of Six Sigma and PokaYoke as well as the trend of applying Poka-Yoke in DMAIC phases. In the literature survey conducted to carry out this literature navigation, the researches on applying Poka-Yoke concept in DMAIC phases were studied by referring to the relevant research papers. It has been pointed out that the Poka-Yoke solutions suggested in these research papers were not actually implemented in real-time scenario. Hence, this article ends with a suggestion that future researchers can make efforts to actually implement Poka-Yoke technique in DMAIC phases for achieving the goals of Six Sigma.

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“…However, as indicated by Krueger, Mellat-Parast and Adams (2014), successful implementation of the approach has not been fully investigated, particularly, limited empirical studies can be found which document how lean and DMAIC, or Six Sigma, approach can be integrated (Akbulut-Bailey, Motwani & Smedley, 2012). Chen and Lyu (2009) have also noticed that academic literature still contains few empirical studies of DMAIC approach.…”

Section: Literature Reviewmentioning

confidence: 99%

Integration of value stream map and strategic layout planning into DMAIC approach to improve carpeting process

Nagi

Altarazi

2017

JIEM

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Abstract:Purpose: This paper presents an implementation of the Six Sigma DMAIC approach implementing lean tools and facilities layout techniques to reduce the occurrence of different types of nonconformities in the carpeting process. Such carpeting process can be found in several industries including construction, aviation, and automotive.Design/methodology/approach: The improvement process was built through a sequential implementation of appropriate interconnected tools at each phase of the DMAIC approach.Utilized tools included: Pareto analysis, control charts, Ishikawa chart, 5-Whys, failure mode and effect analysis, process capability ratio, value stream map, and strategic layout planning. Findings:The carpeting process capability, quality of the product, customer satisfaction, and cost of poor quality were significantly improved. Explicitly, the sigma level was improved from 2.297 to 2.886 and the defects per million opportunities was reduced from 21615 to 3905. Originality/value:This paper has demonstrated the coherent implementation of several quality tools, value stream map, and systematic layout planning within the DMAIC approach.

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Six Sigma implementation: a qualitative case study using grounded theory

Cited by 64 publications

References 48 publications

A Lean Six Sigma framework for the reduction of ship loading commercial time in the iron ore pelletising industry

A Lean Six Sigma framework for the reduction of ship loading commercial time in the iron ore pelletising industry

Six Sigma through Poka-Yoke: a navigation through literature arena

Integration of value stream map and strategic layout planning into DMAIC approach to improve carpeting process

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