No / The complexity of sustainable building maintenance environment enforces organizations to develop a standardized maintenance quality management system that can be applied in all concerned departments. This Chapter presents a novel conceptual model of a hybrid Knowledge-Based Lean Six Sigma Sustainable Building Maintenance System (Lean6-SBM). The KB model seeks to apply the Lean Six Sigma philosophy to support implementation of an ideal building maintenance system. The conceptual KB model also integrates GAP technique to support benchmarking and decision making. The proposed conceptual model is presented to show the fundamental components of the Lean6-SBM. / This work was supported by the Ministry of Defense Engineering Services 403 (MoDES—Sultanate of Oman) and the University of Bradford (United Kingdom).

A continuous improvement project (CIP) is a structured improvement project using a team of people "typically representing different departments or units in the organization" working to improve a process or work area over a relatively short period of time, such as a few days or up to several months. A CIP may use different improvement methodologies and tools, and may thus be defined according to the improvement approach. For instance, an organization adopting Lean as an improvement approach is likely to have CIPs implementing Lean tools, such as 5S or value stream mapping. These projects may be referred to as Lean projects in general, although they may also represent accelerated improvement projects such as Kaizen events, Kaizen blitz, or rapid improvement projects. Alternatively, an organization utilizing Six Sigma as an improvement approach may have Six Sigma projects that use the Define-Measure-Analyze-Improve-Control (DMAIC) process and statistical tools. Some organizations adopt an integrated improvement approach, such as Lean Six Sigma, and therefore may have CIPs with an even broader set of tools from which to choose. Lastly, many organizations may have an improvement approach not characterized by any single set of improvement processes and tools, and thus, may be thought of generally as process improvement, or quality improvement, projects using a traditional methodology as plan-do-study/check-act (PDSA or PDCA). In this dissertation, all of these types of improvement projects are referred as CIPs. Since the 1980s, hospitals have been using CIPs to address some of the problems in hospitals, such as quality in healthcare delivery, internal process efficiency, communication and coordination, and the cost of services. Some hospitals have achieved significant improvements, such as reducing the turnaround time for clinical laboratory results by 60 percent and reducing instrumentation decontaminations and sterilization cycle time by 70 percent. However, as with many other companies, hospitals often experience difficulty achieving their desired level of improvements with CIPs. Therefore, the purpose of this dissertation is to identify the critical success factors (CSFs) related to CIP success. In order to achieve this goal, five objectives were achieved: creating a methodology to assess the maturity or evolution of a research field (manuscript #1), identifying a comprehensive list of CSFs for CIPs (manuscript #2), assessing the maturity of the published literature on CIPs in hospitals (manuscript #3), identifying the most important factors related to CIPs in hospitals (manuscript #4) , and conducting an empirical investigation to define the CSFs for CIPs in hospital settings (manuscript #5 and #6). This investigation was conducted in three phases: research framing, variable reduction, and model development and testing. During these phases, the researcher used the following methodologies and data collection tools: systematic literature review, maturity framework (developed as part of this dissertation), expert study, retrospective survey questionnaire, exploratory factor analysis, partial-least squares structural equation modeling, and regression modeling. A maturity framework with nine dimensions was created (manuscript #1) and applied in order to identify a list of 53 factors related to CIP in general, involving any organization (manuscript #2). Additionally, the maturity framework was used to assess the literature available on CIPs in hospitals, considering only the authorship characteristic dimension (manuscript #3). Considering the frequency of new authors per year, the relative new integration of research groups, and the limited set of predominant authors, the research field, or area, of CIPs in hospitals is one with opportunities for improving maturity. Using the systematic literature review from manuscript #3, the list of 53 factors, and the list of predominant authors, a review of the literature was conducted, along with an expert study to more fully characterize the importance of various factors (manuscript #4). A conclusion from this particular work was that it is not possible to reduce the list of 53 factors based on these results, thus, a field study using the complete comprehensive list of factors was determined to have stronger practical implications. A field study was conducted to identify factors most related to CIP perceived success (manuscript #5) and CIP goal achievement (manuscript #6). The final results and practical implications of this dissertation consist in the identification of the following CSFs for CIP success in hospitals: Goal Characteristics, Organizational Processes, Improvement Processes, and Team Operation. These CSFs include several specific factors that, to the researcher's knowledge, have not been previously studied in empirical investigations: goal development process, organizational policies and procedures, CIP progress reporting, and CIP technical documentation. Practitioners involved with CIPs, such as CIP leaders, facilitators, stakeholders/customers, and continuous improvement managers/leaders, can utilize these results to increase the likelihood of success by considering these factors in planning and conducting CIPs. / Ph. D.

Yes / This paper presents the development of a Knowledge-Based System (KBS) to support the implementation of Lean Six Sigma (L6σ) principles applied to enhance Quality Management (QM) performance within a Healthcare Environment. The process of KBS building has been started by acquiring knowledge from experts in field of L6σ and QM in healthcare. The acquired knowledge has been represented in a rule-based approach for capturing L6σ practices. These rules are produced in IF….THEN way where IF is the premise and THEN is the action. The produced rules have been integrated with Gauging Absence of Pre-requisites (GAP) technique to facilitate benchmarking of best practice in a healthcare environment. A comprehensive review of the structure of the system is given, detailing a typical output of the KBS. Implementation of L6σ principles to enhance QM performance in a Healthcare Environment requires a pre-assessment of the organisation’s competences. The KBS provides an enhanced strategic and operational decision making hierarchy for achieving a performance benchmark. This research presents a novel application of a hybrid KBS with GAP methodology to support the implementation of L6σ principles to enhance QM performance in a healthcare environment.

The software development for mobile devices such as mobile phones, smartphones and tablets requires knowledge not only of processes but also related to software and hardware technology platforms of these devices. Continuous improvement in the performance of these platforms and the increasing demand for a variety of applications require a high competitiveness and, therefore, high levels of productivity and quality. In this scenario, agile methodologies are used and fit well to frequently changing requirements and to time to market. Among these methodologies, Scrum is one of the most accepted and used, contributing to the improvement of project management, team productivity, product quality and increasing the probability of project success. On the other hand, there is an increasing adoption of quality management methodologies such as Lean Six Sigma in Information Technology and Communication (ICT) organizations due to their proven results in improving processes development and quality of services and products developed. Methodologies such as Scrum and Lean Six Sigma have different goals, however, they can contribute together in the development of software for mobile devices. In literature, there are studies that propose the integration of agile methodologies and software quality, however, they have gaps regarding the possibility of systematic reuse of this integration, as well as in evaluating the use of these integrated methodologies. Thus, this paper proposes an evolution of an existing approach, called SLeSS, that integrates Scrum to Lean Six Sigma and has been used in the software customization for mobile phones. The evolution of this approach is to add software development in addition to customization and improve integration mechanisms initially proposed with a focus on evaluation of the practices and principles of Scrum from the use of techniques of Lean Six Sigma. This new version is applied in seven actual projects that are related to software development and customization for mobile devices and their results are also discussed in this dissertation. / O desenvolvimento de software para dispositivos mÃveis como smartphones, celulares e tablets requer conhecimento dos processos e das tecnologias relacionadas Ãs plataformas de software e de hardware desses dispositivos. A melhoria contÃnua no desempenho dessas plataformas e a demanda crescente por uma variedade de aplicaÃÃes impÃem uma alta competitividade e, por conseguinte, exigem nÃveis elevados de produtividade e de qualidade dos projetos de desenvolvimento. Nesse cenÃrio, as metodologias Ãgeis sÃo utilizadas por se adequarem bem Ãs frequentes mudanÃas de requisitos e Ãs demandas de prazo desse nicho de mercado. Dentre essas metodologias, o Scrum à uma das mais aceitas e utilizadas, contribuindo na melhoria da gestÃo de projetos, na produtividade do time, na qualidade dos produtos e no aumento da probabilidade de sucesso dos projetos. Por outro lado, hà uma crescente adoÃÃo de metodologias de gestÃo da qualidade como o Lean Six Sigma por organizaÃÃes da Ãrea de Tecnologia da InformaÃÃo e ComunicaÃÃo (TIC) devido aos seus resultados comprovados na melhoria dos processos de desenvolvimento e da qualidade dos serviÃos e dos produtos desenvolvidos. Metodologias como o Scrum e o Lean Six Sigma possuem objetivos distintos, entretanto, elas podem contribuir juntas no desenvolvimento de software para dispositivos mÃveis. Na literatura existem trabalhos que propÃem a integraÃÃo de metodologias Ãgeis e de qualidade de software, entretanto, esses trabalhos possuem lacunas no que tange a possibilidade de reuso sistemÃtico das mesmas bem como a avaliaÃÃo do uso dessas metodologias integradas. Este trabalho propÃe entÃo uma evoluÃÃo de uma abordagem jà existente, denominada SLeSS, que integra o Scrum ao Lean Six Sigma e que foi utilizada na customizaÃÃo de software para celulares. Essa evoluÃÃo visa ampliar a abordagem tanto para o desenvolvimento de software alÃm da customizaÃÃo quanto para melhorar os mecanismos de integraÃÃo inicialmente propostos com um foco na avaliaÃÃo das prÃticas e princÃpios do Scrum a partir do uso de tÃcnicas do Lean Six Sigma. Para avaliar a nova versÃo, ela à aplicada em sete projetos reais de desenvolvimento e customizaÃÃo de software para dispositivos mÃveis e seus resultados sÃo tambÃm discutidos nesta dissertaÃÃo.

I dagens samhälle finns ett stort behov av processeffektiviserings-metoder för att hålla företaget konkurrenskraftigt gällande produktivitet och effektivitet. Samtidigt satsar företag idag mycket på ekologisk hållbarhet, vilket har öppnat dörren för nya så kallade Green Lean-metoder vars syfte är att förbättra både produktivitet och hållbarhet. I detta arbete behandlas metoderna 5S, Environmental Value Stream Mapping, Green Lean Six Sigma samt Green Kaizen. Syftet med arbetet var att redogöra för innebörden av respektive metod samt motivera hur dessa metoder bör appliceras och implementeras i praktiken. Först behandlades metoderna teoretiskt, därefter praktiskt med enkäter. I arbetet behandlar vi företaget Scania och undersöker hur de valt att applicera och använda de metoder, hållbara metoder, de idag använder. Resultatet visade att det finns flera olika drivkrafter till varför man väljer att implementera Green Lean-metoder samt flera olika aspekter som påverkar vilka metoder som bör väljas, som exempelvis kundkrav eller erfarenhet och kunskap inom företaget. Scania använder idag Green Performance Map och Energy Kaizen som Green Lean-metoder. Slutsatsen som drogs är att metoden som bör implementeras varierar beroende på vad företaget tillverkar, hur långt de kommit med andra processeffektiviserings-metoder såsom Lean Production och Six Sigma. Om det är en problemdriven lösning så är EVSM en stark metod medan 5S bör implementeras uppifrån ledningen. / In today's society, there is a significant need for process improvement methods to maintain a company's competitiveness regarding productivity and reasonable pricing. Additionally, companies are investing heavily in environmental sustainability, leading to the emergence of new "Green Lean" methods aimed at creating improvements in both productivity and sustainability. This study examines the methods of 5S, Environmental Value Stream Mapping, Green Lean Six Sigma, and Green Kaizen. The aim of the study is to explain the meaning of each method and to motivate how these methods should be applied and implemented in practice. The methods were first studied theoretically and then practically with surveys. Scania was chosen as a case study to examine how they have chosen to apply and use the methods they have. The results showed that there are several driving forces for why companies choose to implement Green Lean methods, and several aspects affect which methods should be chosen, such as customer requirements or experience and knowledge within the company. Scania currently uses Green Performance Map and Energy Kaizen as Green Lean methods. The conclusion drawn is that the method to be implemented varies depending on what the company produces, and how far they have progressed with other process improvement methods such as Lean Production and Six Sigma. If it is a problem-driven solution, EVSM is a robust method, while 5S should be implemented by top management.

A cana-de-açúcar e uma das principais atividades econômicas do Brasil, tanto em termos de balança comercial, como de geração de empregos. O álcool (etanol) obtido da cana-de-açúcar e um combustível menos poluente, pois, contem oxigênio na sua composição e utilizado nos veículos movidos a etanol, na composição da gasolina automotiva e nos veículos ex. A queima do etanol produz 25% menos monóxido de carbono e 35% menos oxido de nitrogênio que a gasolina. Desta forma, as nações preocupadas em diminuir seus nesses de poluição atmosférica têm considerado como uma importante solução viável, a adoção do etanol como combustível automotivo . O objetivo deste trabalho foi apresentar propostas para a melhoria da qualidade e produtividade do setor, focado no desempenho dos processos e produtos, atraves de métodos estatísticos. Foi utilizada a metodologia \"Lean Seis Sigma\" aplicada no processo produtivo do etanol, em uma usina de açúcar e de álcool, visando acelerar a velocidade do processo, através da redução do desperdício e da variabilidade. A aplicação da metodologia \"Lean Seis Sigma\" foi realizada com o uso do modelo DMAIC (Dene, Measure, Analyze, Improve, Control). A ferramenta utilizada para descrever a relação entre as variáveis de saída (Y) e as variáveis de entrada (X) foi a regressão linear múltipla, fazendo uso dos métodos de seleção de variáveis. O mapeamento do processo produtivo do etanol possibilitou a identificação das etapas que agregam e não agregam valor ao processo. Os resultados mostraram uma redução significativa no \\Lead Time\" (tempo do processo) e a identificação das principais variáveis envolvidas no processo produtivo do etanol / The sugarcane is one of the most important economic businesses in Brazil, in both terms of trade balance and job opportunity. Alcohol (ethanol), obtained from sugarcane, is a fuel cleaner, because it contains oxygen in its composition and is used in vehicles powered by ethanol, on the composition of automotive gasoline and ex-fuel vehicles. Ethanol burning produces 25% less carbon monoxide and 35% less nitrogen oxide than gasoline. Thus, the nations that concern on reducing their levels of air pollution consider it as an important and available solution to be adopted as an automotive fuel. So, this trial aimed at making some proposals for improving quality and productivity of this sector, focused on the performance of processes and products, according to some statistical methods. The studied methodology was Lean Six Sigma, applied in the production process of ethanol, in a sugar and alcohol Plant in order to speed up its process by reducing waste and variability. The Lean Six Sigma methodology was carried out using the DMAIC model (Dene, Measure, Analyze, Improve and Control). The multiple linear regression tool described the relationship among the output variables (Y) and the input variables (X), associated to the methods of variable selection. The mapping of ethanol production process enabled the identication of steps that add, and does not add value to the process. The results showed a signicant reduction in the Lead Time as well as to identify the main variables involved in the production process of ethanol.

Lack of strategies to sustain continuous improvement initiatives to serve the needs of consumers whilst restructuring to conform to regulations has resulted in the collapse of some financial service companies in Ghana. The purpose of this multiple case study was to explore strategies some leaders of financial service companies use to engage employees to sustain continuous improvement initiatives to improve organizational performance. The targeted population comprised 6 senior leaders of financial service companies in Ghana who have engaged employees to sustain organizational continuous improvement initiatives. The conceptual framework for this study was Goldratt's theory of constraint complemented by the transformational leadership theory. Data were collected using semistructured face-to-face interviews, analysis of company reports, and field notes. Based on methodological triangulation and thematic analysis, 3 themes emerged from the study: operational excellence, employee engagement and incentives, and leadership strategies. The implications of these findings for positive social change include the potential to reduce poverty and improve quality of life in Ghana. Business leaders whose organizations attain improved financial performance can direct their efforts to increasing their organization's corporate social responsibility in the communities where they do business by supporting local charities and other initiatives.

Three methodologies are associated with production optimisation, namely, Theory of Constraints (TOC), Lean and Six Sigma – and each boasts with a number of success stories. This dissertation addresses the possibility of implementing all three these methodologies in a specific sequence at an organisation and also sets out to determine the impact of this implementation. A literature survey was conducted on all three stand-alone methodologies as well as on the combined methodology, which is called the Theory of Constrains Lean Six Sigma (TLS). TLS literature suggests that TOC should be implemented first with a view to identify the constraint in an organisation. Lean implementation should follow in order to eliminate any waste in the organisation. Lastly, Six Sigma should be implemented to optimise the process variability. TOC literature explains that The Goal of any organisation is to make money. All other objectives are only the means of achieving The Goal. The literature further indicates that the constraint in any organisation determines the drumbeat, and that this constraint should be managed by means of the Drum-Buffer-Rope methodology. Lean literature points towards 14 Management Principles by means of which an organisation should be managed in order to become a Lean organisation, while Six Sigma literature is concerned with the DMAIC (Define-Measure-Analyse-Improve-Control) methodology used for improvement projects and the belt system that is used to manage these improvement projects. Jonker Sailplanes, a sailplanes manufacturer in Potchefstroom, South Africa, was used as a case study for the implementation of TLS. A description is given of the processes and procedures that were followed before and after the implementation of TLS. The TLS methodology had to be adapted in order to meet the specific needs of Jonker Sailplanes into an adapted 14-step TLS implementation plan. After implementing TOC and Lean at Jonker Sailplanes, it was found that the organisation was not ready for the transition from Lean projects to Six Sigma projects. The implementation of Six Sigma was therefore referred for future research. One of the most significant findings of the current study was the very positive impact that the implementation of TLS had on the organisation: the production tempo (throughput) of the organisation has increased while the operating expenses per aircraft have decreased. This confirms that the profit per aircraft has increased. A critical evaluation of the implementation of the TLS methodology can therefore maintain that the implementation of TLS at Jonker Sailplanes was a success since the production tempo (throughput) and the organisational profit were increased and the implementation of the methodology was done with relative ease. In terms of interpreting results it was also necessary to set out how Jonker Sailplanes proceeded from a prototyping environment to a production setup, and how specifically identifying the constraint helped to achieve this transition. Furthermore, is it argued that when Lean is implemented before TOC, this could move the organisation away from The Goal, which is to make money. The interpretation of findings suggests that the procedure followed at Jonker Sailplanes was the most appropriate one. Finally, recommendations are made for future studies in terms of how to further improve the impact of the TLS implementation at Jonker Sailplanes. / Thesis (M.Ing. (Development and Management))--North-West University, Potchefstroom Campus, 2011.

Three methodologies are associated with production optimisation, namely, Theory of Constraints (TOC), Lean and Six Sigma – and each boasts with a number of success stories. This dissertation addresses the possibility of implementing all three these methodologies in a specific sequence at an organisation and also sets out to determine the impact of this implementation. A literature survey was conducted on all three stand-alone methodologies as well as on the combined methodology, which is called the Theory of Constrains Lean Six Sigma (TLS). TLS literature suggests that TOC should be implemented first with a view to identify the constraint in an organisation. Lean implementation should follow in order to eliminate any waste in the organisation. Lastly, Six Sigma should be implemented to optimise the process variability. TOC literature explains that The Goal of any organisation is to make money. All other objectives are only the means of achieving The Goal. The literature further indicates that the constraint in any organisation determines the drumbeat, and that this constraint should be managed by means of the Drum-Buffer-Rope methodology. Lean literature points towards 14 Management Principles by means of which an organisation should be managed in order to become a Lean organisation, while Six Sigma literature is concerned with the DMAIC (Define-Measure-Analyse-Improve-Control) methodology used for improvement projects and the belt system that is used to manage these improvement projects. Jonker Sailplanes, a sailplanes manufacturer in Potchefstroom, South Africa, was used as a case study for the implementation of TLS. A description is given of the processes and procedures that were followed before and after the implementation of TLS. The TLS methodology had to be adapted in order to meet the specific needs of Jonker Sailplanes into an adapted 14-step TLS implementation plan. After implementing TOC and Lean at Jonker Sailplanes, it was found that the organisation was not ready for the transition from Lean projects to Six Sigma projects. The implementation of Six Sigma was therefore referred for future research. One of the most significant findings of the current study was the very positive impact that the implementation of TLS had on the organisation: the production tempo (throughput) of the organisation has increased while the operating expenses per aircraft have decreased. This confirms that the profit per aircraft has increased. A critical evaluation of the implementation of the TLS methodology can therefore maintain that the implementation of TLS at Jonker Sailplanes was a success since the production tempo (throughput) and the organisational profit were increased and the implementation of the methodology was done with relative ease. In terms of interpreting results it was also necessary to set out how Jonker Sailplanes proceeded from a prototyping environment to a production setup, and how specifically identifying the constraint helped to achieve this transition. Furthermore, is it argued that when Lean is implemented before TOC, this could move the organisation away from The Goal, which is to make money. The interpretation of findings suggests that the procedure followed at Jonker Sailplanes was the most appropriate one. Finally, recommendations are made for future studies in terms of how to further improve the impact of the TLS implementation at Jonker Sailplanes. / Thesis (M.Ing. (Development and Management))--North-West University, Potchefstroom Campus, 2011.

Submitted by RAQUEL TEIXEIRA CAMPOS null (kel_76@hotmail.com) on 2017-07-07T00:11:20Z No. of bitstreams: 1 Dissertação final DFSS_Raquel Campos.pdf: 1845537 bytes, checksum: d48eed6005c37ea47313bb9a9f74b44e (MD5) / Approved for entry into archive by LUIZA DE MENEZES ROMANETTO (luizamenezes@reitoria.unesp.br) on 2017-07-07T14:28:54Z (GMT) No. of bitstreams: 1 campos_rt_me_bauru.pdf: 1845537 bytes, checksum: d48eed6005c37ea47313bb9a9f74b44e (MD5) / Made available in DSpace on 2017-07-07T14:28:54Z (GMT). No. of bitstreams: 1 campos_rt_me_bauru.pdf: 1845537 bytes, checksum: d48eed6005c37ea47313bb9a9f74b44e (MD5) Previous issue date: 2017-06-20 / O design for six sigma (DFSS) é um método normalmente adotado para se planejar o design do produto com alto nível de qualidade, o DFSS tem início na concepção do produto ou processo, para que os mesmos sejam projetados ou planejados isentos de erros, sem a necessidade de melhorá-los nas etapas subsequentes do processo de desenvolvimento de produtos (PDP). O objetivo deste trabalho consiste em propor um framework para a aplicação e implementação do DFSS no PDP. O método de pesquisa adotado foi dividido em duas etapas. Primeiramente foi feita uma revisão bibliográfica sistemática, posteriormente o framework teórico foi desenvolvido, e posteriormente analisado em uma empresa de grande porte e que adota o método DFSS há mais de três anos. As principais características deste framework desenvolvido e analisado são: a síntese de métodos e ferramentas específicas para a aplicação e implementação do DFSS no PDP, seguindo o passo a passo do modelo DMADV do DFSS com a descrição dos principais objetivos de cada fase do método. Os resultados da pesquisa mostraram que a utilização do DFSS encontra algumas barreiras, e que nem todas as ferramentas que o método propõe, baseadas na literatura, são utilizadas em organizações por serem ferramentas complexas. Ao final, o trabalho apresenta um novo framework baseado na análise da organização com as ferramentas e métodos aplicados por ela. / Design for Six Sigma (DFSS) is a commonly adopted method for designing a product with a high level of quality, starting with the design of the product or process, so that it is designed or planned without error, without the need of improvement in subsequent stages of the product development process (PDP). The objective of this work is to suggest a framework for the application and implementation of DFSS in PDP. The research method adopted was divided into two stages. First, a systematic bibliographic review was done and afterwards, the theoretical framework developed was evaluated in a large company that uses the DFSS method for more than three years. The main characteristics of this framework developed and evaluated are: the synthesis of specific methods and tools for the application and implementation of the DFSS in the PDP, following the step by step of the DMADV model of the DFSS with the description of the main objectives of each phase of the method. The results of the research presented that the use of the DFSS finds some barriers, and verified that not all tools of the method are used in organizations because they are too complex. The work presents a new framework based on the analysis of the organization with the tools and methods applied by this company.