International Journal of Lean Six Sigma

Bài báo này nhằm xác định, phân tích và phân loại các yếu tố sẵn sàng chính để thực hiện Lean Six Sigma (LSS) trong các tổ chức chăm sóc sức khỏe bằng kỹ thuật mô hình hoá cấu trúc giải thích tổng thể. Các yếu tố sẵn sàng được xác định sẽ giúp quản lý nhận diện các lĩnh vực còn thiếu và cung cấp tầm quan trọng cho việc thực hiện thành công LSS trong các lĩnh vực đó. Bài báo cũng nhằm mục đích hiểu các mối quan hệ liên kết thứ bậc giữa các yếu tố sẵn sàng được xác định bằng cách sử dụng sự phụ thuộc và sức mạnh thúc đẩy.

Tổng cộng có 16 yếu tố sẵn sàng được xác định từ việc rà soát tài liệu và ý kiến chuyên gia từ các bệnh viện. Cuộc phỏng vấn được lên lịch dựa trên khảo sát bảng câu hỏi tại các bệnh viện trong bối cảnh Ấn Độ để xác định sự liên quan của các mối quan hệ giữa các yếu tố sẵn sàng. Ý kiến chuyên gia được sử dụng trong ma trận tiếp cận ban đầu và ma trận tương tác giải thích. Phân tích MICMAC sử dụng đa phụ thuộc và sức mạnh thúc đẩy để hiểu mối quan hệ liên kết thứ bậc giữa các yếu tố sẵn sàng được xác định.

Kết quả cho thấy rằng văn hóa định hướng khách hàng và quản lý mục tiêu là các yếu tố sẵn sàng then chốt cho LSS. Kỹ thuật thực thi và đào tạo được cung cấp theo nhu cầu hiện tại của khách hàng và sự thay đổi mục tiêu của tổ chức. Người quản lý cần tập trung nhiều hơn vào các yếu tố sẵn sàng để hình thành quy trình thực hiện LSS nhằm cải thiện liên tục tổ chức chăm sóc sức khỏe. Mức độ sẵn sàng giúp người quản lý xác định khu vực mục tiêu để thực hiện LSS.

Nghiên cứu này chủ yếu tập trung vào các yếu tố sẵn sàng cho việc thực hiện LSS trong ngành công nghiệp chăm sóc sức khỏe.

Nghiên cứu này sẽ hữu ích cho các nhà nghiên cứu và nhà thực hành để hiểu các yếu tố sẵn sàng trước khi bắt đầu quá trình thực hiện LSS.

Nhiều nghiên cứu đang được thực hiện về tỷ lệ thành công và thất bại của việc thực hiện các yếu tố. Nghiên cứu hiện tại xác định các yếu tố sẵn sàng liên quan đến LSS, đặc biệt là cho ngành công nghiệp chăm sóc sức khỏe.

The purpose of this paper is to demonstrate the effectiveness of Six Sigma as an innovation tool in management system. In this regard, the comprehensive impact of Six Sigma is provided based on Osada's management system model in terms of driver, enabler, and performance. Then, the causal relationship diagram is drawn among critical success factors to show how Six Sigma innovates the management system. Finally, the comparison between Six Sigma and total quality management (TQM) is discussed to reveal the strength of Six Sigma as an innovation tool in management system.

An empirical study of world‐class companies was undertaken. Several of the companies were analyzed intensively namely Sony and Du Pont by interviewing and circulating questionnaires to the key actors of Six Sigma.

The paper confirms that Six Sigma has a positive and comprehensive impact on changing the management system. Six Sigma has been harmonizing and synergizing people and processes by establishing a clear linkage among critical factors. This linkage, as a critical strength in innovation, is described by a causal relationships diagram using the system dynamics principle. By comparing with TQM, this paper has identified that Six Sigma has additional features named as disseminating commitment and sustaining spirit.

The findings suggest that Six Sigma can potentially be used as an innovation tool for leveraging organizational performance. This paper provides a comprehensive perspective on how Six Sigma should be perceived and implemented to gain maximum potential. Hence, this paper is expected to provide a significant contribution to academia and practitioners in understanding the application of Six Sigma.

The paper analyzes the impact of Six Sigma in a more organized approach than previous report. This approach categorizes the impact based on driver, enabler, and performance through an empirical study. Additionally, the relationship diagram and the comparison between Six Sigma and TQM are established in this paper. It is believed that such study is rarely published in academic journals.

The objective of this paper is to explore the critical success factors (CSFs) for Lean Six Sigma (LSS) in the Malaysian automotive industry.

Structural equation modeling (SEM) was employed to test the model drawing on a sample of 252 Malaysian automotive organisations. Exploratory factor analyses (EFA), confirmatory factor analysis (CFA), and reliability analysis empirically verified and validated the underlying items of CSFs of LSS.

The results of EFA, CFA, and reliability analysis show that two items for supplier relationship are recommended to be excluded from the analysis. The result indicates that LSS has identified 40 items as compared to the original questionnaire which had 42 items. Based on the survey of empirical data, the two factors of leadership and customer focus have been shown to be the extremely important factors for LSS implementation in the Malaysian automotive industry.

Firstly, this survey is based only on the automotive industry in Malaysia, and therefore it is not generalisable to other industries. Secondly, there may be other CSFs for LSS such as culture change, project management skill, and employee involvement, which were not included in this study. Finally, for future research agenda, the authors are looking at the structural relationship between LSS practices and organizational performance in the Malaysian automotive industry.

The developed and tested content of this study fills the research gap by providing reliable and useful reference material on the CSFs of LSS. On top of that, the contribution for academic researchers and practitioners is to provide important guidelines for automotive and related companies to implement LSS strategic practices to improve organizational performance.

This paper aims to resolve a staffing solution for a purchasing department at the University of Miami to expand a service request bulk purchasing program that generates savings for the university and respective departments.

The well‐known lean Six Sigma methodology is applied to yield consistent results and eliminate unnecessary actions (steps/tasks) by the staff.

The university is able to reduce processing time for a service request from 168 hours to 2.27 by streamlining communication and service request and automating lengthy process steps using a proprietary built workflow intelligence system.

There are limited publications in the field of lean Six Sigma as an approach to staffing solutions.

This paper provides an unexplored practical application of lean Six Sigma to yield a staffing solution.

The purpose of this paper is to review the literature and provide an overview of the history, evolution and existing research on continuous improvement (CI). It reviews a large number of research papers in this field and presents the overview of various CI implementation practices demonstrated by manufacturing organizations globally.

The paper systematically categorizes the published literature, analyzes and reviews it methodically.

The paper reveals the important concepts, case studies and surveys in concerned with CI methodology. The contributions of CI programmes towards improving manufacturing performance of the organizations and CI values that underlies continuous improvement have also been highlighted.

The literature on classification of CI has so far been very limited. The paper reviews a large number of papers in this field and presents the overview of various CI practices demonstrated by manufacturing organizations globally. Further the future implications have also been discussed for the smooth and effective implementation of CI practices in manufacturing organizations.

The paper contains a comprehensive listing of publications on the field in question and their classification. It will be useful to researchers, professionals and others concerned with this subject to understand the significance of CI methodology.

The purpose of this paper is to quantify Toyota's managerial values known as the Toyota Way to understand the cultural aspects of the Toyota production system (TPS).

The research methodology in this paper utilizes latent semantic analysis and singular value decomposition to analyze corporate memory documents to determine from organizational view how TPS is prescribed ideally to achieve Toyota's culture.

This work shows that the Toyota Way heavily centers on the principle ofGenchi Genbutsuwhich is the practice of seeing problems first hand. Findings also show that Toyota's widely popularizedKaizenphilosophy is de‐emphasized compared to team work and respect for people. Toyota's culture is somewhat balanced between individualism and collectivism which disagrees with most national Asian cultures. Finally, results show that Toyota reinforces both long‐ and short‐term orientations which disagree with most national views of Japan's national culture.

Future work using latent semantic analysis should include a broader spectrum of literature on which to perform the analysis. This analysis is limited to developing theories about Toyota's culture but does not actually describe the culture that exist in the workplace.

This work provides a broad guideline with which to structure a lean culture. It provides the reader with knowledge of what parts of a corporate culture to deem the most significant. Improving upon each of these company values with the weighted significance elicited in this document could provide a positive impact within an organization.

The methodology used in this paper is a brand new, fledgling technique that could provide significant improvements in studying lean cultures. The concepts of this technique will be useful to researchers in this field and the results will be of value to management who wish to create a more efficient organization.

This research uses an optimisation model, based on the Six Sigma methodology, which assists marine container terminal operators to minimize trucks' congestions, as a defect in the global containerisation and smoothing the gate activity to reduce trucks' turn‐around times. The main purpose of this paper is implementing the Six Sigma in the landside of marine container terminals to reduce the average number of trucks in queues and average trucks' waiting times in both entrance and exit gates.

This study examines the applicability of the DMAIC method along with the SIPOC, cause and effect diagram, and failure mode and effect analysis (FMEA).

In this paper, Six Sigma methodology is found as an accurate optimisation tool in marine container terminals. Risk Priority Numbers obtained from the FMEA analysis denote that additional control procedures and associated inspections are needed as monitoring tools on the working time and activity of weighbridge operators and truck's drivers. In addition, serious consideration should be given to operator's performance appraisal and improving the administrative systems.

This study was carried out with some boundaries; like the complex operational system in marine container terminals, available data, time constraints, training the team members and controlling the implemented obtained results.

To date, no study has adequately examined the Six Sigma methodology in marine container terminals as an optimisation tool for reducing trucks' congestion. The challenging issues inherent this problem and the limitation of existing research, motivates this study.

The purpose of this paper is to provide Lean Six Sigma deployment champions with a structured approach to identify and prioritize parts of their business that are conducive to the Lean Six Sigma methodology.

A five‐step approach to Lean Six Sigma project identification is presented in this paper. The approach utilizes a clustering technique to group similar processes based on seven process characteristics. The clusters formed are then evaluated and prioritized for their compatibility to Lean Six Sigma.

The clustering approach can be applied to any industry segment, including non‐manufacturing, healthcare and financial‐based organizations. A case study is presented in this paper in which the approach is applied to an IT based company. A total of 30 percent of the business processes were found to be Lean Six Sigma conducive.

The current model does not have provision to consider the current performance of a process as an evaluation criterion. This requires the deployment champion to use the model in conjunction with a Balanced Scorecard. Future research will address this limitation.

There is a general lack of a mathematical approach to enable Lean Six Sigma practitioners to identify parts of their business that are conducive to the methodology. This research attempts to bridge this gap in the literature by using an unsupervised learning approach, using a clustering algorithm, to group processes based on seven process characteristics. The cluster evaluation helps the deployment champion identify key areas within the business to focus an LSS deployment.

The purpose of this paper is to utilize the power of Six Sigma, a disciplined approach to improve quality of product, process or service quality, for accident prevention in the manufacturing industry.

This paper presents the basic features of DMAIC methodology of Six Sigma and its application for the purpose of accident prevention; illustrates the set of tools and techniques to be used at different phases of DMAIC for accident data analysis; and outlines the DMAIC methodology by analyzing accident data from a large process industry in India.

The systematic and logical approach of Six Sigma problem solving could identify many root causes for accident and identification and deployment of corrective actions horizontally to relevant processes.

Six Sigma has been successfully implemented in improving manufacturing processes but its application for the purpose of accident prevention is still limited. This paper demonstrates that Six Sigma principle can resolve such problems, and can be used by any plant to solve similar problems of accident prevention.