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.

No description available.

The oil industries constitute a significant part of global economic, depending on whether the value of its output, exports or jobs created. The industry affects directly the national economy, and contributes to Gross Domestic Product (GDP). Oil industries are considered the main supplier for many sectors such as industrial, transportation and so forth. On the other hand, the oil industry has faced many problems such as environmental impact, exhausts, climate change, waste, and safety; as well as customers' and employee dissatisfaction. Errors and waste in the oil industry have serious costs and consequences. Hence, a systematic methodology of quality in the oil enterprise has become an urgent necessity to minimize or eliminate waste and provide a health, safety, and environment (HS&E) performance. One of the most efficient systems of quality is the integration between Six Sigma methodology and Lean Enterprise. Lean Six Sigma (LSS) has become widely used in several areas such as manufacturing, service, and health care. The research literature does not provide a framework for implementing Lean and Six Sigma in the oil industry. A systematic general framework of the LSS implementation is developed which includes eight steps - statement, leadership, committee, deployment, prioritize, implement, review, and finalize. Then, the effectiveness of the LSS methodology of solving problems that the oil industry faces was demonstrated by providing several case studies applied successfully in different areas in the oil enterprise.

The Focus of this mixed method research was the implementation of lean six sigma principles to improve productivity of outpatients’ programs where each case requires multiple scheduling, multiple visits to patients’ homes and multiple visits to the health department. The site is the Peoria City/County Health Department (PCCHD). The PCCHD is the delegate agency for Illinois Department of Public Health Childhood Lead Poisoning Prevention Program (EH). They are also a recipient of the Federal Lead-Based Paint Hazard Control (LHC) program from the Department of Housing and Urban Development (HUD). In line with their mission, they sought opportunities to review and streamline their lead abatement programs to improve productivity and effectiveness of service value offered to their recipients. This research analyzed the current state of lead abatement efforts in Peoria County and used lean six sigma methodologies to identify quantifiable opportunities to improve the effectiveness of PCCHD’s lead abatement efforts. Results show that through the use of lean six sigma methods, the lead time of the PCCHD lead abatement program Lead-Based Paint Hazard Control from the Department of Housing and Urban Development (HUD) was reduced by 30%. Secondly opportunities to eliminate duplication and omission of activities between lead abatement programs were identified and recommended. This research confirms that lean six sigma methods can also be applied successfully to more complex programs such as the lead abatement programs that require multiple scheduling, multiple visits to patients’ homes and multiple visits to the health department

Submitted in fulfilment of the requirements of the Degree Doctor of Technology: Quality, Durban University of Technology. 2014. / The South African automotive sector is often plagued with complex and competitive business challenges owing to globalisation, economic uncertainty and fluctuating market demands. These challenges prompt business leaders in South Africa to improve their operations and to enhance innovations in processes, products and services in a very reactive manner. Literature shows that one such initiative that can assist the automotive sector to compete with the rest of the world where productivity, quality and operational costs reduction are crucial for economic success is the adoption of the integrated Lean Six Sigma tool. The automotive sector, which purports to be at the forefront of best industry manufacturing practices in South Africa, is certainly lacking in this area. The purpose of this thesis was to assess Lean and Six Sigma techniques as standalone systems, the integration of Lean and Six Sigma as a unified approach to continuous improvement and to develop a proposed Lean Six Sigma framework for the automotive component manufacturing organisations in KwaZulu-Natal (KZN), South Africa. Due to the nature and complexity of this project, it was decided to adopt the action-based research strategy and include both qualitative and quantitative techniques. Two hypotheses were formulated to guide the research. The study was confined to the greater Durban region in KZN, which formed the target population of forty two organisations within the Durban Automotive Cluster (DAC). A survey questionnaire was designed in measurable format to gather practical information from the sample organisations on the status of their existing business improvement programs and quality practices. This information was necessary to critique the sample organisations for Lean and Six Sigma requirements and compare it to the literature in terms of the KZN context. A pilot study was conducted with senior management at five automotive manufacturing organisations to determine if the participants encountered any problems in answering the questionnaire and if the methodology adopted would meet the objectives of this project. The results of the pilot study indicated high reliability scores which were sustainable for the main study. The survey questionnaire was reviewed by Lean and Six Sigma Experts, Academics and members of the DAC executive team to ensure the validity of the questionnaire to the KZN context. The logistics of the main study followed a similar format as the pilot study and the questionnaires were distributed within the DAC over a three month period. A census sample was used in the field study to collect primary data. A response rate of 75% was achieved. The results of the empirical findings revealed that the sample organisations had a very low success rate of Lean and Six Sigma adoption as standalone systems. The sample organisations only practiced certain Lean and Six Sigma tools and techniques as they found it difficult to maintain the complete transition from theory to practice. The synergies that emerged from the study of Lean and Six Sigma that affect manufacturing performance suggested that they complemented and supported each other by tailoring the deficiencies to the given environment. This information was translated into practical considerations for constructing the proposed Lean Six Sigma framework from a KZN perspective. The conclusion of the main study was that if an organisation wants improvement to happen on an ongoing basis, it needs to recognise that there are significant interactions between their management system and the improvement technique. When the organisations understand the characteristics of the environment in which they operate, they will be able to configure appropriate follow up processes to sustain their management systems. The study demonstrated that Lean Six Sigma integration repackages the stronger focus areas of Lean and Six Sigma to create its own unique approach on improving an organisation’s performance. It is anticipated that organisations which implement the proposed Lean Six Sigma framework could contribute significantly to the growth of the South African economy in terms of increased productivity, improved international competition and job creation. The value of this research is that the proposed Lean Six Sigma framework affords the KZN automotive sector a unique opportunity to create its own brand of quality that compliments its management style and industry demands. Future research should focus on testing the applicability of the proposed Lean Six Sigma framework in a real case scenario to ensure that the critical outcomes are adequately ingrained to achieve perceived organisational performance. Lastly, it is recommended that a list of performance evaluators is developed and follow up procedures to monitor the progress of the Lean Six Sigma technique is implemented.