DMAIC Methodology Research Articles

Six Sigma Sebagai Strategi Bisnis Dalam Upaya Peningkatan Kualitas Produk

A company should have the right strategy to survive and compete with local and international competitors. One strategy to improving product quality is six sigma. This study aim to figure out how the strategy improving product quality using six sigma. Gathering data through observation, documentation and interview. Analyzing data through DMAIC methodology (Define, Measure, Analyze, fImprove, Control). In this study known that the3object ofacompany is uncompetitive because the result is at level of 2,7 with DPMO value is 106.416,66. It means that while in production process, there are many products that are not suitable with what consumer want . there are some suggestions to fix it and to control it by result control, action control, personel control and culture control.

DMAIC Methodology for Productivity Improvement of Preventive Maintenance in Oil and Gas Company

DMAIC Methodology for Productivity Improvement of Preventive Maintenance in Oil and Gas Company

Implementation of DMAIC Methodology of Six Sigma in Vocational Education and Training for Quality Improvement

DMAIC methodology of Six Sigma is a quality improvement and problem solving technique for an organisation. Majorly manufacturing and production industries implement this technique for betterment of the process. The study in this paper is based on implementing DMAIC technique of Six Sigma in vocational education and training for improving the quality of vocational education while considering the student’s perspective. Variety of quality control tools are used in this study to identify the factors affecting the quality education and to solve the issues for the same. During study some key factors like unsatisfactory internship during industrial semester, less time devoted to the practical and lack of interpersonal skills among students are identified. The solutions for the same are found out in a systematic way by using quality control tools (Pareto chart, check sheets, Fish bone diagram). After implementing these solutions for respective issues the Sigma level increased so the overall percentage of satisfied students also increased by 20% for three vital variables. Though still there is a scope of improvement in the mentioned issues but this study will help academician to understand the quality concept in vocational educational and training.

Reducción de tiempos muertos en operación de corte de agujeros de ventilación, en estampado de rines de acero

A company’s productivity improvement is multi-causal, one of the causes being the reduction of time. That is why this article presents the methodology that a transnational automotive company performs to reduce downtime in the ventilation hole cutting operation, since it is a critical process that directly affects the productivity of the company. This project was carried out with the DMAIC methodology, in which the diagnosis is made through Ishikawa and Pareto, continuing the analysis of time. As part of the analysis of downtimes, the most frequent failures are included, as well as preventive maintenance and specifically tooling. Information is presented regarding the areas of opportunity, implementation of improvement strategies delimited by the design of an awl. Finally, it shows the reduction of time in the change of tooling, through the implementation of the improvements.

828: Optimizing post-cesarean opioid prescription practices: a quality improvement initiative

Optimal prescriptions practices of opioids in the post-cesarean period remain controversial. The primary aim of this initiative was to minimize unused prescription narcotic medication, with a goal of ≤ 4 leftover pills of 5mg oxycodone at postoperative day (POD) 14 without affecting pain or satisfaction measures. A prospective longitudinal quality improvement (QI) initiative starting in 2017 utilizing the DMAIC methodology. The measurement phase consisted of validated surveys administered via email or backup phone calls over 3 months, along with chart review to determine current institutional prescription practices and predictors of outpatient opioid use. Resulting recommendations were adopted, and 1 year later, all patients undergoing cesarean were surveyed for 3 months to determine the effectiveness of the intervention. The study was approved by the Department’s QI Committee. The response rate was 48%, with 50 of 101 patients completing surveys pre-intervention and 52 of 111 post-intervention. Pre-intervention, surplus medication was predicted (p< 0.05) only by the quantity of the opioid prescription. In addition, patients who required ≤ 37.5 morphine milligram equivalents (MME) during the inpatient postoperative stay did not require outpatient narcotic prescriptions. Thereafter, a strategy of matching inpatient use to outpatient prescription 1:1 in a linear regression model (p< 0.001, R2 0.55) optimally matched patient needs up to 200 MME. In the post-intervention survey (Table 1), mean (SD) prescription decreased from 17.6 (13.7) MME to 8.4 (8.3) MME (p< 0.01); 39% compared to 16% of women were discharged without a prescription (p< 0.01); and amongst all patients 82.7% compared to 59.6% (p< 0.01) had ≤ 4 pills remaining without differences in patient satisfaction or pain perception (Table 2). This initiative highlights a practical approach to QI utilizing industry techniques in healthcare. This approach resulted in significant reductions in over-prescription and unused medication; without impacting pain or satisfaction scores.View Large Image Figure ViewerDownload Hi-res image Download (PPT)

Aplicación de las tres primeras etapas de la metodología DMAIC para identificar la causa principal de la merma en el proceso de producción de las tortillas de harina de trigo

La merma se define como la reducción de un producto que ocurre durante un proceso de producción, debido a los niveles de temperatura, humedad, niveles de agua, maquinaria, operadores, materia prima y otros factores. Basándonos en que la mayoría de las empresas producen merma, lo que les hace perder dinero y reducir su productividad, el propósito de este estudio es localizar la causa fundamental por la que se produce una cantidad significativa de merma, durante el proceso de producción de las tortillas de harina de trigo, realizando un diseño completamente al azar. Para ubicar la causa fundamental, aplicamos los primeros tres pasos de una metodología DMAIC, cuyo objetivo es que un proceso/situación mejore constantemente. En primer lugar, se definió el proceso de las tortillas de harina de trigo y las posibles causas del nivel de merma. Para esta etapa, se escogió las libras de harina utilizadas y la temperatura ambiente como los factores de interés para nuestro estudio. Seguidamente, se utilizaron la balanza y el termómetro para recolectar los datos de los factores previamente descritos en el paso anterior. Y, por último, se realizó un análisis para determinar si los factores que se eligieron durante el paso anterior tienen alguna relación sobre los niveles de merma de las tortillas de harina de trigo. Concluido este estudio, se pudo determinar a través de los resultados, que uno de los factores de interés que definimos sí tienen una relación con la merma en la producción de tortillas de harina. La relación encontrada fue que a medida que aumentaron las libras de harinas utilizadas, aumentó la merma de producción, pero no encontramos ninguna relación significativa entre la temperatura y merma producida.

Implementation of Lean Six Sigma in public Road Transportation

This paper presents the defect identification, defect reduction and continuous improvement in public road transportation by using lean six sigma methodologies. Lean methodologies will reduce the waste i.e. unnecessary efforts or tasks. The main aim of lean is to improve productivity i.e. to increase profit to the organization. The six sigma methodologies are centered towards the elimination of variations i.e. reduction of defects. The main objective of six sigma is 3.4 defects per million opportunities, whichlead to fulfilling the customer requirements. The six sigma tools arearithmeticaland statistical based. The lean mainly focused on the flow and the six sigma mainly focused on the problem. By combining, these two methodologies and implementing in public road transportation will leads to increase the profit of the organization and customer satisfaction. The results achieved by using DMAIC methodology and lean tools.

Defect Analysis and Implementation of DMAIC Methodology for Defect Reduction in Tyre Manufacturing

Defect Analysis and Implementation of DMAIC Methodology for Defect Reduction in Tyre Manufacturing

CATEGORIZATION OF LEAN SIX SIGMA TOOLS AND TECHNIQUES BASED ON DMAIC FRAMEWORK

Lean Six Sigma is like twins to continuous improvement project which can be managed by using DMAIC methodology. DMAIC methodologies consist of several tools and techniques, and these tools differ for different industries. Thus, this study seeks to explore and compare the experiences of various organizations from various industries undertaking DMAIC activities within their organization in order to sustain the performance and maximize their value. This paper provides an overview of each tool and techniques used in DMAIC stage.

Evaluación de los factores de riesgo ergonómico en puestos de trabajo

The present research is intended to evaluate the level of risk of ergonomic factors in workstations through the use of software and analysis methods to adopt preventive measures that mitigate risk in the workers and comply with current applicable regulations. To carry out such research, the project was relied on the DMAIC methodology, starting with a diagnosis at workstations to identify possible present risk factors and collecting the necessary information to simulate the activities through Digital Human Modeling in CATIA® V5 (student version) with the RULA method or in the OCRA CheckList online software of Ergonautas1. Finally, the results obtained showed the evidence of the level of risk in each workstation, identifying possible areas of opportunity. As soon as the areas of opportunity were identified, these contributed to set up the possible improvements that gave guidelines to establish prevention and redesign measures, that could mitigate the inherent risk exposed to workers in stations, allowing ergonomically to adjust the area and the activities to the worker and in turn, aligning manufacturing practices to current legislation.

Quality improvement: reduction of defective parts in the stamping department of an automotive company

Complying with the quality that customers require is an essential part of an organization, whether they are internal or external customers. This investigation was carried out in the Stamping and Body Departments of an assembled car company, these have performance indicators that impact both, one of them is Body Bining to Stamping, which represent the incidents in R / 1000 of defective parts released by Stamping found in Bodywork. During the analysis of the report, an increase in the indicator from 30.43 R/1000 to 44.14 R/1000 was noted, limiting the flow of parts of the manufacturing process, influencing productivity and the use of resources to repair parts with defects. Therefore, the objective is to reduce the number of defective parts of the Body Bining to Stamping indicator to increase the quality of the parts in the department studied. The procedure to be followed was DMAIC methodology, using the following activities: define the project to be attended, measure the process, analyze the causes of origin, improve the process, control the improved process and document the problem-solving process. The results that obtained show a decrease in the amount of defective parts of DPMO sending to the internal customer in approximately 65%. The goal of the Closures indicator was to send 28 R/1000 monthly incidents and managed to send 15.39 R/1000.

Implementation of Six Sigma to Minimize Defects in Sewing Section of Apparel Industry in Bangladesh

The garments industries which are traditionally operated are facing lots of problems such as low productivity, poor line balancing, high rejection, high defects, unable to achieve lead time. So defects minimization is the first condition of reducing cost and increasing productivity. The work aims to minimize the defect percentage by using DMAIC approach of Six Sigma methodology. The study is carried out in Ananta Apparels Ltd. by using DMAIC methodology of six sigma to minimize the defect rate in sewing section. Five phases of the DMAIC methodology named Define, Measure, Analyze, Improveand Control which indicates some critical defects such as stain, skip stitch, broken stitch, and slip out in the sewing section of Ananta Apparels Ltd. We applied various types of six sigma tools in different phases. The outcome of this study is very significant to implement in the sewing section of the apparel industry.

Lean Six Sigma for Quality and Performance Improvement of POH Process of Wagon Wheel CTRB

Due to high competition in present world, every end user of a product demand their products to be delivered to them on time with good quality. Hence it is an objective of every industry to satisfy their customer requirements. In the long run, this can be achieved by continuous and constant process improvements. Lean Six Sigma is an overall quality improvement approach combining and capitalizing the strengths of Six Sigma and Lean Management improvement programs. In CTRB periodic overhaul, several process steps and workplaces are required for the job, the movement of inventory between the workplaces can be very time consuming unless it is suitably planned. The major areas that need great attention in this system are WIP (work in process), Takt time and process variability. In this study, focus is on the application of lean tools and techniques with their principles coupled with six sigma DMAIC methodology. The objective of this study is to identify the best possible tools and techniques to tackle premature failure of CTRBs whilst in service due to early presence of defects which are closely associated to the POH process. It also discusses the methodology generally adopted, tools and techniques used and benefits obtained. By mapping current state of the POH process and takt time, future state improvement can be done in order to reduce cycle time using Lean tools such as Poke-Yoke, Jidoka, 5S, SMED

Development of a Competitiveness Improvement Framework for Forensic Science Laboratories

This study presents a methodology used in developing the competitiveness improvement framework (CIF) for laboratories, in particular, Forensic Science Laboratories (FSLs). The cyclic nature of FSL processes allowed data collection for the purpose of identification of factors affecting FSL performance (cause factors). Flow charts were used to represent mathematical formulations for cause factor measurements and quantification of the baseline data on turnaround time (TAT), backlogs for case files (Bg), turnaround time in the supply chain (Tsc), and employee absenteeism (Ab). By quantifying the cause factors in addition to academic development coefficient (Ad) and complex longevity (Lc) for FSL employees, it was possible to establish the organizational design features requiring improvements. The relevance of cause factors to FSL stakeholders and means of improvement and sustainability were established. A detailed road map towards CIF was presented using D-MAIC methodology. The rated cause factors based on challenges in the FSL business environment were subjected to Pareto analysis to prioritize the challenges in order to improve FSLs’ competitiveness. The interrelationship between the three dimensions of competitiveness improvement (process, performance and planning) was presented in terms of the affected six cause factors. Also, the potential lean practices for improving competitiveness of FSL based on measured cause factors have been presented. This paper introduced methods and measures for improving operational competitiveness of laboratories. The CIF was finally presented in a form of a series of three flow charts summarizing all steps implemented in its development with inputs and cause factors involved.

Reduction in Call handling Time in Transportation service industry using Lean Six Sigma DMAIC methodology

The paper reviews the use of DMAIC six sigma methodology in a selected transportation cab service industry to improve customer satisfaction levels. The DMAIC comprises of five phases define, measure, analyse, improve and control. Various tools were used in the five phases starting with the voice of customer (VOC) matrix and project charter. Cause and effect diagram was used to find out the potential factors behind the high waiting time. Brainstorming sessions were also conducted to get a better sense of the high call handling time and suggestions were put forth to improve them. SMED analysis was also done to gauge the different changeover elements in the company. The average queue length for the 1st shift came down to 3.6 from 4.433 resulting in an estimated annual profit of $29250 annually.

Reduction in call handling time in transportation service industry using lean Six Sigma DMAIC methodology

Reduction in call handling time in transportation service industry using lean Six Sigma DMAIC methodology

Application of Six Sigma DMAIC Methodology to Reduce Medication Errors in a Major Trauma Care Centre in India

Application of Six Sigma DMAIC Methodology to Reduce Medication Errors in a Major Trauma Care Centre in India

DMAIC Approach for Road Wellbeing: A Case Study

The objective of this paper is to implement the DMAIC methodology for finding out the reason for the traffic jam in the NH-24 connecting Delhi, Ghaziabad and Noida and finding out the solution for reducing them. For this survey, we have collected the data of a fixed route for 14 days and implemented various statistical methods for analyzing it. The study, focused on various junctions because these are the points, which are more prone to congestion. It aimed at finding out the critical junction and suggest improvement in them. As the number of vehicles is on the rise, it is the need of the hour to solve this problem

The concept of DMAIC methodology application for diagnostics of potential incompatibilities in aeronautical data request process

1. Annex 4 to the Convention on International Civil Aviation, Aeronautical Charts. 2009. Google Scholar

Proposta de melhoria para aumento de produtividade em um centro de usinagem

Originally, the machining centers emerge as a true milestone in the history of mechanical metal, reducing a work that, manually, would take hours to months, running the risk of, at the end of the process, not having the facet of the cutting according to specified patterns and thus, not fitting the purpose it was designed and molded for. In this sense, the new concept of the use of machining techniques is more precise, with minimal chances of errors, but as in the craft production, the errors exist and can be even more aggravating leading to immeasurable losses of production. As with any specific machine, machining centers require parameters and special maintenance, otherwise their productive quality tends to decline causing expressive reduction of the production potential, eminent production of reject as well as waste of raw material. This way, the article will present a proposal for improvement, in the light of a certain machining center which has been presenting production decline over the last six months. The studies initially concentrate efforts to identify the root cause for such decline applying the DMAIC methodology, and will later, present a structured and efficient project.