The focal point of this master thesis is Lean Six Sigma methodology and its application on project from practice. Company Doosan Bobcat that has its principles implemented provides this real background. Bobcat still improve and educate itself in this area. Company offered a project from its logistics department that should optimize parts preparation for their transport from one warehouse to another, for this thesis. The project is solved within DMAIC cycle that is firstly described theoretically and then applied on. Then, the tools that are used in individual cycle phases are described as well. The results of the thesis are improvement suggestions, their implementation plan and control plan.

Baring some limited exceptions, all large non-manufacturing organisations want to improve quality together with reducing costs, and the deployment and implementation of continuous improvement methodologies is commonly viewed as a daunting and sometimes even an impossible undertaking. Many organisations and their leadership fail to properly structure or support continuous improvement initiatives incorporating customer centricity, which ultimately doom them to failure. Business performance excellence programmes enables firms to provide a mechanism to identify and eliminate operational waste; enhance customer experience; and systematically increase profits. Thus, performance excellence has become a key indicator of a firm’s ability to achieve sustained profitability and competitiveness. This study has led to the development of a theoretical framework for effectively implementing and deploying an appropriately adapted Lean Six Sigma (LSS) in large non-manufacturing companies. It also creates a better understanding of the impact that an adopted Lean Six Sigma can have on the success of large non-manufacturing companies, and establish how effectively such organisations can implement the revised methodology, as measured against the said theoretical framework, thus to be able to make recommendations on how they can reduce cost, optimise their performance and become customer centric. A literature survey was done on Lean, Six-sigma and Lean Six Sigma to evaluate the history, benefits, and challenges during implementation, applicability to services oriented industries and the defining of the critical success factors required for effective implementation.The conceptual background from the literature review identified the research gap on which a theoretical framework for non-manufacturing companies was developed. Field-based interviews were conducted with the relevant senior personnel of four large non-manufacturing companies in order to complete the structured questionnaires to provide the data for understanding the mechanisms by which Lean Six Sigma deployment is addressed in the organisations. Fieldwork consisted of interviews with directors, senior executives, line managers and other staff that have in-depth knowledge of their organisation’s Lean Six Sigma deployment activities. These personnel members were selected on the basis of their direct decision-making and long-term involvement in their organisations’ continuous improvement activities throughout the assessment, negotiation and implementation phases. Detailed research on each organisation’s Lean Six Sigma activities preceded every interview. The interviews themselves were highly structured, and focused on the specific organisation’s Lean Six Sigma challenges on implementation and deployment of the method. The questionnaire was designed around the key factors needed in order to successfully manage Lean Six Sigma deployment challenges, as identified by theory and case studies and to test the degree of conformance to these theories by the four non-manufacturing companies. The findings in this study proves that, South African non-manufacturing companies are not adopting Lean Six Sigma to the point where it is going to make any sort of significant difference to the bottom line over a significantly meaningful period of time, judging from the statistical analysis from the survey results presented. The proposed framework provides for clearly defining the project infrastructure and methodology before the Lean Six Sigma project begins. This clearly helps to gain funding to embark on the projects, and will be helpful in any non-manufacturing company that must justify, as most do, how they spend the capital budget. The detailed cost/benefit analysis created during the implementation phase provides for the ability to gain funding for the implementation activities. People used to think of customer-centricity programmes mostly in terms of Customer Relations Management systems. Therefore, this research proposed a framework for management, supported by technology to become customer centric in a holistic manner. Many projects need not begin with any major technical investments. What matters more is a sustained focus on the financial goal and the transformation effort required to achieve that goal. Profitable Lean Six Sigma companies focus not only on integrating customer centricity into the organisation, but on ensuring that the entire “ecosystem” of the business - stakeholders, along with organisational processes, and structures - are aligned in ways that support Lean Six Sigma and customer-centric growth strategy. / PhD (Business Administration), North-West University, Potchefstroom Campus, 2015

Baring some limited exceptions, all large non-manufacturing organisations want to improve quality together with reducing costs, and the deployment and implementation of continuous improvement methodologies is commonly viewed as a daunting and sometimes even an impossible undertaking. Many organisations and their leadership fail to properly structure or support continuous improvement initiatives incorporating customer centricity, which ultimately doom them to failure. Business performance excellence programmes enables firms to provide a mechanism to identify and eliminate operational waste; enhance customer experience; and systematically increase profits. Thus, performance excellence has become a key indicator of a firm’s ability to achieve sustained profitability and competitiveness. This study has led to the development of a theoretical framework for effectively implementing and deploying an appropriately adapted Lean Six Sigma (LSS) in large non-manufacturing companies. It also creates a better understanding of the impact that an adopted Lean Six Sigma can have on the success of large non-manufacturing companies, and establish how effectively such organisations can implement the revised methodology, as measured against the said theoretical framework, thus to be able to make recommendations on how they can reduce cost, optimise their performance and become customer centric. A literature survey was done on Lean, Six-sigma and Lean Six Sigma to evaluate the history, benefits, and challenges during implementation, applicability to services oriented industries and the defining of the critical success factors required for effective implementation.The conceptual background from the literature review identified the research gap on which a theoretical framework for non-manufacturing companies was developed. Field-based interviews were conducted with the relevant senior personnel of four large non-manufacturing companies in order to complete the structured questionnaires to provide the data for understanding the mechanisms by which Lean Six Sigma deployment is addressed in the organisations. Fieldwork consisted of interviews with directors, senior executives, line managers and other staff that have in-depth knowledge of their organisation’s Lean Six Sigma deployment activities. These personnel members were selected on the basis of their direct decision-making and long-term involvement in their organisations’ continuous improvement activities throughout the assessment, negotiation and implementation phases. Detailed research on each organisation’s Lean Six Sigma activities preceded every interview. The interviews themselves were highly structured, and focused on the specific organisation’s Lean Six Sigma challenges on implementation and deployment of the method. The questionnaire was designed around the key factors needed in order to successfully manage Lean Six Sigma deployment challenges, as identified by theory and case studies and to test the degree of conformance to these theories by the four non-manufacturing companies. The findings in this study proves that, South African non-manufacturing companies are not adopting Lean Six Sigma to the point where it is going to make any sort of significant difference to the bottom line over a significantly meaningful period of time, judging from the statistical analysis from the survey results presented. The proposed framework provides for clearly defining the project infrastructure and methodology before the Lean Six Sigma project begins. This clearly helps to gain funding to embark on the projects, and will be helpful in any non-manufacturing company that must justify, as most do, how they spend the capital budget. The detailed cost/benefit analysis created during the implementation phase provides for the ability to gain funding for the implementation activities. People used to think of customer-centricity programmes mostly in terms of Customer Relations Management systems. Therefore, this research proposed a framework for management, supported by technology to become customer centric in a holistic manner. Many projects need not begin with any major technical investments. What matters more is a sustained focus on the financial goal and the transformation effort required to achieve that goal. Profitable Lean Six Sigma companies focus not only on integrating customer centricity into the organisation, but on ensuring that the entire “ecosystem” of the business - stakeholders, along with organisational processes, and structures - are aligned in ways that support Lean Six Sigma and customer-centric growth strategy. / PhD (Business Administration), North-West University, Potchefstroom Campus, 2015

ITC/USA 2009 Conference Proceedings / The Forty-Fifth Annual International Telemetering Conference and Technical Exhibition / October 26-29, 2009 / Riviera Hotel & Convention Center, Las Vegas, Nevada / Sponsored by the Central Test and Evaluation Investment Program (CTEIP), the integrated Network Enhanced Telemetry (iNET) project has created a proposed architecture for network enhancing aeronautical telemetry. Given the static nature of the current aeronautical telemetry architecture (it has not significantly changed in over 50 years), it is recognized that iNET must be carefully deployed to avoid test disruptions and safety issues. In support of a smooth transition to this new architecture, the Naval Air Warfare Division Aircraft (NAWCAD) conducted an extensive continuous process improvement project. This paper will describe the process, defined and launched by this study, to assure the safe deployment of iNET.

This thesis deals with the Six Sigma and LEAN project management methodology and its mutual linkage to Lean Six Sigma. In the first part it describes its basic theoretical principles explaining the background and the roots of both approaches. Furthermore, the adaptation to SAP Sigma is brought to light. In the practical part a case study of the application of Six Sigma on a project called FastClose is introduced and investigated. In addition, Lean Six Sigma methods are applied as well in order to explore further improvement potential within the project.

Abstract Six Sigma is a kind of quality control system originated in Motorola. It did not receive great attention of the world until the successful experience of Six Sigma in General Electric Company was made public. From then on, the world-famous enterprises started to introduce Six Sigma into their companies. In view of the great contributions of the Six Sigma quality control system implemented in Europe and America toward financial performance as well as the demands of customers who have carried out the Six Sigma quality control system, numerous domestic enterprises considered to introduce the quality control system as an important tool for improving their competitive ability in recent years. Going alone with such a trend, now many management consultants in Taiwan are facing the challenge of transformation. It seems that Six Sigma is a combination of the tools and techniques we used before, in which nothing is new. However, its managing philosophy and methodology do create achievements that can¡¦t be found in other management system. From the viewpoint of an enterprise under guidance, the author drew a conclusion of this study based on the in-depth interviews of the enterprises that actually promote the Six Sigma activity, and submitted the results of the study on transformation of such management consultants to be Six Sigma consultants. The main contributions of this study are as the following: 1. To establish a Six Sigma consulting procedure and list the main tasks of each step for the reference of domestic management consultants who plan to devote themselves to the guidance and instruction of Six Sigma quality control system. 2. To make suggestions to interview of the enterprises which have adopted the Six Sigma quality control system on continuous promotion of the system and further improvement of their performance. 3. To submit the prerequisites for an excellent Six Sigma consultant for the reference of the consultants who intend to engage in or have been engage in the consulting service of Six Sigma.

O Lean Six Sigma é a metodologia originada a partir da integração das metodologias Lean e Six Sigma. O Lean Six Sigma procura eliminar as perdas e reduzir os defeitos, agregando os benefícios de cada uma das duas metodologias que a dão origem. O objetivo deste trabalho é aplicar a metodologia Lean Six Sigma para melhoria de um processo produtivo. Neste trabalho é apresentada uma revisão bibliográfica sobre as metodologias Lean e Six Sigma, buscando a compreensão das origens do Lean Six Sigma, e uma revisão sobre a metodologia Lean Six Sigma. Baseado na revisão bibliográfica é apresentada uma metodologia para aplicação do Lean Six Sigma, que tem por estrutura o DMAIC (Define, Measure, Analyze, Improve and Control). Na sequência esta metodologia é aplicada para melhoria de um processo produtivo. Os resultados da aplicação do Lean Six Sigma foram: aumento do nível de sigma e redução dos defeitos do processo, demonstrando que as metodologias Lean e Seis Sigma podem ser integradas, e como ocorre essa integração. Os fatores de sucesso da aplicação da metodologia Lean Six Sigma também foram evidenciados. / Lean Six Sigma is a methodology originated from the integration of Lean and Six Sigma. Lean Six Sigma seeks for eliminate waste and reduce defects, combining benefits from both methodologies. The objective of this dissertation is apply the Lean Six Sigma methodology to improve a production process. In this dissertation is presented a bibliography review about the Lean and Six Sigma methodology, looking for understanding of the Lean Six Sigma sources and a review about the Lean Six Sigma methodology. Based on the bibliography review is presented a methodology to apply Lean Six Sigma, that has the DMAIC as the structure (Define, Measure, Analyze, Improve and Control). This methodology is applied to improve a production process. The results of the Lean Six Sigma application were the increase of sigma level and reduction of process defects, showing that Lean and Six Sigma can be combined and how this combination happens. The success factors of the application of Lean Six Sigma methodology were evidenced.

Uppsatsens tema är hur man kan arbeta med kvalitetsstyrning och kvalitetsutveckling inom fallföretaget Genevads. I uppsatsen studeras förekomsten av kvalitetsbrister i produktionsprocessen. Diagnosen leder fram till uppsatsens andra steg där vi söker efter bättre kvalitetstyrning och kvalitetsutveckling. Teoretiskt fokus ligger på "lean six sigma" och kvalitetsutveckling enligt "lean"-principerna.

<p>Uppsatsens tema är hur man kan arbeta med kvalitetsstyrning och kvalitetsutveckling inom fallföretaget Genevads. I uppsatsen studeras förekomsten av kvalitetsbrister i produktionsprocessen. Diagnosen leder fram till uppsatsens andra steg där vi söker efter bättre kvalitetstyrning och kvalitetsutveckling. Teoretiskt fokus ligger på "lean six sigma" och kvalitetsutveckling enligt "lean"-principerna.</p>

BAGA Water Technology är ett svenskt företag som är verksamt inom vattenhantering med fokus på konstruktion och tillverkning av reningsverk särskilt anpassade för att klara de nordiska förhållandena. De är en av marknadens ledande aktörer inom området vilket gör att en ständig utveckling krävs för att konkurrenskraften ska bibehållas. Företagets huvudkontor är beläget i Karlskrona medan produktion och lagerhållning till största delen är outsourcat till en underleverantör i Norge och en i Blekinge (UL.B). Outsourcingen till UL.B har visat sig inge problem då kvalitén av produkter inte är tillfredsställande samtidigt som den spridda lagerhållningen och produktionen gör logistiksystemet komplext och svårhanterligt. Arbetets syfte är således att göra en förstudie där BAGA erhåller data som kan användas för att ta beslut om en omorganisation av företagets outsourcade lager och produktion är en rimlig lösning på problemen samtidigt som implementerbara förändringsförslag tillhandahålls. Genom användning av Lean Six Sigmas modell för förbättringsarbete, DMAIC, samt förespråkade verktyg har först en nulägesanalys av processer och flöden kopplade till UL.B genomförts. Intervjuer och observationer både på BAGA och hos UL.B har verkat som grundläggande data. Utifrån den samlade informationen har en orsak-verkan analys gjorts med fokus på de båda problemområdena, där orsakerna sedan har prioriterats i en FMEA. Framtagning av tre förbättringsförslag har därefter gjorts, där det förslag som ansågs mest fördelaktigt är att BAGA bör investera i en utökad egen verksamhet genom tillbyggnad av en lagerbyggnad intill kontoret i Karlskrona. Detta möjliggör en förflyttning av lager och produktion från UL.B till BAGA. Beskrivningen av förändringsförslaget presenterar bland annat förändringar i processer och flöden men även förslag på en fysisk utformning där ett effektivitetstänk enligt Lean Six Sigma ständig genomsyrar arbetet. Slutligen presenteras en kostnadskalkyl som jämför nuläget med det föreslagna scenariot där det visar sig att förslaget ger en ekonomisk vinning. Utifrån de många positiva argument som har framkommit, bland annat att förslaget bidrar med minskade transporter och ett ökat inflytande över produktionen, anses det som ett strategiskt riktigt beslut att implementera förbättringsförslaget.