LEAN SIX SIGMA FOR SUSTAINABLE BUSINESS PRACTICES: A CASE STUDY AND STANDARDISATION

Lean Six Sigma (LSS) modifies the DMAIC approach by emphasizing speed. Lean focuses on streamlining a process by identifying and removing non-value added steps. A leaned production process eliminates waste. The target metrics, which affect any business include zero wait time, zero inventory, scheduling using customer pull, cutting batch sizes to improve flow, line balancing, and reducing overall process time. Lean Six Sigma’s goal is to produce quality products that meet customer requirements as efficiently and effectively as possible. In this article, we present various Lean performance characteristics that can be effectively used for improving a sustainable business process through a case study.

[1]  Elena S. Balashova,et al.  Russian experience of integrating modern management models , 2017 .

[2]  M. Fenollera,et al.  Quality Management in the Automotive Industry , 2012 .

[3]  Vyacheslav Kartashevskiy,et al.  Study of queuing system G/G/1 with an arbitrary distribution of time parameter system , 2015, 2015 Second International Scientific-Practical Conference Problems of Infocommunications Science and Technology (PIC S&T).

[4]  V. M. Golod,et al.  Computation material science of structural-phase transformation in casting aluminium alloys , 2017 .

[5]  David Parker,et al.  Critical success factors for Lean Six Sigma programmes: a view from middle management , 2012 .

[6]  A. Rudskoy,et al.  New Method of Severe Plastic Deformation of Metals , 2018, Metal Science and Heat Treatment.

[7]  A Radchenko,et al.  Implementation of risk management theory for the development of lean thinking in a construction company , 2016 .

[8]  B. S. Malyshev,et al.  Pulse-Magnetic Processing Technology when Making Parts and Units of Aerospace Engineering , 1997 .

[9]  Kunal K. Ganguly.  IMPROVEMENT PROCESS FOR ROLLING MILL THROUGH THE DMAIC SIX SIGMA APPROACH , 2012 .

[10]  Andrea Chiarini,et al.  Japanese total quality control, TQM, Deming's system of profound knowledge, BPR, Lean and Six Sigma: Comparison and discussion , 2011 .

[11]  A. V. Zvontsov,et al.  Production risk economic assessment based on the fuzzy logic approaches , 2017, 2017 XX IEEE International Conference on Soft Computing and Measurements (SCM).

[12]  A. Chiarini.  Risk management and cost reduction of cancer drugs using Lean Six Sigma tools , 2012 .

[13]  D. Panyukov.  Highlights of Russian experience in implementing ISO / TS 16949 , 2014 .

[14]  S. Singhal,et al.  APPLICATION AND VALIDATION OF DMAIC SIX SIGMA TOOL FOR ENHANCING CUSTOMER SATISFACTION IN A GOVERNMENT R&D ORGANIZATION , 2017 .

[15]  Lawrence M. Corbett.  Lean Six Sigma: the contribution to business excellence , 2011 .

[16]  Jiju Antony,et al.  Lean six sigma in a call centre : a case study , 2010 .

[17]  Andrey Yu. Zhuravlev,et al.  The role of the concept of LEAN management in modern business , 2016 .

[18]  Ljubisa Papic,et al.  Developing cost-optimization production control model via simulation , 1999 .

[19]  Maneesh Kumar,et al.  Lean Six Sigma for higher education institutions (HEIs): Challenges, barriers, success factors, tools/techniques , 2012 .

[20]  M. Tyunina,et al.  Low-temperature evolution of local polarization properties of PbZr0.65Ti0.35O3 thin films probed by piezoresponse force microscopy , 2014 .

[21]  VALIDATION OF THE MATHEMATICAL MODEL OF ISOTROPIC MATERIAL USING PARAMETRIC OPTIMIZATION OF ITS PHYSICAL AND MECHANICAL CHARACTERISTICS , 2017 .

[22]  Catarina Delgado,et al.  The implementation of lean Six Sigma in financial services organizations , 2010 .

[23]  Rini van Solingen,et al.  Implementation of Lean Six Sigma in small- and medium-sized manufacturing enterprises in the Netherlands , 2012, J. Oper. Res. Soc..

[24]  Ronald D. Snee,et al.  Lean Six Sigma – getting better all the time , 2010 .

[25]  S. R. Devadasan,et al.  Lean Six Sigma through ISO 9001 standard-based quality management system: an investigation for research , 2011 .

[26]  K. Jeyaraman,et al.  A conceptual framework for critical success factors of lean Six Sigma , 2010 .

[27]  Amrik S. Sohal,et al.  A conceptual model for the successful deployment of Lean Six Sigma , 2012 .

[28]  Trevor A Spedding,et al.  The evolution of lean Six Sigma , 2010 .

[29]  A. I. Borovkov,et al.  REVIEW OF THE COMPUTATIONAL APPROACHES TO ADVANCED MATERIALS SIMULATION IN ACCORDANCE WITH MODERN ADVANCED MANUFACTURING TRENDS , 2017 .

[30]  Ljubisa Papic.  DEPLOYING CUSTOMER REQUIREMENTS VIA FOUR-STAGE TEAM APPROACH IN BUSINESS PLANNING , 2007 .

[31]  K. Muralidharan.  Six Sigma for Organizational Excellence: A Statistical Approach , 2015 .

[32]  S. Vinodh,et al.  Implementing lean sigma framework in an Indian automotive valves manufacturing organisation: a case study , 2011 .

[33]  Albert Trip,et al.  Quality in trauma care: improving the discharge procedure of patients by means of Lean Six Sigma. , 2010, The Journal of trauma.

[34]  Ronald D. Snee,et al.  Statistical Thinking and Methods in Quality Improvement: A Look to the Future , 2010 .

[35]  Abdur Rahim,et al.  The integration of Six Sigma and lean management , 2010 .

[36]  I. Kovalenko,et al.  The Enterprise’s Automated Management Stability System Taking into Account its Life Cycle Stage , 2018, 2018 IEEE International Conference "Quality Management, Transport and Information Security, Information Technologies" (IT&QM&IS).

[37]  Kemlall Ramdass,et al.  USING STATISTICAL PROCESS CONTROL AND SIX SIGMA TO CRITICALLY ANALYSE SAFETY OF HELICAL SPRINGS: A RAILWAY CASE STUDY , 2017 .

[38]  M. Matsuura,et al.  Diffuse scattering anisotropy and inhomogeneous lattice deformations in the lead magnoniobate relaxor PMN above the Burns temperature , 2012 .

[39]  Roger Hoerl,et al.  Lean Six Sigma, creativity, and innovation , 2010 .