<p>Aim: This study investigates the degree of Six Sigma implementation in the aviation industry where it has been successful and is widely spread. Six Sigma is a quality measurement and improvement program and provides businesses with the tools to improve the capability of their business processes. The paper scrutinizes the possible consequences of implementing Six Sigma in a strictly controlled environment and how the defined success factors for implementation could be interpreted in this context. The concept of Six Sigma is examined with the objective to define recommendations for implementation at Saab Avitronics, a company within the aviation industry.</p><p>Method: The theoretical background presents what theories for Six Sigma successful implementation that are present and seeks to give the topic depth and perspective to establish a basis on which the analysis later is built on. Phases for implementation of improvement programs and success factors for Six Sigma are investigated. To establish the environment in which the theory is adapted the empirical part of the study presents a marketing audit and a SWOT analysis of Saab Avitronics. An internal survey is also performed to examine Saab Avitronics’ view on its own knowledge in the area of Six Sigma, improvement methodology, statistics, and the attitudes towards implementing a methodology based on Six Sigma. The analysis is performed by applying the theoretical background in the light of the reality of Saab Avitronics. The possibility of a successful implementation is discussed.</p><p>Result & Conclusions:Continuous improvements are a general prerequisite for survival and success and the study shows that this has also become a requirement imposed on companies within the aviation industry. Although special conditions apply to the aviation industry and Saab Avitronics there is nothing preventing from implementing the improvement concept in general, but special criteria have to be considered when choosing suitable projects. The study concludes with recommendations for Saab Avitronics on five phases for implementation; Plan, Pilot, Implement, Expand and Integrate, and main activities within these phases are defined. Finally the most important success factors for implementation at Saab Avitronics are defined and also how these should be interpreted for continuous improvement and future success.</p><p>Suggestions for future research: The investigation is limited to the aviation industry and to Saab Avitronics. Future research projects could further study the consequences at Saab Avitronics after implementation of Six Sigma, case studies of implementing best practise theories like these recommendations, and studying selection criteria for success factors.</p><p>Contribution of the thesis: The study contributes with recommendations to Saab Avitronics when implementing Six Sigma and also to the know-how and knows-what, to others than Saab Avitronics, when studying the same topic or when planning their own implementation of Six Sigma.</p>

Aim: This study investigates the degree of Six Sigma implementation in the aviation industry where it has been successful and is widely spread. Six Sigma is a quality measurement and improvement program and provides businesses with the tools to improve the capability of their business processes. The paper scrutinizes the possible consequences of implementing Six Sigma in a strictly controlled environment and how the defined success factors for implementation could be interpreted in this context. The concept of Six Sigma is examined with the objective to define recommendations for implementation at Saab Avitronics, a company within the aviation industry. Method: The theoretical background presents what theories for Six Sigma successful implementation that are present and seeks to give the topic depth and perspective to establish a basis on which the analysis later is built on. Phases for implementation of improvement programs and success factors for Six Sigma are investigated. To establish the environment in which the theory is adapted the empirical part of the study presents a marketing audit and a SWOT analysis of Saab Avitronics. An internal survey is also performed to examine Saab Avitronics’ view on its own knowledge in the area of Six Sigma, improvement methodology, statistics, and the attitudes towards implementing a methodology based on Six Sigma. The analysis is performed by applying the theoretical background in the light of the reality of Saab Avitronics. The possibility of a successful implementation is discussed. Result &amp; Conclusions:Continuous improvements are a general prerequisite for survival and success and the study shows that this has also become a requirement imposed on companies within the aviation industry. Although special conditions apply to the aviation industry and Saab Avitronics there is nothing preventing from implementing the improvement concept in general, but special criteria have to be considered when choosing suitable projects. The study concludes with recommendations for Saab Avitronics on five phases for implementation; Plan, Pilot, Implement, Expand and Integrate, and main activities within these phases are defined. Finally the most important success factors for implementation at Saab Avitronics are defined and also how these should be interpreted for continuous improvement and future success. Suggestions for future research: The investigation is limited to the aviation industry and to Saab Avitronics. Future research projects could further study the consequences at Saab Avitronics after implementation of Six Sigma, case studies of implementing best practise theories like these recommendations, and studying selection criteria for success factors. Contribution of the thesis: The study contributes with recommendations to Saab Avitronics when implementing Six Sigma and also to the know-how and knows-what, to others than Saab Avitronics, when studying the same topic or when planning their own implementation of Six Sigma.

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.

Although most organisations want to improve quality and reduce costs, the deployment and implementation of continuous improvement methodologies is commonly viewed as a daunting journey. Many organisations fail to properly structure and/or support continuous improvement initiatives, which ultimately doom them to failure. South African Banks are not adopting Lean and/or 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. So where are they going wrong? Often it comes down to key issues that are not addressed effectively as part of the deployment. The research objectives are: • The primary objective is to establish what the mission critical success factors for Lean and/or Six-sigma implementation in South African Banking are. • The secondary objective is to define a list of the sources of benefits for Lean and/or Six-sigma implementations in South African Banking. The research questions/problems to be addressed are: • What are the mission critical success factors for Lean and/or Six-sigma implementations in South African Banking? • How do South African Banks prioritise these critical success factors? • How do South African Banks that are already on the Lean and/or Six-sigma journey perform against these critical success factors? • What are the gaps between the importance’s of the critical success factors versus the banks actual performance against these, and how is this gap impacting on the benefits that the banks are experiencing? • What sources of benefits are South African Banks experiencing? • Can generic guidelines be provided to the South African Banks for successful Lean and/or Six-sigma implementation?

Ce mémoire de maîtrise décrit la première phase de la réalisation d'un prototype de polarimètre portable à 37GHz. Les polarimètres portables actuellement disponibles sur le marché coûtent au dessus de 200 000$ et sont plus adaptés à l'utilisation au laboratoire que sur le terrain. Ils nécessitent le transport de gaz à l'état liquide pour leur calibration et ont de grands besoins énergétiques. Tous ces facteurs contribuent à leur haut coût et à leur grande complexité d'utilisation. Cette première phase du projet vise à développer la partie analogique du récepteur micro-onde qui sera au coeur du prototype. D'autres travaux, à la suite de cette maîtrise, seront nécessaires afin de rendre le récepteur utilisable et compléter le prototype. Les spécifications du polarimètre ont d'abord été définies. Par la suite, la décision d'acheter ou de fabriquer chaque sous-système/circuit a été prise. Ensuite, les activités d'achat et de conception ont eu lieu. Il a été constaté que les techniques standards utilisées pour fabriquer des circuits microruban n'étaient pas assez précis. Un procédé de fabrication a alors été développé et les circuits ont été fabriqués. Le tout a finalement été intégré. La finalité de ce projet a été un système analogique qui permet d'amplifier et de traiter une onde incidente à haute fréquence et à faible intensité pour la rendre mesurable par un système d'échantillonnage et de traitement numérique. Ce système numérique sera conçu et fabriqué à une date ultérieure.

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.

Although most organisations want to improve quality and reduce costs, the deployment and implementation of continuous improvement methodologies is commonly viewed as a daunting journey. Many organisations fail to properly structure and/or support continuous improvement initiatives, which ultimately doom them to failure. South African Banks are not adopting Lean and/or 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. So where are they going wrong? Often it comes down to key issues that are not addressed effectively as part of the deployment. The research objectives are: • The primary objective is to establish what the mission critical success factors for Lean and/or Six-sigma implementation in South African Banking are. • The secondary objective is to define a list of the sources of benefits for Lean and/or Six-sigma implementations in South African Banking. The research questions/problems to be addressed are: • What are the mission critical success factors for Lean and/or Six-sigma implementations in South African Banking? • How do South African Banks prioritise these critical success factors? • How do South African Banks that are already on the Lean and/or Six-sigma journey perform against these critical success factors? • What are the gaps between the importance’s of the critical success factors versus the banks actual performance against these, and how is this gap impacting on the benefits that the banks are experiencing? • What sources of benefits are South African Banks experiencing? • Can generic guidelines be provided to the South African Banks for successful Lean and/or Six-sigma implementation?

En el presente trabajo se ha mejorado el lead time de reparación de equipos de construcción a través de la selección de una metodología de ingeniería denominada Six Sigma, para lo cual se utilizó la matriz multicriterio PJA (proceso de jerarquía analítica). Asimismo, logramos identificar los tiempos muertos por sub proceso, con la finalidad de medir los tiempos muertos en cada etapa del proceso. Por otro lado, planteamos las mejoras a través de técnicas de ingeniería de métodos, análisis de informe de capacidad six pack, gráficas MFV (mapeo de flujo de valor), entre otras, las cuales soportaron nuestra mejora de tiempo de hasta un 50 %. Asimismo, validamos el proceso con los cambios planteados en el software BIZAGI, el cual nos mostró un incremento de nuestra productividad en poco más del 40%. Finalmente, el análisis de sensibilidad con Montecarlo nos emitió una probabilidad mayor al 90% de que nuestro VAN (valor actual neto) sería mayor a MMUSD 3.00, lo cual demostraba que el proyecto era viable. / In this work it has been improved lead time equipment repair of construction machinery through the selection of an engineering methodology called Six Sigma, for which the multi matrix AHP (Analytic Hierarchy Process) was used. Also, we identify downtime by sub process, in order to measure dead times at each stage of the process. Furthermore, we propose improvements through methods engineering techniques, analysis capability report six pack, graphic VSM (Value Stream Mapping), among others, which endured our time improvement up to 50%. Also, we validate the process with the changes proposed in the BIZAGI software, which showed an increase in our productivity by just over 40%. Finally, the sensitivity analysis montercalo gave us greater than 90% probability that our NPV (net present value) would be higher than MMUSD 3.00, which showed that the project was viable. / Tesis

Studien går ut på att se om metoden DMAIC (Define, measure, analyze, improve och control) är ett bra sätt att minska kvalitetsbristkostnader hos ett kontrakts tillverkande företag. Aktuell forskning på Six Sigma, som är en metodik för förbättringsprojekt, och DMAIC har legat som bas för den teori som applicerats.  Produktfamiljen som har att undersökts heter STB och består av två olika processer, montering av motor och montering av strömmodul. För att avgränsa studien ytterligare kommer endast montering av motor att arbetas med och analyseras för att identifiera vilken är fyra stycken olika komponenter där modellen DMAIC kommer att appliceras som förbättringsmetod, för att finna vilken av dem som bidrar till höga kvalitetsbristkostnader.   Under arbetets gång har det framkommit att verksamheter inom samma bransch till sin fördel, bör logga testresultat för att underlätta framtida förbättringsarbeten. Det grundar sig i att många förbättringsarbeten med DMAIC som fokus, använder sig av statistiska metoder. Med det sagt har det visat sig att det går att utföra ett DMAIC projekt utan den typen av statistik, men att det är en fördel ifall den finns tillhanda. / The study is about whether the DMAIC (Define, measure, analyze, improve and control) method is a good way to reduce cost of poor quality in a contract manufacturing company. Current research of Six Sigma, which is a method applied for improvement projects, and DMAIC has been the basis for the theory applied.  The product family that has been examined is called STB and contains two different processes, mounting of engine and mounting of the power module. For further delineation the study will only focus on the mounting of the engine to analyse and identify which one of the four different components where the DMAIC method will be applied as an improvement method, could be the source of the high cost of poor quality.   During this study it has been found that activities in the same industry, to their advantage, should log test results to facilitate future improvements. This is based on the fact that many improvements, with DMAIC as a tool, focuses on using statistical methods. With that, it has been found that it is possible to perform a DMAIC project without statistics but for future state there will be an advantage for the company if it would be available.

Made available in DSpace on 2014-06-12T17:40:00Z (GMT). No. of bitstreams: 2 arquivo597_1.pdf: 3436623 bytes, checksum: 8bbb71dd0d1a5827437a026f07b7fa98 (MD5) license.txt: 1748 bytes, checksum: 8a4605be74aa9ea9d79846c1fba20a33 (MD5) Previous issue date: 2010 / No mundo globalizado e de intensa concorrência que vivemos hoje, fica evidente a necessidade de buscarmos forma de melhoria no desempenho competitivo das organizações, seja pela melhoria de qualidade nos processos, produtos e serviços, seja pela diminuição dos desperdícios em nossas operações, neste sentido a metodologia Lean Six Sigma tem sido preconizada como forma de atingir a excelência necessária a sobrevivência das organizações. A presente dissertação propõem um modelo de implementação da metodologia LSS nas organizações, utilizando seus elementos mais visíveis , apresentados como ferramentas do sistema e os organiza levando-se em conta os aspectos sistêmicos e subjetivos da mesma, representados pela filosofia, cultura, conceitos e questões psico-sociais necessárias para que o LSS cumpra seu papel no desenvolvimento das diferentes áreas da organização. O modelo de implementação do LSS utiliza ainda, alguns indicadores de desempenho que visam possibilitar o melhor acompanhamento do processo de implementação, da performances das ferramentas utilizadas e do próprio resultado obtido por esta metodologia para organizações, além de se preocupar em aferir o alinhamento do LSS com a própria estratégia de negócio da organização