Zugl.: Berlin, Techn. Universiẗat, Diplomarbeit.

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As the rise of globalisation continues to pressurise companies to improve performance, there is a lot of hype surrounding Six Sigma’s abilities to do so. After all, for managerial techniques to be credible, they need to improve profit. It is therefore concerning that to date only one empirical study examines the role of Six Sigma on performance and it finds mixed empirical results. This study aims to replicate the preceding study over a more recent time period and include the impact of sector on performance. This study examined 43 Six Sigma firms listed in the United States and their financial results for a four year period from 2004 to 2007, compared to 43 homogenous firms that formed a control group. The results for five operational and five financial measures were tested using analysis of covariance to see whether, given equal initial levels of the measure, the Six Sigma firm would outperform the control firm after four years. The main contribution of this study is to show how little Six Sigma contributes to financial and operational performance overall. Companies looking to implement a Six Sigma initiative should be cognisant of this before investing in high initial investment costs. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

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.

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El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / In the Peruvian market there is a great demand for the improvement of the service and quality of the products, that is why many SMEs look for low-cost alternatives that allow them to optimize their activities and thus be able to assure the quality of the service. The problem is that there are many difficulties when implementing tools or techniques due to high costs or lack of knowledge, therefore a productivity model is proposed focused on six sigma and lean manufacturing methodologies in order to adapt the needs of SMEs with 4 phases can analyze, design, implement and monitor requirements in order to reduce mismanagement of service quality, cost savings and decrease product returns.

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Thesis (Ph.D, History) -- Queen's University, 2009. / Includes bibliographical references (leaves 246-270) Also available online.

This research deals with the optimization of preventive maintenance (PM) and process improvement for maintenance management in service sector. To stay competitive and sustain long-term profitability, process improvement methodologies have become strategically important for maintenance management in recent years. These include well-known approaches such as Total Quality Management (TQM), Business Process Reengineering (BPR), Six Sigma, Lean and Lean Six Sigma (LSS). The adoption of LSS and PM optimisation in the maintenance services sector, however, is still at an early stage. There has been very limited research in this topic reported in the literature. This research has explored the LSS and PM optimisation through case studies in vehicle fleet maintenance. This research has made contributions to knowledge in the quality management and, in particular, the process improvement methodology and service quality for the vehicle maintenance service sector, but potentially also in a broader context. The main contribution is the establishment and demonstration of a sound methodology and model to integrate LSS and PM optimisation in the vehicle fleet maintenance. The model also provides guidelines for further development of a practical process improvement framework. The proposed model is therefore considered as a basis for further empirical work relating to the process improvement in the services context. Further, this study has developed a total cost model to optimise the PM activities based on both the PM maintenance cost and the quality loss cost. There have been two parallel developments for determining the optimum PM interval, one based on the maintenance cost without considering the quality loss, and the other based on the quality loss without considering the maintenance cost. A novel approach combining the maintenance cost and quality loss has been developed. Moreover, the total productive maintenance (TPM) implementation in the service process and the integration with the LSS/PM optimisation has enhanced the theory and practice of continual improvement in maintenance. The implementation of the integrated model of LSS and PM optimisation through case studies in vehicle fleet maintenance has provided an impetus for establishing best practices within the organisation under study. The implementation of this model has also increased the future performance of the organisation. It has enabled the maintenance management based on a strong customer-supplier relationship by satisfying customer requirements. The proper utilisation of the resources and the application of LSS tools and techniques will upgrade the company procedures and reduce the maintenance non-conformities, with the key process parameters continually improved and ultimately optimized.

As empresas estão utilizando diversos processos de melhoria para adequarem seus negócios às necessidades dos clientes, à maior concorrência, a uma necessidade de flexibilização e de redução dos custos de seus processos de manufatura. O seis sigma e a produção enxuta são dois processos utilizados por empresas no Brasile no mundo. Atualmente a integração destes processos é um desafio para essas empresas, que buscam uma maneira mais eficiente de reduzir seus desperdícios e se adaptarem às necessidades de seus mercados consumidores. Surge, assim, o Lean Sigma aplicado nas empresas de diversas formas. O objetivo deste trabalho é estruturar, por meio de dois estudos de caso, como as empresas estão utilizando o seis Sigma e a Produção Enxuta em seus processos de melhoria. Verificou-se que existem diferentes formas de utilizar os processos em paralelo: na primeira empresa o processo iniciou em conjunto e depois foi separado em dois processos paralelos de melhoria. A segunda empresa foi ao contrário, começando de forma paralela, desagregada, e posteriormente se unindo em um único processo de melhoria, denominado Lean Sigma. O trabalho apresenta uma sistematização do processo de melhoria de duas empresas, dividido em Visão Geral e Objetivos, Estrutura Organizacional e Métodos de Melhoria. Foram verificadas as formas gerais de utilização dos processos de melhoria e que uma abordagem integrada, que contemple as peculiaridades de cada processo, se demonstra como uma melhor opção para um processo de melhoria que utiliza a Produção Enxuta e o Seis Sigma paralelamente. A pesquisa traz, também, como resultado, uma proposta de sistematização do Lean Sigma, considerando o conhecimento adquirido nos estudos de caso e na literatura consultada. / Enterprises are using several improvement processes to adequate their business to the clients needs, to the higher competition, to a need of been more flexible and to reduce the costs of their manufacturing costs. The Six Sigma and the Lean Production are two processes using by enterprises in Brazil and the world wide. Nowadays the integration of those two processes is a challenge to enterprises that search a more efficient way to reduce their wastes and get adapted to the needs of their markets. With this objective the Lean Sigma appears, been applied in the enterprises differently. The dissertation objective is to understand, trough two case studies, how enterprises are connecting Six Sigma and Lean Production in their improvement processes. It was verified that are several ways to run the processes in parallel: in the first enterprise, the two processes was integrated and them shared into two process in parallel. The second enterprise showed the opposite approach, beginning disintegrated, in parallel, and them running together in one improvement processes, called Lean Sigma. The dissertation presents the systematization of the improvement processes of these two enterprises, organized as follow: Global vision and Objectives, Organizational Structure and Improvement Method. Was verified the general approach used in the improvement process and that the integrated approach, that consider the peculiarities of each process, showns as a best option to run Lean Production and Six Sigma in parallel. The research presents, as a result too, a systematization proposal for Lean Sigma, considering the case studies and the consulted literature.