Sigma Practices Research Articles

Co-existence of Quality Circle and 6 Sigma Practices - A Case Study from the K Public Enterprise -

Co-existence of Quality Circle and 6 Sigma Practices - A Case Study from the K Public Enterprise -

18 comparative aspects between Lean and Six Sigma

Purpose – This paper aims to presents a conceptual comparative analysis of Lean manufacturing and Six Sigma, highlighting 18 critical aspects between such approaches and their respective implications for management decision-making. Design/methodology/approach – Qualitative approach based on the results obtained from literature review about Lean and Six Sigma. Findings – The main points of divergence between Lean and Six Sigma have been highlighted based on 18 criteria. Seventeen criteria are proposed as a result of a review of the literature and one criterion, and “quality control”, is suggested by the authors. Research limitations/implications – This article mitigates the literature gap regarding whether and how Lean and Six Sigma are synergistic approaches. Practical implications – This study enables decision-makers to evaluate the Lean and Six Sigma practices. The results of the analysis performed originated three observations: first, both approaches are predominantly complementary; second, it is possible to create a single model integrating both approaches studied in this research; and third, when Lean is implemented as stand-alone approach, it falls short of specific tools to leverage its full potential according to the complexity of the problem under consideration. Originality/value – This paper analyzes which aspects from Lean and Six Sigma can be learnt from organizational change and productivity improvement efforts. The analysis includes a comparison of 18 critical aspects for practical use of Lean and Six Sigma.

Green Lean Six Sigma, Managerial Innovation and Financial Performance in Automotive Industry

Competition in the automotive industry has become increasingly in challenging tandem with time and advances in technology. Based on this situation, it is important for Malaysia to be at the top of the advanced automotive manufacturers, especially among ASEAN members. Therefore, this study aimed to prove not only product innovation as a contributor to the success of the automotive industry, but also has its own role management. By using Green Lean Six Sigma practices (GLSS) as the independent variable, it can help bring about a transformation of management which can improve financial performance. The Structural Equation Modelling (SEM) has been proposed as conceptual model in this study. Based on proposed research model and literature review, a research hypothesis is being developed.

Evaluation of radiation oncology workflows to optimize efficiency and ensure sufficient time for quality assurance testing.

193 Background: Radiation treatment plan development involves many people throughout the various stages of the planning process. Delays at any point can result in compressed timeframes for final checks which can thereby threaten the quality and safety of the plan. We have used six sigma tools to establish goals, monitor delays, and to provide a framework for efficiency improvement. Methods: A team of physicians, physicists, dosimetrists, and therapists established time goals and broke the planning workflow into critical to quality elements. It was determined that contouring tasks shall be completed within 2 days of simulation and treatment plans shall be ready for final checks a minimum of 4 or 8 business hours prior to treatment (for 2-5 days or > 5 days from simulation to treatment respectively). Emergent patients were excluded. Time measurements were calculated based on plan upload time and the patient’s scheduled start time. Delayed starts were accounted for to ensure that improved compliance was not at the expense of such delays. Six sigma methodology was used to perform a failure modes and effects analysis and to identify the most significant workflow challenges. Results: Baseline data involving 34 patients was collected. Only 73.5% of these patients complied with the established time goals. From the six sigma process, it was determined that physicians’ schedules were a major contributor to compliance failures. Enhancements were made in physician scheduling and communication with staff. Over the following 6 months, 129 additional patients were evaluated and 89.1% were in compliance with the set time goals. This was a statistically significant improvement (P-test, p=.052). Delayed patient starts made up 5.9% of the baseline data and 6.2% of the 129 additional patients. There was no significant change in these delays (Fisher’s exact test, p=1.000). Conclusions: Our findings validate the employment of six sigma practice in improving workflow. Continued efforts will be employed to ensure consistent quality improvement.

APhA honors 2014 Immunization Champions

Pharmacists are uniquely positioned to educate patients on the importance of vaccines and to provide many of those vaccines themselves. They expand the "immunization neighborhood"—an APhA-coined term—and increase the accessibility and convenience of vaccines for patients from all walks of life. Their work eliminates the perceived barriers of appointments, physicians' offi ces, and prescriptions.

Influences of TPM, TQM, Six Sigma practices on firms performance in Jordan

In today’s sharp competitions, firms are continuously looking for strategies to improve firm performance (FP) and gain competitive advantage. Some of the most prominent programmes are total productive maintenance (TPM), total quality management (TQM) and Six Sigma. This research aims at investigating the relationship between TPM, TQM and Six Sigma practices. It also examines their effects on FP in Jordan. Data were collected form 47 manufacturing firms. Structural equation modelling (SEM) is then used for analysing the proposed structural model. The obtained results showed significant positive effects of TPM and TQM on FP. In addition, there is a significant positive relationship between TPM and TQM. On the other hand, it is found that Six Sigma partially affects both FP and TQM. Further, three sub-models related to TPM, TQM, and Six Sigma practices are proposed then tested to verify their influences on each corresponding programme. In conclusions, Jordanian firms successfully implemented and integrated TQM and TPM practices to improve FP. But they are still deficient in utilising Six Sigma practices to improve FP, as well as, in integrating it with TQM. Managerial efforts should be directed toward fully understanding SSs implementation and integration with other improvement programmes.

A systematic literature review of Six Sigma practices in education

Six Sigma is a continuous improvement methodology aimed at reducing process variation. As Six Sigma implementation has spread from manufacturing to service and healthcare, the need for teaching the methodology in higher education emerged to prepare students for industry. The purpose of this paper is to present a systematic review the relevant literature of Six Sigma in higher education. Insights on best practices and trends for integrating Six Sigma in higher education systems are also provided.

Concise process improvement definition with case studies

Purpose – The purpose of this paper is to examine the efficiency and objectivity of current Six Sigma practices when at the measure/analyse phase of the DMAIC quality improvement cycle. Design/methodology/approach – A new method, named process variation diagnostic tool (PROVADT), demonstrates how tools from other quality disciplines can be used within the Six Sigma framework to strengthen the overall approach by means of improved objectivity and efficient selection of samples. Findings – From a structured sample of 20 products, PROVADT was able to apply a Gage R&R and provisional process capability study fulfilling the pre-requisites of the measure and early analyse phases of the DMAIC quality improvement cycle. From the same sample, Shainin multi-vari and isoplot studies were conducted in order to further the analysis without the need of additional samples. Practical implications – The method was tested in three different industrial situations. In all cases PROVADT's effectiveness was shown at driving forward a quality initiative with a relatively small number of samples. Particularly in the third case, it lead to the resolution of a long standing complex quality problem without the need for active experimentation on the process. Originality/value – This work demonstrates the need to provide industry with new statistical tools which are practical and give users efficient insight into potential causes of a process problem. PROVADT makes use of data needed by quality standards and Six Sigma initiatives to fulfil their requirements but structures data collection in a novel way to gain more information.

Making Change With Lean Six Sigma Generates Many Happy Returns for CPA Firm Rea & Associates

AbstractWhat began as an effort to better understand the Lean Six Sigma practices in place at its manufacturing clients has paid off handsomely at the Ohio‐based CPA firm of Rea & Associates. Its leaders found that the improvement techniques most commonly used on the factory floor could be applied to a white‐collar setting to eliminate waste, ensure quality and timely service to clients, and boost the bottom line. A trial to improve the business tax procedures at one of Rea's 11 offices led not only to firmwide implementation affecting a host of processes, but also to the establishment of a niche consulting practice to share Lean Six Sigma with other companies throughout the accounting industry. © 2013 Wiley Periodicals, Inc.

Integrating Six Sigma with ISO 9001

PurposeBy exploiting the relationships between Six Sigma and quality management systems (QMS) based on the ISO 9001 standard, this paper proposes a set of guidelines to combine and integrate both approaches in a systematic way. The guidelines are organised into integration topics, and each one is linked to the clauses of the ISO 9001 standard they refer to.Design/methodology/approachBased on the literature review, Six Sigma and QMS based on the ISO 9001 standard are thoroughly discussed and compared and beneficial synergies between them are identified. Based on this study, and to take advantage of the compatibilities and logical linkages between both approaches, guidelines for the integration of Six Sigma with the ISO 9001 requirements are developed.FindingsBenefits resulting from the integration of Six Sigma with a QMS based on the ISO 9001 standard are mutual. The integration guidelines proposed in this paper provide a framework to unify process management practices, enhance the effectiveness of continual improvement efforts, facilitate the identification, evaluation and selection of Six Sigma projects, align the quality objectives defined for the QMS with Six Sigma project goals, establish relationships between the roles of a Six Sigma program and those inherent to an ISO 9001 QMS, and demonstrate how internal quality audits and management review benefit from a Six Sigma program.Research limitations/implicationsThe integration models and guidelines herein proposed can be further expanded to include other relevant normative references, particularly environmental management systems (ISO 14001) and safety and health management systems (OHSAS 18001).Originality/valueThe set of guidelines proposed in this paper is original and will be of practical value to the increasing number of organisations adopting a process‐model for the ISO 9001 standard, that seek to incorporate Six Sigma principles, practices, methods and tools within their QMS. The guidelines cover a wide spectrum of relevant activities that usually take place in the context of both initiatives. In addition, because each guideline is accompanied by the identification of the applicable clauses of ISO 9001, they provide a useful framework to develop, implement, maintain, and improve a QMS in parallel with a Six Sigma program.

Improvement of Sigma level of a foundry: a case study

PurposeThe purpose of this paper is to explore Six Sigma practices in a casting industry, that could improve the green sand casting process in a foundry by reducing the casting defects. The goal was to determine which variables influenced this evolution and the relative weight of critical success factors as the methodology developed.Design/methodology/approachThe DMAIC (Define, Measurement, Analyze, Improve, and Control)‐based Six Sigma approach is implemented to improve the green sand casting process and has made the process more robust to quality variations. Analysis of various critical process parameters of the melt shop is also carried out with the help of Taguchi's method of experimental design.FindingsThe proposed techniques optimized control factors, resulting in superior quality and stability of the green sand castings process, which contributes to minimizing the casting defects and improving the Sigma level of the industry.Research limitations/implicationsThis study was carried out with some boundaries such as the number of castings of differential housings, available resources, time constraints, etc.Practical implicationsThis paper is most valuable for the foundry industry, which can avail the direct benefit of Six Sigma results from the reduction in the number of defects due to improved casting processes and dispels the myths concerning the hardly ever use of Six Sigma in the casting industry.Originality/valueThe novelty of the paper lies in conducting a comparative study on the performance of a Six Sigma project. The paper will be valuable for quality professionals and management personnel in the casting industry.

Six Sigma Practices and Organizational Performance in Malaysian Healthcare Industry

Successful of six sigma (SS) implementation have been reported in manufacturing industries. Recently, SS practices as quality management initiatives received the wide attention of many practitioners and researchers in service industry such as healthcare industry. The purpose of this study is to review structural analysis the SS and organizational performance (OP) in Malaysian healthcare industry. SS is matched with healthcare sector because the healthcare nature of zero tolerance for medical error. A conceptual model using Structural Equation Modeling (SEM) has been proposed and will be used to study the relationship between SS practices and OP. Based on the previous study and proposed research model, research hypotheses are being developed.

Six Sigma, organizational learning and innovation

PurposeThe purpose of this paper is to investigate the relationship between Six Sigma, organizational learning and innovation performance. Also, whether organizational learning advance innovation performance by playing a mediating role between Six Sigma and innovation performance, probing the moderating effects of organizational types between six sigma and organizational learning, and also testing a proposed model to explain the relationships among Six Sigma, organizational type organizational learning, and innovation performance through an empirical examination in the Indian industry context.Design/methodology/approachCorrelations are used to analyze the degree of relationship between constructs and to further understand the direct and indirect effects, as well as the moderating and mediating effects among the constructs in model, structural equation modeling is conducted using AMOS 6.0 on data collected from Indian industries.FindingsThis study proves the positive relationship between Six Sigma and organizational learning. It also confirms that Six Sigma role structure and Six Sigma focus on metrics contributes positively to organizational innovation, however, Six Sigma structured improvement procedure was found to be negatively related to organizational innovation, thus contributing to Six Sigma‐Innovation Paradox. This study also rejects moderating effects of organizational type between Six Sigma and organizational learning.Research limitations/implicationsCultural context is a critical factor not only on Six Sigma, but also organizational learning, and organization innovation for investigating hence future study should consider this aspect. This research suggests the need for more intensive research to explore in more depth the relationship between Six Sigma structured improvement procedure, and the administrative and the technical innovation to identify the existence of potentially mediating variables in order to understand what is named the Six Sigma‐Innovation Paradox.Practical implicationsThe findings are useful for business managers in developing countries such as India, who want to enhance business performance through implementing Six Sigma practices that support their firm's product and services innovation efforts.Originality/valueThe study has contributed to establishing an empirical research between Six Sigma, organizational learning and organizational innovations that facilitates more quality management research in developing countries. It has contributed to clarifying the disputed relationship between Six Sigma practices and the firm's learning and innovativeness, and shows empirical evidence in India to confirm that the Six Sigma practices deployed by a firm has a positive impact on its organizational learning. Six Sigma focuses on role structure and metrics contributed positively to innovation, however the Six Sigma effect of procedure on organizational innovation is negatively related, thus opening new areas of Six Sigma‐Innovation Paradox.

Integrating Lean Six Sigma and Supply Chain Practices for Improving the Supply Chain Performance

This paper describes the fusion of Lean and Six Sigma is required to achieve the fastest rate of improvement in quality, cost, delivery and process speed. By combining Lean and Six Sigma it is possible to achieve highly effective improvements in a company’s operations. Six Sigma doesn’t focus on speed. And, Lean cannot bring a process under statistical control. Lean Six Sigma efforts tend to be aligned by organizational functions rather than supply chains. This can result in departmental improvements, but fall short in achieving end to end supply chain improvements. Supply chain management (SCM) is a major issue in many industries as organizations begin to appreciate the criticality of creating an integrated relationship with their suppliers and customers, as well as all other stakeholders. It is concerned with smoothness, economically driven operations and maximizing value for the end customer through quality delivery. Hence, research is undertaken to integrate lean Six Sigma and SCM that will focus on how their integration drives rapid focused product and process improvements which result in controlled, sustainable, and validated improvements to the bottom line.

Lean Six Sigma Initiative: Business Engineering Practices and Performance in Malaysian Automotive Industry

The automotive industry in various countries struggle to sustain a high degree of lean practice due to competitive market and customer pressure. Recently, Integration between lean and six sigma initiatives are increasingly implemented in the industry. The importance and relationship between lean practices and organizational performance has been highlighted in many studied. The purpose of this paper is to examine the relationship of Lean Six Sigma (LSS) practices and organizational performance in Malaysian automotive industries. A Conceptual model using Structural Equation Modeling (SEM) has been proposed. This model will be used to study the relationship between LSS practices and organizational performance in Malaysian automotive industries. Based on the proposed conceptual model and reviewed, research hypotheses are being developed. The paper concludes with suggest future research work.

Implementing Six Sigma in Saudi Arabia: An empirical study on the fortune 100 firms

This paper presents the results of a survey that gathered evidence regarding the current status of Six Sigma adoption and implementation in Saudi Arabia. Although Six Sigma has become the focus of business for a quarter of a century, the philosophy has not gained the same attention in developing countries. Moreover, little academic research has been carried out on the extent of Six Sigma implementation in these countries. The study focuses on Six Sigma implementation among the fortune 100 manufacturing and service firms in Saudi Arabia since they represent the most important organisations operating in the country and could serve as an indicator for the extent of Six Sigma adoption. The results indicate that the rate of Six Sigma implementation is less than 32% of respondents. Reasons behind Six Sigma implementation, popularity of Six Sigma compared with other similar initiatives, Six Sigma implementation success factors, tools and techniques used, level of training, barriers and impediments in the implementation and benefits gained from implementation are investigated and compared with the literature. Moreover, the findings suggest that there is no significant difference in the level of most of Six Sigma practices between manufacturing and service firms which asserts that service firms recognise Six Sigma and are using it to boost performance

Six Sigma practice for quality improvement – A case study of Indian auto ancillary unit

Indian automotive ancillary units are one of the swift growing within the small and mid-sized group of industries which are influential contributors to the complete production of auto components. With the ascent in interrogation of growing customers and presuming for resplendent quality of their product, some of giant Indian organizations are inspiring their suppliers to employ Six Sigma in order to improve the quality of their process and products for embellishing competitive advantage. This paper focus on a case of provoked mid-sized auto ancillary unit consisting of 350-400 employee and employed Six Sigma (SS) methodologies to elevate towards the dream of SS quality level. The methodology is executed on one of product assembly for trimming down defects level which are critical to customers and its implementation has had a significant financial hit on the bottom-line of the enterprise.

Absorbing new knowledge in small and medium-sized enterprises: A multiple case analysis of Six Sigma

The primary aim of this article is to critically analyse the development of Six Sigma theory and practice within small and medium-sized enterprises (SMEs) using a multiple case study approach. The article also explores the subsequent development of Lean Six Sigma as a means of addressing the perceived limitations of the efficacy of Six Sigma in this context. The overarching theoretical framework is that of absorptive capacity, where Six Sigma is conceptualized as new knowledge to be absorbed by smaller firms. The findings from a multiple case study involving repeat interviews and focus groups informed the development of an analytical model demonstrating the dynamic underlying routines for the absorptive capacity process and the development of a number of summative propositions relating the characteristics of SMEs to Six Sigma and Lean Six Sigma implementation.

Six sigma tools for a patient safety-oriented, quality-checklist driven radiation medicine department

The purpose of this work was to develop and implement six sigma practices toward the enhancement of patient safety in an electronic, quality checklist-driven, multicenter, paperless radiation medicine department. A quality checklist process map (QPM), stratified into consultation through treatment-completion stages was incorporated into an oncology information systems platform. A cross-functional quality management team conducted quality-function-deployment and define-measure-analyze-improve-control (DMAIC) six sigma exercises with a focus on patient safety. QPM procedures were Pareto-sorted in order of decreasing patient safety risk with failure mode and effects analysis (FMEA). Quantitative metrics for a grouped set of highest risk procedures were established. These included procedural delays, associated standard deviations and six sigma Z scores. Baseline performance of the QPM was established over the previous year of usage. Data-driven analysis led to simplification, standardization, and refinement of the QPM with standard deviation, slip-day reduction, and Z-score enhancement goals. A no-fly policy (NFP) for patient safety was introduced at the improve-control DMAIC phase, with a process map interlock imposed on treatment initiation in the event of FMEA-identified high-risk tasks being delayed or not completed. The NFP was introduced in a pilot phase with specific stopping rules and the same metrics used for performance assessments. A custom root-cause analysis database was deployed to monitor patient safety events. Relative to the baseline period, average slip days and standard deviations for the risk-enhanced QPM procedures improved by over threefold factors in the NFP period. The Z scores improved by approximately 20%. A trend for proactive delays instead of reactive hard stops was observed with no adverse effects of the NFP. The number of computed potential no-fly delays per month dropped from 60 to 20 over a total of 520 cases. The fraction of computed potential no-fly cases that were delayed in NFP compliance rose from 28% to 45%. Proactive delays rose to 80% of all delayed cases. For potential no-fly cases, event reporting rose from 18% to 50%, while for actually delayed cases, event reporting rose from 65% to 100%. With complex technologies, resource-compromised staff, and pressures to hasten treatment initiation, the use of the six sigma driven process interlocks may mitigate potential patient safety risks as demonstrated in this study.

Ann Scott Blouin, RN, PhD, FACHE

Ann Scott Blouin has certainly had an esteemed career, which now has taken her to be the first nurse to assume the position as executive vice president for accreditation and certification operations at The Joint Commission!