Cada vez mais presentes no ambiente industrial, as metodologias de melhoria contínua estruturam e sistematizam a implantação e a aplicação de técnicas, ferramentas e práticas de melhoria dos processos, que permitem reduzir o lead time, aumentar a satisfação do cliente, diminuir a variabilidade dos processos e elevar a qualidade do produto. Neste contexto, o objetivo deste trabalho é, com o auxílio de um framework teórico, estudar o uso de Lean Manufacturing e Six Sigma em um caso real pertencente ao parque industrial nacional. Dessa forma, optou-se por realizar um estudo de caso em uma empresa do ramo automobilístico, visto a relação do setor com a melhoria contínua. A companhia já utilizava as técnicas e ferramentas há mais de uma década e, além de mostrar a sua abordagem com relação à melhoria contínua de forma geral, apresentou dois casos para comparação das soluções encontradas para seu próprio aperfeiçoamento. Foi observado que a empresa encontra-se em um estágio intermediário-avançado dentro do framework construído e foi ressaltado que o Kaizen é a principal forma de melhoria usada. / Increasingly present in industrial environment, the continuous improvement methodologies structured and systematized the implementation and employment of techniques, tools and practices of process improvement, which allow reducing lead time, enhancing customer satisfaction, decreasing process variability and raising product quality. In this context, supported by a framework, what this study aims at is to review the use of Lean Manufacturing and Six Sigma in a real case belonging to the national industrial park. Hence, a case study was chosen in a company from the automotive industry, insofar as its relationship with continuous improvement. The company had already been using the techniques and tools for over a decade and it was provided an overview of its approach and, in addition, two cases to have their solution compared. It was observed that the company stands in an upper intermediate stage according to the developed framework and it was also highlighted that Kaizen is the main improvement means used.

Cada vez mais presentes no ambiente industrial, as metodologias de melhoria contínua estruturam e sistematizam a implantação e a aplicação de técnicas, ferramentas e práticas de melhoria dos processos, que permitem reduzir o lead time, aumentar a satisfação do cliente, diminuir a variabilidade dos processos e elevar a qualidade do produto. Neste contexto, o objetivo deste trabalho é, com o auxílio de um framework teórico, estudar o uso de Lean Manufacturing e Six Sigma em um caso real pertencente ao parque industrial nacional. Dessa forma, optou-se por realizar um estudo de caso em uma empresa do ramo automobilístico, visto a relação do setor com a melhoria contínua. A companhia já utilizava as técnicas e ferramentas há mais de uma década e, além de mostrar a sua abordagem com relação à melhoria contínua de forma geral, apresentou dois casos para comparação das soluções encontradas para seu próprio aperfeiçoamento. Foi observado que a empresa encontra-se em um estágio intermediário-avançado dentro do framework construído e foi ressaltado que o Kaizen é a principal forma de melhoria usada. / Increasingly present in industrial environment, the continuous improvement methodologies structured and systematized the implementation and employment of techniques, tools and practices of process improvement, which allow reducing lead time, enhancing customer satisfaction, decreasing process variability and raising product quality. In this context, supported by a framework, what this study aims at is to review the use of Lean Manufacturing and Six Sigma in a real case belonging to the national industrial park. Hence, a case study was chosen in a company from the automotive industry, insofar as its relationship with continuous improvement. The company had already been using the techniques and tools for over a decade and it was provided an overview of its approach and, in addition, two cases to have their solution compared. It was observed that the company stands in an upper intermediate stage according to the developed framework and it was also highlighted that Kaizen is the main improvement means used.

A new reality, where human labor is replaced by automated machines is causing production management to rethink how they can steer the production to meet their customers demand. There is a gap of values, techniques and tools to communicate with the processes existing in the new modern factories, where data sometimes is the single output. This thesis purpose was to develop a model out of Lean and Six Sigma, as an answer to how modern factory could work with an information system, reaching the ideal state.   Through a theoretical analysis, Lean and Six Sigma differences in values, techniques and tools were weighted by the ideal state and recommendations from literature. Through a unstructured interview and system design review with a logistic group at a Swedish Modern Factory (SMF) a concept of an information system was developed. A project to test the model was initialized, where Define, Measure and Analyze phase was conducted. The model was thereafter modified from the projects implications.   The result was a Lean Six Sigma model which values are customer focus, ideal state, result orientation, committed leadership, education and involvement. The technique follow a DMAIC cycle and continuous improvements through a current to future state approach. The used techniques were considered Six Sigma heavy, where Leans principles are considered into the models values. The information system supports the model in setting the processes of the factory in either stability or potential state, where they differ in Measure and Analyze phase. The test at SMF developed several assignable causes to variation on the component As lead time. The model adapted after the test to involve a Measurement System Analysis (MSA), before setting the next current state of the process. / En ny verklighet där människor byts ut mot automatiska maskiner får produktionstekniker att fundera hur det ska styra produktionen för att möta kunders behov. Det finns en brist av värderingar, tekniker och verktyg till att kommunicera med processer i de moderna fabrikerna, där data ibland är det enda att analysera. Examensarbetets syfte var att utveckla en Lean och Six Sigma modell, som ett svar för hur moderna företag kan arbeta med ett informationssystem, för att nå det ideala stadiet.   Genom en teoretisk analys har Leans och Six Sigmas skillnader blivit vägda mot rekommendationer från litteraturen och det ideala stadiet. Genom en ostrukturerad intervju och en genomgång av systemets design hos en logistikgrupp, på ett svenskt företag (SMF), har ett koncept av ett informationssystem framtagits. Ett projekt för att testa modellen påbörjades, där Define, Measure och Analyze fasen var genomförda. Modellen blev därefter modifierad genom de implikationer projektet stött på.   Resultatet av den teoretiska analysen gav en Lean Six Sigma modell, vilka värdering är kundfokus, ideala stadiet, resultatorientering, engagerat ledarskap, utbildning och medverkande. Tekniken följde en DMAIC (Define, Measure, Analyze, Improve, Control) cykel och kontinuerliga förbättringar, från nuläge till ett framtida tillstånd. Teknikerna blev Six Sigma tunga, där Leans principer var beaktade i modellens värderingar. Informationssystemet var en supportfunktion av modellen och skapar en status för fabrikens processer, antingen i stabilitet eller potential stadiet, där de skiljer sig åt i mät – och analys fasen. Testet på SMF genererade flera grundorsaker till variation för komponents As ledtid. Modellen anpassades till att innehålla en mätsystemsanalys (MSA), innan nuläget av processen bestäms.

With the rapid growth in the hospitality industry, its owners and managers are also facing serious challenges. The industry is becoming more and more competitive. Managers are pressed to find the balance between cutting cost to increase profit and improving the quality of the service/product to increase the value their customers’ experience. Customers are nowadays more aware of the quality of the service or the product provided to them and more than ever before, hospitality owners and managers need to focus on improving their quality. The main objective of the research was to establish whether the implementation of selected Six Sigma principles would result in a measurable improvement in the quality of a hospitality establishment. An analysis was done based on three different feedback systems, some Sig Sigma-inspired changes were made and a post-measurement was done to establish the effect of the changes. The study concluded that the implementation of selective Six Sigma principles, can improve the quality of services and products in hospitality establishments, as well as reducing their process waste in such establishments. / MBA, North-West University, Potchefstroom Campus, 2015

With the rapid growth in the hospitality industry, its owners and managers are also facing serious challenges. The industry is becoming more and more competitive. Managers are pressed to find the balance between cutting cost to increase profit and improving the quality of the service/product to increase the value their customers’ experience. Customers are nowadays more aware of the quality of the service or the product provided to them and more than ever before, hospitality owners and managers need to focus on improving their quality. The main objective of the research was to establish whether the implementation of selected Six Sigma principles would result in a measurable improvement in the quality of a hospitality establishment. An analysis was done based on three different feedback systems, some Sig Sigma-inspired changes were made and a post-measurement was done to establish the effect of the changes. The study concluded that the implementation of selective Six Sigma principles, can improve the quality of services and products in hospitality establishments, as well as reducing their process waste in such establishments. / MBA, North-West University, Potchefstroom Campus, 2015

This research report aims to provide an insight into the implementation of multiple concurrent IT frameworks, and how to best implement each of the chosen frameworks resulting in a hybrid of best practices for implementing multiple concurrent IT frameworks

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.

Dissertation submitted in compliance with the requirements for the Masters Degree in Business Administration, Durban University of Technology, 2008. / Increasing competitive pressure from global markets and technological developments has resulted in the continual demand for business improvement philosophies and methodologies to address this challenge. The LSS approach to business improvement has emerged in both the practitioner and academic literature as having a significant role in this area. In 2006, The Valspar Corporation embarked on a LSS initiative as a way to improve the business globally, to achieve sustained profitable growth and to enhance customer value. Valspar (SA) found the implementation of LSS a challenge because the organisation could not afford the appointment of a full-time Black Belt to manage the programme locally. Green Belts were appointed to lead LSS projects part-time. Management wanted to know if they have applied the LSS methodology correctly within the scope of the business, especially since not all organisations were successful in the implementation of LSS. The objective of this study was to determine the critical factors that affect the successful implementation of LSS at Valspar (SA) and to assess the degree to which these critical factors exist at Valspar (SA). In a census, the researcher used the questionnaire to gain information about the current views of employees on the LSS programme at Valspar (SA). The research highlighted the critical success factors for LSS implementation and the results of the evaluation revealed both the positive and negative aspects of the LSS programme at Valspar (SA). / Valspar Corporation

The project degree is written within the department of Industrial Engineering & Management at Uppsala University. The object with this study is to improve the current capabilities of the Internal Collection process at the service credit company Hoist Finance with the improvement methodology Lean Six Sigma and associated DMAIC cycle. In order to find out how the methodology should be adapted a case study and a literature study was carried out. The literature study was about previous research in the area of processes, Lean Six Sigma and the company Hoist Finance. The case study was performed over 4 months at Hoist Finance in the operational excellence team to understand how the methodology should be used on the company. The degree project shows great potential to apply the methodology to improve the process and if the recommendations on how the process should be performed is implemented, the process time can be reduced with 25 days and the costs with 23.34 euros per debt.

Organizations worldwide have been turning to Six Sigma program (SSP) to eliminate the defects in their products or drive out the variability in their processes to attain a competitive advantage in their marketplace. An effective certification program has been touted as a major contributor to successful implementation of SSP. An effective certification program provides the professionals involved with SSP projects a clear understanding of what their responsibilities should be in reducing the variability in their processes. Despite the benefits, a significant number of professionals who attend certification training fail to become certified. This study aimed to develop a predictive model to address the certification challenges that organizations face in implementing SSP. Through a combination of qualitative and quantitative approaches, this study investigated the perceived responsibility factors of reducing inefficiencies in Information Systems (IS) processes and the influence of these factors on the intention of professionals to acquire SSP certification. The qualitative approach was employed to gather responsibilities in reducing process inefficiencies. The quantitative approach was used to uncover the responsibility factors for a large group of SSP certification candidates in an IS organization. Survey instruments were used to collect data from the IS department of a Fortune 500 company in both qualitative and quantitative phases. The results of the qualitative and quantitative approaches indicated that five responsibility factors of leadership (LDS), technical expertise (TEX), project selection and management (PSM), analysis (ANA), and certification (CET) would have significant contribution on intention of professionals to acquire SSP certification (INI). However, the results of the Ordinal Logistic Regression predictive model developed in this study indicated that only CET was a significant predictor of INI. This study makes two important contributions to successful SSP implementation in an IS organizations. The first contribution is that CET is a significant predictor of GB candidates' intention to acquire certification. The second contribution of the present study is that gender differences affect the intention to acquire certification.