The aim of this work is to determine a methodology to measure the leanness level of the organizations that have an internship in the framework of the minor specialization of Quality Management and Lean Six Sigma at University of Economics. The theoretical part of the Thesis presents issues of Lean Six Sigma methodology, describes basic characteristics and main Lean Six Sigma tools. The Thesis also describes process of a research, on which was applied the proposed measurement methodology of an internship impact on organizations. The research methodology describes leanness measurement approach, process of data collection and its subsequent analysis and evaluation. The last chapter includes conclusion of results, suggestions and recommendations to improve Quality Management and Lean Six Sigma Practical.

The aim is to use Lean Administration metodology to improve custom clearance process steps that do not add value, but it is necessary to carry out them due to legislative reasons. The company has excellent results of applying the Lean principles in manufacturing and this thesis will bring to the company specific application of Lean Enterprise metodolgy outside manufacturing. The thesis is proof of the implementation of the company philosophy of continuous improvement, perfection does not exist, there is always the possibility of improvement.

The aim of the thesis is to suggest recommendation to optimize and increase efficiency in a process of catering ordering in a company Express Deli by using methods of lean six sigma. The work is built as real project od lean six sigma using some methods of the methodology lean six sigma. In the theoretical part of the thesis, methods of lean six sigma used in the practical part, are described. These methods are mainly methods of process mapping. Each chapter is a step of DMAIC methodology. Core part of the thesis is process mapping at a customer side, so in the other part there are all recommendations directly focused on customers requirements. The results of the work are suggested proposals for process improvement. Some of them were implemented during the project.

Theses is devided into two parts, the first one is dealing with theory the other one with practical exercise. There is basic terminology set in the first part, focusing mainly on process management and methodologies leading the current evolution in that respect, Lean and Six Sigma. I also refer about tools for mapping the processes and devote a section to theory of queues which is a main subject for modelling in the practical part. I have not omitted to mention axioms for modeling itself. Practical part comes from job experience I had. Main goal is to set up a model simulation based on the main features of the process structure, involve main principles of mentioned methodologies and to discuss the results simulation brings.

The diploma thesis is focused on implementation of lean production through using Lean Six Sigma method into an engineering company, producing cable harnesses for the automotive industry, mainly for trucks. The aim of the project is to increase production capacity by 25 %, reduce wastage rate to 3 % and design a new layout of production areas. The budget of this project is 3 million CZK. The production was slimmed down using the 5S methodology. To meet the aim of the project, three new machines had to be bought. The steps have resulted in a saving of 64 CZK per piece, which means a return on investment in about 8 months.

This thesis is primary focused on optimization of the production process in a selected company.Teoretical part of this thesis is the result of literature research of Lean Six Sigma, which is mostly used by the company. It is a brief insight to an issue and introduction of the most often used tools from Lean Six Sigma methodology, which were used afterwards in practical part of this thesis. Also there is an introduction of the company and its production portfolio. Crucial part of this thesis is it‘s practical part focused on improving of current situation on the production line with an economical and technical assessment. The main goal was to create more compact and smaller area of product line with lower work in progress.

<p>Lean Six Sigma (LSS) has been implemented worldwide for many years and has been successful in many organizations. Eloot, Huang, and Lehnich (2013) noted that achieving manufacturing excellence by using LSS was an opportunity for many companies. Liker and Rother (2011) pointed out that only 2% of companies successfully achieved the desired results with Lean plans. </p> <p>The presented dissertation identified the critical success factors of LSS implementation for Chinese manufacturing companies and explored the challenges occurring during the LSS transformations. The objectives of this dissertation were: </p> <p> i. to understand how the employee training process for LSS can be designed using total quality management (TQM) adoption in private manufacturing organizations in China;</p> <p> ii. to understand how LSS practices can be adopted successfully in SMEs in China;</p> <p> iii. to examine and explore the critical success factors (CSF) of LSS implementation;</p> <p> iv. to discuss the challenges occurring during LSS transformation.</p> <p> </p> <p>Objective (i) was achieved through a descriptive single case study. This case study showed how to apply <a>a design for Six Sigma methodology (DMADV) for staff training in quality management tools in a private organization in China</a>. The author also discussed the problems occurring during the Six Sigma project and explored how organizational culture impacted Six Sigma implementation. Objective (ii) was achieved through a detailed descriptive single case study which recorded how LSS practices were adopted successfully in a SME-VTCL in China using DMAIC methodology. Survey data was collected to identify and explore the critical success factors of LSS implementation in SMEs, by querying the voice of top, middle, and frontline management, as well as frontline workers of these companies. Objectives (iii) and (iv) were realized utilizing descriptive, exploratory, and multi-case studies designed to gather and analyze observational and interview data. The resulting interview data, and the key factors for successful LSS transformation of these three companies were discussed from the perspective of senior management and LSS promoters within the companies. Based on interview data and the Lean iceberg model, a new LSS transformation model was proposed. The author also developed 6 propositions based on the findings from the interviews. </p> <p>In summary, the results of this study provided value and references for LSS practitioners to expand the body of knowledge on the strategies used to implement LSS successfully inside organizations. The findings of this research may potentially lead more Chinese organizations to successfully adopt LSS to provide customers with high-quality products. The three LSS implementation cases described <a>critical success factors (CSFs)</a> and challenges that occurred during the transformation, may improve the success rate of implementation, help enterprises achieve the desired results through LSS, and enhance the sustainability of LSS implementations.</p>

Purpose: Lean Six Sigma has been playing a vital role in numerous organizations to enhance the productivity of the Supply Chain by reducing “waste and variance”. During Lean Six Sigma implementation, a change is introduced in the organization, the purpose is to understand the organizational change in this context in order not to end up failing in the implementation of this technique. Different factors affect organizational change, such as communication, successful implementation of ideas, training, empowerment of employees, the impact of unions, and support from the management. However, out of these factors, from the workforce perspective, which ones act as facilitators, and which ones act as barriers? Method: The approach that has been followed is the abductive approach as an interchange between theory and method, by combining deduction and induction. In the abductive research method, the research process starts with surprising facts or puzzling situations, and the research process is dedicated to their explanation. Findings: The study has identified if communication, successful implementation of ideas, developmental training of the workforce, empowerment of employees, management support, and employee unions act either as a barrier or a facilitator during the implementations of lean six sigma methods. Implications: By studying how these factors are acting (barriers or facilitators) there would be a certain help for the organizations in understanding the perspective of the employees in adapting to the change. This will ease the process, which would, in turn, help the organizations in an efficient implementation of Lean Six Sigma methods. Furthermore, it was found that the inclusion of Employees in decision making from an early stage will lead to efficiency in the implementation. Another implication that was found is that informal communication is as important as formal during the implementation of lean six sigma methods. Limitations: This study is based on one company.

Lean Six Sigma is an approach focused on improving quality, reducing variation and eliminating waste in an organization. The concept of combining the principles and tools of Lean Enterprise and Six Sigma has occurred in the literature over the last several years. The majority of Lean Six Sigma applications have been in private industry, focusing mostly on manufacturing applications. The literature has not provided a framework for implementing Lean Six Sigma programs applied to local government. This research provides a framework roadmap for implementing Lean Six Sigma in local government. The Service Improvement for Transaction-based Entities Lean Six Sigma Framework Roadmap (SITE MAP) identifies the activities, principles, tools, and important component factors to implement Lean Six Sigma. The framework provides a synergistic approach to integrating the concepts and tools of Lean Enterprise and Six Sigma using the DMAIC (Define-Measure-Analyze-Improve-Control) problem solving approach. A case study was used to validate the framework. Lean Six Sigma was successfully applied in a 7,000-citizen municipality to reduce the cycle time of the financial administrative processes in the Finance Department of the city government.

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