The implementation of a Lean Six Sigma framework to enhance operational performance in an MRO facility

J Hill,A J Thomas,R K Mason-Jones,S El-Kateb

doi:10.1080/21693277.2017.1417179

J Hill, A J Thomas + Show 2 more

Open Access

https://doi.org/10.1080/21693277.2017.1417179

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Abstract

Lean Six Sigma (LSS) has rapidly established itself as the key business process improvement strategy of choice for many companies. The LSS approach provides significant benefits to companies through its dual focus on reducing waste and increasing value whilst resolving Critical to Quality (CTQ) issues that affect consistency and repeatability in a product and process. The implementation of LSS is finding wider application in many different environments. Through a case study approach, this paper describes the novel implementation of an integrated LSS framework and outlines how it was used to identify the factors that affect supply chain performance in an aerospace Maintenance Repair and Overhaul (MRO) facility. The study outlines the application and measures the effectiveness of the integrated LSS framework through its ability to achieve new and enhanced performance through simultaneously reducing late material calls and reducing and stabilizing Order To Receipt (OTR) times.

Highlights

Both Lean and Six Sigma have gained acceptance as industry recognised business improvement methods and their popularity has grown significantly (Nonthaleerak & Hendry, 2006; Schroeder et al, 2008)
By placing emphasis on customer requirements and, on the issues that affect customer satisfaction, Six Sigma eliminates potential performance issues before they occur by focusing on process variables that are Critical to Quality (CTQ), (Snee, 2004)
In the development of an integrated Lean Six Sigma (LSS) framework, the focus is on ensuring the simultaneous development of both the Lean and Six Sigma phases with the aim that the company simultaneously tackles both the ‘waste reduction’ element and, the Critical to Quality element of the business

Summary

Introduction

Both Lean and Six Sigma have gained acceptance as industry recognised business improvement methods and their popularity has grown significantly (Nonthaleerak & Hendry, 2006; Schroeder et al, 2008). The Six Sigma approach is aimed at achieving sustained customer satisfaction through its continual focus on customer needs (Seth & Rastogi, 2004). By placing emphasis on customer requirements and, on the issues that affect customer satisfaction, Six Sigma eliminates potential performance issues before they occur by focusing on process variables that are Critical to Quality (CTQ), (Snee, 2004). The Define, Measure, Analyse, Improve and Control (DMAIC) cycle inherent within Six Sigma describes the basic logic of a data-centric process improvement approach (Gijo, 2011; Harry & Schroeder, 2006; Pande, Neuman, & Cavanagh, 2014). Completion of each DMAIC cycle will realise project goals, improve performance, and sustain quality (Gijo, Scaria, & Antony, 2010). Lean on the other hand is a value focused, waste reduction strategy, which aims to eliminate non-value-added activities and other forms of waste from a process

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