Sigma Project Research Articles

Utilization of Lean & Six Sigma quality initiatives in Indian healthcare sector.

PurposeThe purpose of this paper is to investigate the utilization of Lean & Six Sigma quality initiatives in healthcare sector in India.MethodologyThe survey questionnaires were sent to 454 hospitals through registered postal in all the states of India. The survey questionnaire was designed to assess different quality initiatives; currently implemented in Indian hospitals, factors align with organization’s objectives, reasons for not implementing Lean & Six Sigma and contribution of Lean & Six Sigma projects in healthcare improvement projects etc. A separate section in the questionnaire provides the feedback on implementation of Lean & Six Sigma in various hospitals. The relationships between Lean & Six Sigma and healthcare performance have also been established in this paper.FindingsIt is found that 15 Nos. of hospitals have implemented the Lean tools while 14 Nos. have implemented the Six Sigma tools out of 109 collected responses. This shows the utilization of Lean & Six Sigma in Indian healthcare sector. The ‘Lack of knowledge’ and ‘Availability of resources’ are the major reasons for not implementing Lean & Six Sigma. It is also observed that 22% running projects were related to Lean & Six Sigma out of various improvement projects running in various hospitals.OriginalityThere is lack of evidences of similar studies that determines the utilization of Lean & Six Sigma in Indian healthcare sector at the national level. This paper will provide important breakthrough to academicians and healthcare practitioners, who are involved in Lean & Six Sigma research.Social implicationsThe present study will create awareness among healthcare practitioners across India for utilization of quality tools that will provide direct benefits to the society.

Effects of Surprises During Quality Improvement Projects: A Longitudinal Study on Method-Driven Learning in Behavioral Healthcare

Quality improvement teams engage in multiple learning opportunities during an improvement project. These learning opportunities consist of both induced opportunities, such as formal training efforts, and incidental opportunities due to surprises (i.e., events that violate expectations) encountered during problem solving activities. In this paper, we propose that these two types of team learning opportunities can result in method-driven learning (MDL) at the team level. Our data are collected using a unique longitudinal survey design spanning 31 weeks that involved 33 participants in five design for Six Sigma projects conducted in different behavioral healthcare organizations, yielding a total of 562 weekly survey responses. We examine two modes of surprises. Those occurring spontaneously (measured based on self-rated and coder-rated variables) and reflective surprises (measured as externally-induced treatments). Our results show that: 1) the proportion of surprises occurring spontaneously during problem solving activities is positively correlated with team learning (i.e., MDL); and 2) collective reflections on surprises also facilitate team learning. Furthermore, we find evidence that surprises occurring spontaneously can negatively moderate the effect of induced learning opportunities (measured as efforts expended on training) on team learning. However, we find no evidence of such a negative moderation effect for surprises from reflection. Overall, our paper develops a nuanced understanding about the direct and moderating effects of surprises on team learning in the behavioral healthcare context, thereby contributing not only to the quality management literature but also quality improvement practices in behavioral healthcare.

Standardizing Six Sigma Green Belt training: identification of the most frequently used measure phase DMAIC tools

PurposeThis study aims to identify the most frequently used tools and techniques within the measure phase of the define, measure, analyze, improve and control (DMAIC) methodology in the Six Sigma Green Belt body of knowledge (BOK) to standardize training curriculum and reduce barriers to Six Sigma adoption.Design/methodology/approachThis study measures the most frequently used tools within the Measure Phase of the Green Belt body of knowledge by surveying Six Sigma professionals from all industries as to how often they use tools specific to the Measure Phase. Professionals rated ten categories of tools based on frequency use as it pertains to a Green Belt level Six Sigma project. Descriptive analysis, t-tests, and ANOVA were performed on the data using Minitab to identify the most frequently used tool categories.FindingsThe findings of this study indicate that the most frequently used measure phase tools and techniques within in the Six Sigma Green Belt BOK are process mapping, control charts, descriptive statistics, graphical analysis, collecting and summarizing data, process capability analysis and Six Sigma statistics (defects per unit, defects per million opportunities, etc.). The research findings indicate that several tools that require a higher level of statistical understanding are used less frequently.Research limitations/implicationsThe research study solely analyzed the measure phase tools within the Green Belt Six Sigma BOK. Other Six Sigma bodies of knowledge should be evaluated in their entirety.Practical implicationsSix Sigma training has been identified in previous research studies as a barrier to implementation. By identifying the most frequently used tools and determining that those tools are less statistically intensive, companies may be more inclined to adopt Six Sigma. Reducing the tools required to master to lead and carryout Six Sigma projects can also help to reduce the cost and time required for Six Sigma training.Originality/valueMany studies have identified the lack of a standardized curriculum for Six Sigma and Lean Six Sigma. This research serves to function as a supportive analysis in identifying the most optimal and useful tools to lead successful Six Sigma and process improvement projects and contributes to the journey of establishing a standardized Six Sigma training curriculum.

Six sigma project prioritization and selection methods: a systematic literature review

PurposeGiven the critical role of project prioritization and selection process in Six Sigma efforts, this study aims to analyse the relevant literature to answer this question: What types of project prioritization and selection methods have been used in Six Sigma research?Design/methodology/approachThe study implemented the systematic literature review (SLR) method to identify and review all relevant previous studies.FindingsThe study revealed that 59 articles focused on the topic used 111 methods, analytic hierarchy process appeared as the most frequently used method with 12 articles (20%) and one-third of the methods used in the current Six Sigma project selection literature contained multi-criteria decision-making methods. In total, 61% of 59 articles were not published in the journals ranked by the ABDC’s list. Only 17% of the articles reviewed in this study were published in journals ranked as B category and 12% of the articles were published in A category journals.Practical implicationsThe findings of this literature review may help Six Sigma practitioners and researchers accurately identify project prioritization and selection methods, considering that qualitative and quantitative scientific methods guarantee to make better decisions than “gut feelings” of the decision makers in this process.Originality/valueAlthough a variety of studies focused on the topic, an SLR is lacking in the area of Six Sigma project prioritization and selection. Therefore, this study was constructed using the SLR method to analyse the topic.

PROPOSTA DE MODELO PARA ANÁLISE DE RISCOS EM PROJETOS LEAN SIX SIGMA

A analise de risco (AR) e comumente aplicada na gestao de projetos, porem, com pouca frequencia e evidenciada em projetos Lean Six Sigma (LSS). A proposta deste trabalho e apresentar uma pesquisa qualitativa, realizada por meio da revisao da literatura especializada e pela analise interpretativa das entrevistas com profissionais e academicos (especialistas) que tem conhecimento e pratica em gestao e conducao de projetos LSS, tendo como objetivo principal identificar os principais fatores de risco (FR) presentes em cada uma das fases do Roteiro DMAIC, bem como propor um modelo para a AR dos principais FR presentes antes, durante e apos a execucao dos projetos LSS – Roteiro DMAICRA - de maneira a reduzir os desperdicios de tempo e de recursos proporcionando um melhor resultado dos projetos LSS.

Lean Six Sigma Methodology and the Future of Quality Improvement Education in Anesthesiology.

Lean Six Sigma Methodology and the Future of Quality Improvement Education in Anesthesiology.

Six Sigma Project Selection Using the Hybrid Approach FAHP-FTOPSIS and Grey Relational Analysis Model

The main purpose of this article is to present a model to select Six Sigma projects in order to meet market needs, increase quality, and improve performance in an Iranian car manufacturing company. Through reviewing the relevant literature and holding semistructure interview with the experts, 17 important and effective criteria were identified in the selection of Six Sigma projects. Then, some brainstorming sessions were held with the experts, and eight Six Sigma projects were defined. The fuzzy analytic hierarchy process (FAHP) was used to determine the weight and priority of the criteria, and the fuzzy technique for order of preference by similarity to ideal solution (FTOPSIS) and fuzzy grey relational analysis were used to prioritize the determined projects. The obtained results revealed that criterion “profitability” is the first priority. Also, after prioritizing the projects, due to the difference between the ranks obtained from these techniques, the Copeland score ranking method was employed. The results of calculations indicated that a project decision support system could improve the production process and the performance of organizational processes.

Lean Six Sigma Project Selection in a Manufacturing Environment Using Hybrid Methodology Based on Intuitionistic Fuzzy MADM Approach

Project selection has a critical role in the successful execution of the lean six sigma (LSS) program in any industry. The poor selection of LSS projects leads to limited results and diminishes the credibility of LSS initiatives. For this reason, in this article, we propose a method for the assessment and effective selection of LSS projects. Intuitionistic fuzzy sets based on the weighted average were adopted for aggregating individual suggestions of decision makers. The weights of selection criteria were computed using entropy measures and the available projects are prioritized using the multiattribute decision making approach, i.e., modified TOPSIS and VIKOR. The proposed methodology is validated through a case example of the LSS project selection in a manufacturing organization. The results of the case study reveal that out of eight LSS projects, the assembly section (A8) is the best LSS project. A8 is the ideal LSS project for swift gains and manufacturing sustainability. The robustness and reliability of the obtained results are checked through a sensitivity analysis. The proposed methodology will help manufacturing organizations in the selection of the best opportunities among complex situations, results in sustainable development. The engineering managers and LSS consultants can also adopt the proposed methodology for LSS project selections.

Selection and performance estimation of Green Lean Six Sigma Projects: a hybrid approach of technology readiness level, data envelopment analysis, and ANFIS.

Nowadays budget and schedule constraints have forced organizations to select six sigma projects based on pre-defined success criteria. Also, progressive approaches based on green and lean paradigm are vital for companies to enhance their social and environmental performance. Then, Green Lean Six Sigma (GLS) projects play the main role in improving the performance of an organization while augmenting its sustainability. Accordingly in this paper, past studies were reviewed, and GLS projects' indicators and performance evaluation criteria were identified. Data envelopment analysis (DEA) was employed for the appropriate selection of GLS projects. Next, the ranking and performance weight of each project were investigated, and also the projects were categorized based on the technology readiness level (TRL). Additionally, an adaptive neuro-fuzzy inference system (ANFIS) method was applied for the successful prediction of selected GLS projects. Twenty-eight inputs and 9 outputs for the first project category (with TRL 9) and 28 inputs and 6 outputs for the second project category (with TRL 8) were entered into the model. The statistical assessment measures such as Nash-Sutcliffe efficiency (NSE), root mean squared of error (RMSE), mean absolute error (MAE), and R2 were employed for capability appraisal of ANFIS model. Results of NSE and R2 indicators for both project categories were 1.00 that proved the efficiency of the ANFIS model for success prediction of GLS projects. Also, RMSE and MAE indicators for category 1 were 0.01 and 0.02 respectively. Similarly, these measures for category 2 were 0.02 and 0.02. The results advocate a proper approximation for observed values by the ANFIS model. Also, the results indicated that TRL as an important enabler of the GLS project has a meaningful role in the performance of GLS projects.

Scoping review of the readiness for sustainable implementation of Lean Six Sigma projects in the manufacturing sector

PurposeThis work presents a synthesis of current literature published from 2010 to provide an overall understanding of the sustainable implementation of Lean Six Sigma (LSS) projects in terms of project approaches rather than outcomes.Design/methodology/approachA comprehensive and validated ten-step model was applied to conduct a scoping review with the following three broad phases: “review planning”, “review execution” and “review reporting”.FindingsThe analysis shows that while a few geographically and methodologically broad research studies have been conducted on LSS and green manufacturing integration, no studies have examined organisational culture or conducted readiness assessments on the sustainable implementation of LSS projects in the manufacturing sector.Research limitations/implicationsThe present study contributes to existing knowledge by describing the current state of research on green LSS integration. The study also identifies a lack of research on the deployment of sustainable LSS projects for manufacturers. Further empirical analyses that include case studies must be conducted to assess the negative environmental impacts of LSS projects.Originality/valueThis study serves as an initial call for practitioners and research scholars to favour the sustainable deployment of LSS projects in manufacturing alongside the use of traditional approaches with a focus on costs, quality and delivery.

Enhancing Six Sigma Understanding: Insights into Various Dimensions and Aspects of Six Sigma

Six Sigma is a powerful methodology that reduces variation, minimizes costs increase product and process quality in an organization, and ultimately maximizes customer satisfaction. This study examines the pros and cons of Six Sigma by exploring organizations’ perceptions of their implementations. In order to achieve this, survey data were gathered from 66 companies from different industries. The impact of Six Sigma on various performance dimensions is explored for different stages of Six Sigma implementation within organizations. Frequently used Six Sigma project types and the issues related to Six Sigma applications are determined from the perspective of its practitioners. Finally, for companies that do not-implement Six Sigma, reasons for not implementing this initiative are analyzed from multiple perspectives, i.e., cost of Six Sigma implementation, Six Sigma awareness, risks, the necessity of Six Sigma, the sufficiency of the company, and Six Sigma’s suitability for the company. Kolmogorov–Smirnov tests are conducted to determine the differences that exist between different stages of Six Sigma experience in terms of performance scores. The main reasons for not implementing Six Sigma are verified through exploratory factor analysis, as a unique approach in the literature. The results of this study can assist managers to prepare action plans toward Six Sigma success and can encourage managers, who currently do not implement Six Sigma, to initiate the methodology within their organizations.

Six Sigma application for quality improvement of the hot press in process

Six Sigma is a systematic improvement method, a management approach designed to continuously improve corporate business processes and achieve customer requirement. This paper presents a case study conducted at a cell phone manufacturing company that intended to use the DMAIC method to carry out a structured approach to Six Sigma projects with fewer defective units generated by the cell phone hot press in process. In this process, Boss cracking and torque force failure led to high scrap costs and line downtime, which ultimately affected the supply of the assembly line. To this end, the Six Sigma approach was applied starting with the problem being defined, measured, and exhaustively analyzed to determine the root cause: poor injection molding structure, metal insert not perpendicular to the hole, improperly set molding machine parameters, and core/cavity dimension variation. A series of improvement measures addressing these factors increased the quality level of the process by improving the mold design to increase venting, optimizing the product structure to add the guide chamfer, and developing a standardized molding parameter setup procedure. Methods to maintain process control were also identified and implemented. The use of several quality tools and the use of Six Sigma methods also made the process more consistent.

Clustering and identifying the Lean Six Sigma projects: higher education institutes

Clustering and identifying the Lean Six Sigma projects: higher education institutes

Studies on Atmosphere, Snow/Ice, and Glacial Microbes on Greenland Ice Sheet by SIGMA and relevant projects

Studies on Atmosphere, Snow/Ice, and Glacial Microbes on Greenland Ice Sheet by SIGMA and relevant projects

Prioritization of Lean Six Sigma project selection criteria using Best Worst Method

With the increase in competitiveness, demand for better products from customers, and call for higher rate of return, the manufacturing organizations are implementing “Lean Six Sigma (LSS)” methodology to improve process flow, increase customer satisfaction and improve the bottom-line results. LSS is the combination of Lean manufacturing that focuses on streamlining the process flow and Six Sigma that is applied to reduce the defects in the production. In this study, we provide a robust set of criteria for LSS project selection in an Indian automotive parts manufacturing organization. Our objective is to provide weight and prioritize these criteria for successful project selection. The set of criteria includes various dimensions and employs the principles of LSS to select 19 project selection criteria. A novel technique called “Best worst method” is used to determine the weights of the criteria and to rank them accordingly. The findings of this study provide insights on process feasibility being the most important dimension followed by customer development and financial status as are highest priority dimensions. The set of criteria chosen for the study can be employed in other manufacturing sectors for project selection.

Six sigma project prioritization and selection: a multi-criteria decision making approach in healthcare industry

PurposeThe purpose of this study is to develop a methodology in which alternate Six Sigma projects are prioritized and selected using appropriate multi-criteria decision-making (MCDM) methods in healthcare organizations. This study addresses a particular gap in implementing a systematic methodology for Six Sigma project prioritization and selection in the healthcare industry.Design/methodology/approachThis study develops a methodology in which alternate Six Sigma projects are prioritized and selected using a modified Kemeny median indicator rank accordance (KEMIRA-M), an MCDM method based on a case study in healthcare organizations. The case study was hypothetically developed in the healthcare industry and presented to demonstrate the proposed framework’s applicability and validity for future decision-makers who will take place in Six Sigma project selection processes.FindingsThe study reveals that the Six Sigma project prioritized by KEMIRA-M assign the highest ranks to patient satisfaction, revenue enhancement and sigma level benefit criteria, while resource utilization and process cycle time receive the lowest rank.Practical implicationsThe methodology developed in this paper proposes an MCDM-based approach for practitioners to prioritize and select Six Sigma projects in the healthcare industry. The findings regarding patient satisfaction and revenue enhancement mesh with the current trends that dominate and regulate the industry. KEMIRA-M provides flexibility for Six Sigma project selection and uses multiple criteria in two-criteria groups, simultaneously. In this study, a more objective KEMIRA-M method was suggested by implementing two different ranking-based weighting approaches.Originality/valueThis is the first study that implements KEMIRA-M in Six Sigma project prioritization and selection process in the healthcare industry. To overcome previous KEMIRA-M shortcomings, two ranking based weighting approaches were proposed to form a weighting procedure of KEMIRA-M. As the first implementation of the KEMIRA-M weighting procedure, the criteria weighting procedure of the KEMIRA-M method was developed using two different weighting methods based on ranking. The study provides decision-makers with a methodology that considers both benefit and cost type criteria for alternates and gives importance to experts’ rankings related to criteria and the performance values of alternates for criteria.

Case Study: Six Sigma Project for Reducing Manual Handling of Materials in Real Manufacturing Company

This paper presents a case study that is focusing on the improvement of the process of materials handling in real manufacturing company. Before the implementation of this project, the company was in a concerning state of incidents and learning events towards the ergonomics, health and safety of the operators who manually handled materials as part of their daily activities. It was proposed to use the Six Sigma framework in order to improve the process or design new process for performing the task that included manual handling of materials. In this study, through selecting suitable Six Sigma framework, mapping the current process, setting key performance indicators and using various design tools and techniques, process improvement is proposed; it will solve the problem, increase ergonomics and safety, but also increase the speed of the process and reduce the cost of spilled materials that were manually handled.

Developing a Hybrid Approach for Lean Six Sigma Project Management: A Case Application in the Reamer Manufacturing Industry

Lean six sigma (LSS) is a well-structured process improvement methodology aimed at removing wastes and defects to increase the operational efficiency of a process. In this article, the authors were tasked to identify the root causes of the reworks and rejections occurring in the polycrystalline diamond (PCD) reamer line of a tool manufacturing industry and provide solutions and implement methods to overcome the rejections. Therefore, the author constructed a hybrid approach comprising the select, define, measure, map, analyse, improve, control, sustain (SDMMAICS) model to enhance the define, measure, analyse, improve, control (DMAIC) approach. Further, decision-making trial and evaluation laboratory (DEMATEL) was incorporated in the improve phase of the LSS model to ensure effective decision making. The model is backed by a KAIZEN framework to ensure the sustenance of the improvements implemented. This hybrid LSS framework was successfully applied and resulted in an increased sigma level from 3.3 to 4.3, improving the cycle time of PCD reamer production by 12%. The hybrid SDMMAICS-DEMATEL approach used is easy to follow and can be adopted in any LSS project. Moreover, the relevance of the model in a part manufacturing setup has been effectively tested and will serve as a reference for researchers in process improvement studies.

A Global Study Into the Reasons for Lean Six Sigma Project Failures: Key Findings and Directions for Further Research

A low success rate of improvement projects is one of the causes of the discontinuity of lean six sigma (LSS) initiatives in companies. It is essential to identify and evaluate the reasons why LSS improvement projects fail in order to enable LSS, Lean, and six sigma sustainability. This article presents the findings from a global survey conducted with 201 LSS experts around the world in both the service and manufacturing sectors. The results of this article point out the significant failure rates for LSS projects and alert that projects had higher termination rates in the <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">measure</i> and <italic xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">analyze</i> phases [define, measure, analyze, improve, and control (DMAIC)]. Failures occur primarily at the corporate level. The main causes of project failures identified were the lack of commitment by top management, resistance to change, inadequate rewards and recognition mechanisms, inconsistent monitoring and control of the projects, and poor communication. This article shows that there are some minor differences in terms of ranking of these factors between the manufacturing and service sectors, but there is a significant difference in terms of continent and belt level (master black belts, black belts, and green belts).

Editorial: The Innovation and Project Management Department in the Journal of Operations Management

Editorial: The Innovation and Project Management Department in the <i>Journal of Operations Management</i>