Six Sigma implementation to minimise weight variation for Baby Lido Diaper manufacturing company

Mandahawi, Nabeel; Obeidat, Suleiman

doi:10.1504/ijssca.2012.053472

Cited by 7 publications

(10 citation statements)

References 9 publications

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“…LSS is a manufacturing strategy, which brings the process into control; eliminates waste hence enhancing the bottom-line results of any organization (Snee 2010 ). According to Mandahawi et al ( 2012 ), both Lean and Six Sigma are mutually compatible and the DMAIC approach becomes the core framework for process improvement and lean tools are embedded in each phase. But in today’s dynamic market low cost and quality are merely order qualifiers while product variety; customization and shorter lead-time have become order-winning criteria.…”

Section: Literature Reviewmentioning

confidence: 99%

Development of a model of critical failure factors for integrated LSS–AM practices in Indian manufacturing industries: a fuzzy TISM approach

Mundra

Mishra

2023

Int J Syst Assur Eng Manag

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The purpose of the present study is to identify the critical failure factors (CFFs) for implementing integrated practices of lean six sigma (LSS) and agile manufacturing (AM) in Indian manufacturing industries and develop a framework that prioritizes the CFFs. Total nine CFFs were identified through a vast review of research articles. A framework of CFFs was developed by the fuzzy-total interpretive structural modeling (TISM) approach with the help of academia and industry experts’ opinions. Fuzzy-MICMAC (Matrice d'Impacts Croisés Multiplication Appliqués à un Classement) analysis was performed to categorise CFFs into four clusters. The findings of the present study suggest that there are nine CFFs to LSS–AM implementation in Indian manufacturing industries. From the fuzzy-TISM model it is revealed that top management commitment and organisational culture change CFFs are major roadblocks to LSS–AM implementation strategy in any organization. Further, this research helps LSS–AM decision-makers and practitioners to prioritize CFFs based on their driving and dependence. Accordingly, they can make strategies to mitigate these CFFs and create a smooth pathway for the LSS–AM implementation process. This in turn can enhance the performance of the organization. This study is one of the pioneer studies of the integration of LSS–AM CFFs, which analyzed the contextual relationship among the CFFs through fuzzy-TISM.

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Section: Literature Reviewmentioning

confidence: 99%

Development of a model of critical failure factors for integrated LSS–AM practices in Indian manufacturing industries: a fuzzy TISM approach

Mundra

Mishra

2023

Int J Syst Assur Eng Manag

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“…Singh and Khanduja (2012) employed Six Sigma in foundry operation and reduced the scrap for a two-wheeler’s piston castings by 15.02 percent. Mandahawi and Obeidat (2012) applied Six Sigma to minimize weight variation for Baby Lido Diaper manufacturing company and they decreased DMPO from 292,157 to 88,152 and improved the sigma level from 2.05 to 2.85. Hussain et al (2014) incorporated Sigma approach for reducing defects in textile weaving and improved sigma level from 2.2 to 3 and gained $26,000 profit per month.…”

Section: Classification Frameworkmentioning

confidence: 99%

Critical review and analysis of measuring the success of Six Sigma implementation in manufacturing sector

Patel

Desai²

2018

IJQRM

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Purpose The purpose of this paper is to capture the status of implementation of Six Sigma in various manufacturing industries and also examine the success of the Six Sigma by using different performance indicators. Design/methodology/approach The methodology of critical review involves the selection and classification of 112 research articles on the implementation of Six Sigma in different manufacturing industries. The selected articles are categorized by the following: articles distribution based on the year of publication, publication database, various journals, contribution of authors, continent, scale of industry, implemented approaches, focused industry, tools and techniques used in phases of Six Sigma methodology, and performance indicators used in Six Sigma implementation. Then after, future scopes of research opportunities are derived based on significant findings. Findings The literature revealed that: Very few work was undertaken on the implementation of Six Sigma in various manufacturing industries like ceramic, paper, gems and jewelry, cement, furniture, stone, fertilizer, forging, paper and surface treatment industries. Most of the researchers have considered very few performance indicators to identify the improvement after Six Sigma implementation. But, there is no clue regarding overall improvement in different perspectives after the implementation of Six Sigma. The financial indicators, personnel indicators, process indicators and customer indicators are useful to measure the overall improvement after the implementation of Six Sigma in the manufacturing sector. Research limitations/implications The study was carried out on the implementation of Six Sigma methodology in various manufacturing industries, and various performance indicators were identified while implementing the Six Sigma methodology. Case studies pertaining to service industries were not covered here. Originality/value Very little research has been carried out to measure the overall success of implementing Six Sigma methodology in manufacturing industries. This paper will provide value to students, researchers and practitioners of Six Sigma by providing insight into the implementation of Six Sigma in manufacturing industries.

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“…The study proved that the DMAIC approach can be implemented without the expensive Six Sigma belt-based training. Mandahawi and Obeidat (2012) implemented a customized DMAIC approach to the production process of baby diapers and found that the significant variation causes were the fluff, sap and pulp excess. After the improvement phase, the defects per million opportunities (DPMO) were reduced from 292157 to 88152.…”

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 to minimise weight variation for Baby Lido Diaper manufacturing company

Cited by 7 publications

References 9 publications

Development of a model of critical failure factors for integrated LSS–AM practices in Indian manufacturing industries: a fuzzy TISM approach

Development of a model of critical failure factors for integrated LSS–AM practices in Indian manufacturing industries: a fuzzy TISM approach

Critical review and analysis of measuring the success of Six Sigma implementation in manufacturing sector

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

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