Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 2005. / Includes bibliographical references.

Thesis (MTech (Quality))--Cape Peninsula University of Technology, 2010 / To succeed in the global market, South African enterprises need an overall operational excellence which is a key requirement for any business to sustain competiveness and growth. To effectively respond to the constant flexibility of customer demands, many quality initiatives have been developed to assist business organisations in the quest for excellence. Quality management has evolved over the years from a simple product inspection, to a modern management system that requires the involvement of the entire workforce and other stakeholders to work closely, toward customer satisfaction. Currently, the most used quality concepts by organisations throughout the world are ISO 9001(2008); Total Quality Management; Just in Time; and Six Sigma. Among these quality initiatives, Six Sigma has emerged as the most powerful quality improvement strategy. In South Africa (SA), business organisations have adopted several quality initiatives to cope with the challenges of globalisation. Six Sigma is one of the latest quality initiatives that many businesses in SA are using or considering as a mechanism to strengthen their product or service quality. This study explores a Six Sigma model for implementation in the context of the South African business environment. As less than ten percent of organisations worldwide have recognised the tremendous effects of Six Sigma in boosting their productivity and financial profit, it becomes extremely important to understand the complexity and critical aspects behind Six Sigma implementation, that organisations in SA must recognise when implementing Six Sigma. This study can assist many industries in SA, as well as those in other developing nations, who have not yet experienced Six Sigma implementation, to become aware of the complexity and critical elements of this quality approach.

Globalisation has opened up international markets for South African companies, but has also introduced competition in the domestic market. As a result, South African organisations are forced to attain global efficiency levels if they are to compete on the world market as well as maintain their domestic market share. Organisations have to come with creative methods that can enhance their competitiveness, one of them being the Six Sigma. Six Sigma is a measurement-based strategy that focuses on process improvement and variation reduction as a means towards performance improvement. The methodology has a reputation of success, however a number of organisations believe that the methodology is not relevant to their specific competitive needs. Six Sigma is seen as another continuous improvement tool applicable to first world country organisations which will fade away with time. The study was undertaken to find out challenges and successes of implementing a Six Sigma methodology at Continental Tyre SA. The findings of the study revealed that the experience of implementing Six Sigma methodology at Continental Tyre SA is similar to those experienced by first world organisations. It is concluded that Six Sigma methodology can improve organisation processes and yield financial benefits irrespective of organisation location or background. However, organisations must follow a systematic guideline when implementing the methodology. The study provides recommendations on how Continental Tyre SA can align their strategy in order to achieve organisational objectives. The following recommendations were made: Roll out Six Sigma to support departments; Align the strategy to address critical success factors; Improve project turnover time and measure the success on financial savings and number of projects completed.

This paper explores different quality management systems (QMS) and correlates their value in achieving success as measured by the Malcolm Baldrige Award. The three major quality management systems were reviewed, International Organization of Standards (ISO), Total Quality Management (TQM) and Six Sigma. Quality management systems are the single most powerful tool that a company can establish to create a sucessful organization.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Continuous improvement is a consensus theme used by many industries for improving product quality and service. In the last decade a new quality philosophy known as Six Sigma has become well established in many companies, e.g., Motorola, General Electric, Ford, Honda, Sony, Hitachi, Texas Instruments, American Express, etc. Some have suggested that the Six Sigma quality improvement philosophy is not only impacting the global business sector, but will also re-shape the discipline of statistics. The Six Sigma philosophy for improving product and service quality is based upon existing principles established by other well-recognised quality experts, (Le. Deming, Juran, and Ishikawa). The significant departure of the Six Sigma philosophy from existing quality philosophies is that it promotes a stronger emphasis on monitOring production yield and manufacturing costs associated with any quality improvement effort. The other significant contribution that Six Sigma makes to the quality movement is the detailed structure for continuous improvement and the step-by-step statistical methodology. The goal of any Six Sigma improvement effort is to obtain a long-term defect rate of only 3.4 defective parts per million manufactured. Lean and Six Sigma are recent developments in continuous improvement methodology that have been popularised by several high-profile companies. The success and complementary nature of these methodologies has led to their combination into a single methodology, commonly called Lean Six Sigma (LSS). Although there is considerable literature available and many implementations of LSS, very little published research addresses the practical experiences of companies that have implemented LSS. To formalise a Lean Six Sigma implementation strategy for MeG Industries the focus of this research was to answer the research question: "How and why are certain implementations of LSS successful or unsuccessful?" To answer this question, this research investigates the implementation processes of organisations by addressing the following investigative questions: .:. How has LSS been deployed and implemented in organisations? .:. What are barriers to LSS deployment and how are they overcome? .:. What are challenges experienced during a LSS implementation and how are they overcome? The investigative questions further focused the research question and identified several factors that appeared to significantly contribute to implementation success; these factors are: .:. Fusing business strategy with continuous improvement strategy .:. Leadership commitment and involvement in the deployment and implementation processes .:. The use of consultants that are proficient and experienced .:. A defined organisational model and infrastructure which links the continuous improvement efforts with the performance measurement system and senior leadership .:. Defined and standardised personnel selection criteria This research's purpose is to assist MeG Industries to structure a continuous improvement program that abates or eliminates the negative effects caused by deployment barriers and implementation challenges. / AFRIKAANSE OPSOMMING: Deurlopende verbetering is 'n eenstemminge tema gebruik deur menige nywerhede vir die verbetering van produkgehalte en diens. Gedurende die afgelope dekade is 'n nuwe kwaliteitsfilosofie, bekend as Six Sigma, goed gevestig in verskeie maatskappye, bv. Motorola, General Electric, Ford, Honda, Sony, Hitachi, Texas Instruments, American Express ens. Sommige het voorgestel dat die Six Sigma kwaliteit verbeteringfilosofie nie alleenlik impak maak op die globale besigheidsekor nie maar sal ook die disipline van statistiek herskep. Die Six Sigma filosofie vir die verbetering van produk en dienskwaliteit is gebasseer op bestaande beginsels gevestig deur welbekende kwaliteitdeskundiges (bv. Deming, Juran en Ishikawa). Die betekenisvolle afwyking van die Six Sigma filosofie vanaf die bestaande kwaliteitfilosofie is die bevordering van 'n sterk klem op die moniteering van produksieopbrengs en vervaardigingskostes verbind met enige kwaliteitverbeterings inspanning. Die ander betekenisvolle bydrae wat Six Sigma aan kwaliteitbeweging maak is die struktuur vir deurlopende verbetering en die stap vir stap statistiese metodiek. Die doel van enige Six Sigma verbeterings inspanning, is om 'n langtermyn defekgraad van net 3.4 defektiewe parte per miljoen vervaardig, te verkry. Lean en Six Sigma is onlangse ontwikkelings in deurlopende verbeteringsmetodiek, wat populer gemaak is deur verskeie hoe profiel maatskappye. Die sukses en komplimerende karakter van hierdie metodiekke het gelei tot die kombinasie van 'n enkel metodiek, algemeen bekend as Lean Six Sigma (LSS). Alhoewel daar aansienlike literatuur beskikbaar is, bestaan daar min gepubliseerde navorsingstukke wat die praktiese implementering van LSS deur maatskappye aanspreek. Om 'n Lean Six Sigma implementering strategie vir MCG Industries te formuleer is gefokus op navorsing wat die navorsingvraagstuk: Hoekom en waarom is sekere implementerings van LSS suksesvol of onsuksesvol?". Om hierdie vraag te beantwoord ondersoek die navorser die implementeringsprosesse van organisasies deur middel van die volgende navorsingvraagstukke: - Hoe is LSS ontplooi en geimplementeer in organisasies? - Wat is die hindernisse tot LSS ontplooiing en hoe word dit oorbrug? - Watter uitdagings word ondervind met die implementering van LSS en hoe word dit oorbrug? Die ondersoek bevraagteken verdere gefokusde navorsingvraagstukke en identifiseer verskeie faktore wat skynbaar 'n betekenisvolle bydrae lewer tot suksesvolle implementering; hierdie faktore is: -Samesmelting van besigheidstrategie met deurlopende verbeteringstrategie -Leierskapvertroue en betrokkenheid in die ontplooiing en implementerings prosesse -Die gebruik van bekwame en ervare konsultante -'n Gedefineerde organisasiemodel en infrastruktuur wat gekoppel word aan deurlopende verbeteringsinstelling deur middel van 'n prestasiemetingstelsel en senior leierskap -Bepaalde en gestandaardiseerde personeel seleksie kriteria. Die navorsing doel is om MCG Industries behulpsaam te wees met die struktuur van 'n deurlopende verbeteringsprogram wat vermindering of eliminasie van negatiewe uitwerkings, veroorsaak deur ontplooiings hindernisse en implementerings uitdagings.

Thesis (MScEng)--University of Stellenbosch, 2005. / ENGLISH ABSTRACT: This report presents the application of the six sigma quality concept in solving a true business problem. Six sigma is a quality improvement and business strategy/tool developed by Motorola in the mid 1980s. It aims at delivering products and services that approach levels of near perfection. To achieve this objective a six sigma process must not produce more than 3.4 defects per million opportunities, meaning the process should be at least 99.9997% perfect [Berdebes, 2003]. Motorola's success with six sigma popularised the concept and it has now been adopted by many of the world's top compames e.g. General Electric, Allied Signal-Honeywell, etc. All the six sigma companies report big financial returns as a result of increased quality levels due to the reduction in the number of defects. 'General Electric reports annual benefits of over $2.5 billion across the organisation from six sigma' [Huag, 2003]. The six sigma concept follows a five step problem-solving methodology known as DMAIC (Define, Measure, Analyse, Improve, Control) to improve existing processes. Each of these steps makes use of a range of tools, which include quality, statistical, engineering, and business tools. This report first gives a theoretical presentation on quality and six sigma, attempting to answer the question 'What is six sigma'. A step-by-step guide on how to go through the DMAIC problem solving cycle is also presented. The six sigma concept was demonstrated by application to the colour removal process of a continuous processing plant manufacturing refined sugar. Colour removal is a very important process in sugar refining since the purpose of a refinery is to remove colour and other impurities from the raw sugar crystals. The colour removal process consists of three unit operations; liming, carbonation and sulphitation. Liming involves the addition of lime (calcium hydroxide) required for the formation of a calcium precipitate in the next unit operations. Carbonation is carried out in two stages; primary and secondary carbonation. Both stages involve the formation of a calcium carbonate precipitate, which traps colour bodies and other impurities. Sulphitation occurs in a single step and involve the formation of a calcium sulphite precipitate which also traps impurities. The pH and colour are the main variables that are being monitored throughout the colour removal process. Colour removal process Raw sugar Melting Carbonation Crystalli ~ Liming ~ c::J Secondary f+ Sulphitation .. Sugar sation Figure 1: Colour removal process The pH control of the two colour removal unit operations; carbonation and sulphitation, is very poor and as a result the colour removal achieved is below expectation. This compromises the final refined sugar quality since colour not removed in the colour removal processes ends up in the sugar. The first carbonation stage (primary) fails to lower the pH to the required specification and the second carbonation stage (secondary) is highly erratic, the pH fluctuating between too high and too low. The sulphitation process adds more sulphur dioxide than required and hence the pH is lowered below the lower specification limit. The six sigma DMAIC cycle was implemented in order to solve the problem of poor pH control. The Define phase defined the project and identified the process to be improved. The Measure phase measured the current performance of the process by collecting past laboratory data with the corresponding field instruments data. The data was used to draw frequency distribution plots that displayed the actual variation of the process relative to the natural variation of the process (specification width) and to calculate process capability indices. The Analyse phase analysed the data so as to determine the key sources of variation. The Improve phase used the findings of the analyse phase to propose solutions to improve the colour removal processes. The Control phase proposed a control plan so as to monitor and sustain the improvement gained. The key findings of the study are presented below: • Failure of the first carbonation stage to lower the pH to the required level is due to insufficient carbon dioxide gas supply. • The second carbonation reaction occurs very fast hence poor control will result in high variability. • The amount of colour removed is dependent on the input raw melt colour. • The histograms of the colour removal unit operations are off-centered and display a process variation greater than the specification width and hence a large proportion of the data falls outside the specification limits. • The % CaO and CO2 gas addition were found to be the key variables that control the processes centering on target. The % CaO having a stronger effect in the liming process and CO2 gas addition on the carbonation process. • The variation between the field instrument's pH and laboratory pH is the key variable that control the processes spread (standard deviation of the processes). • The processes Cpk values are less than C, (Cpk<Cp) meaning the processes can be improved by controlling the key variables that control centering (% CaO, CO2 gas addition). The processes capability indices are low, Cp<l meamng the processes are not statistically capable of meeting the required specifications at the current conditions. • Based on the findings of the study, the following deductions are made for the improvement of the colour removal processes in better meeting the required specifications. • Increase the CO2 gas supply to at least 4900 m31hr, calculated based on the fact that at least 140 rrr' gas is required per ton of solids in melt [Sugar Milling Research Institute Course Notes, 2002]. • Control the key variables identified to be the key sources of variation; % CaO, CO2 gas addition and variation between the field instrument's pH and laboratory pH. Reducing variation in the % CaO and increasing CO2 gas supply will improve the processes ability to maintain centering at the target specification. Maintaining a consistent correlation between the two pH readings; field instruments pH and laboratory pH will reduce the processes standard deviation and hence the processes spread. Reduction in the processes spread will minimize the total losses outside the specification limits. This will allow better control of the pH by getting rid of high fluctuations. • Control of the input raw melt colour is essential since it has an impact on the degree of decolourisation. The higher the input colour, the more work required in removing the colour. In improving the colour removal processes the starting point should be in ensunng process stability. Only once this is achieved, the above adjustments may be made to improve the processes capability. The processes capability will only improve to a certain extent since from the capability studies it is evident that the processes are not capable of meeting specifications. To provide better control and to ensure continuous improvement of the processes the following recommendations are made: • Statistical process control charts The colour removal processes are highly unstable, the use of control charts will help in detecting any out of control conditions. Once an out of control condition has been detected, necessary investigations may be made to determine the source of instability so as to remove its influence. Being able to monitor the processes for out of control situations will help in rectifying any problems before they affect the processes outputs. • Evaluation of capability indices- ISO 9000 internal audits Consider incorporating the assessment of the capability indices as part of the ISO 9000 internal audits so as to measure process improvement. It is good practice to set a target for Cp, the six sigma standard is Cp=2, this however does not mean the goal should be Cp=2 since this depends on the robustness of the process against variation. For instance the colour removal processes at the current operating conditions can never reach Cp=2. This however is not a constraint since for the colour removal processes to better meet pH specifications it is not critical that they achieve six sigma quality. A visible improvement may be seen in aiming for Cp=I. On studying the effects of CO2 gas addition the total data points outside specification limits reduced from 84 % to 33 % and by reducing the variation between field instruments pH and laboratory pH for the secondary pH the total data points out of specification reduced from 55 % to 48 %. These results indicate that by improving C, to be at least equal to one (Cp=l) the total data points outside specification can reduce significantly, indicating a high ability of the processes to meet specifications. Thus even if six sigma quality is not achieved, by focussing on process improvement using six sigma tools visible benefits can be achieved. / AFRIKAANSE OPSOMMING: Hierdie tesis kyk na die toepassing van die ses sigma kwaliteitskonsep om 'n praktiese probleem op te los. Ses sigma soos dit algemeen bekend staan is nie slegs 'n kwaliteitverbeteringstegniek nie maar ook 'n strategiese besigheidsbenadering wat in die middel 1980s deur Motorolla ontwikkel en bekend gestel is. Die doelstellings is om produkte en dienste perfek af te lewer. Om die doelwit te kan bereik poog die tegniek om die proses so te ontwerp dat daar nie meer as 3.4 defekte per miljoen mag wees nie - dit wil se die proses is 99,9997% perfek [Berdebes, 2003]. As gevolg van die sukses wat Motorolla met die konsep behaal het, het dit algemene bekendheid verwerf, en word dit intussen deur baie van die wereld se voorste maatskappy gebruik, o.a. General Electric, Allied Signal-Honeywell, ens. Al die maatskappye toon groot finansele voordele as gevolg van die vermindering in defekte wat teweeg gebring is. So by. beloop die jaarlikse voordele vir General Electric meer as $2.5 biljoen [Huag, 2003]. Die ses sigma konsep volg 'n vyf-stap probleem oplossings proses (in Engels bekend as DMAIC: Define, Measure, Analyse, Improve, Control), naamlik definieer, meet, analiseer, verbeter, en beheer om bestaande prosesse te verbeter. In elkeen van die stappe is daar spesifieke gereedskap oftegnieke wat aangewend kan word, soos by. kwaliteits-, statistiese--, ingenicurs-cn besigheids tegnieke. Die verslag begin met 'n teoretiese oorsig oor kwaliteit en die ses sigma proses, waardeur die vraag "wat is ses sigma" beantwoord word. Daama volg 'n gedetailleerde stap-virstap beskrywing van die DMAIC probleem oplossingsiklus. Die toepassing van die ses sigma konsep word dan gedoen aan die hand van 'n spesifieke proses in die kontinue suiker prosesserings aanleg, naamlik die kleurverwyderingsproses. Hierdie proses is baie belangrik omdat die doelstellings daarvan juis draai rondom die verwydering van nie net kleur nie maar ook alle ander vreemde bestanddele van die rou suiker kristalle. Die proses bestaan uit drie onafhanklike maar sekwensiele aktiwiteite waardeur verseker word dat die regte gehalte suiker uiteindelik verkry word. Tydens die eerste twee stappe is veral die pH-beheer onder verdenking, sodat die kleur verwydering nie die gewenste kwaliteit lewer nie. Dit bemvloed op sy beurt die gehalte van die finale produk, omdat die ongewenste kleur uiteindelik deel is van die suiker. Die pH inhoud is nie net nie laag genoeg nie, maar ook hoogs veranderlik - in beginsel dus buite beheer. Die DMAIC siklus is toegepas ten einde die pH beter te kan beheer. Tydens die definisiefase is die projek beskryf en die proses wat verbeter moet word identifiseer. In die meetfase IS die nodige data versamel om sodoende die inherente prosesveranderlikheid te bepaal. Die belangrikste bronne of veranderlikes wat bydra tot die prosesveranderlikheid is in die derde-- of analisefase bepaal. Hierdie bevindings is gebruik tydens die verbeteringsfase om voorstelle ter verbetering van die proses te maak. Die voorstelle is implementeer en in die laaste fase, naamlik die beheerfase, is 'n plan opgestel ten einde te verseker dat die proses deurentyd gemonitor word sodat die verbeterings volhoubaar bly. 'n Hele aantal veranderlikes wat elk bygedra het tot die prosesvariasie is identifiseer, en word in detail in die verslag beskryf. Gebaseer op die analise en bevindings van die ondersoek kon logiese aanbevelings gemaak word sodat die proses 'n groot verbetering in kleurverwydering getoon het. Die belangrikste bevinding was dat die huidige proses nie die vermoee het om 100% te voldoen aan die spesifikasies of vereistes nie. Die hoofdoel van die voorstelle is dus om te begin om die prosesveranderlikheid te minimeer of ten minste te stabiliseer - eers nadat die doel bereik is kan daar voortgegaan word om verbeteringe te implementeer wat die prosesvermoee aanspreek. Ten einde hierdie beheer te kan uitoefen en vanasie te verminder IS die volgende voorstelle gemaak: Statistiese beheer kaarte Die kleurverwyderingsproses is hoogs onstabiel. Met behulp van statistiese beheer kaarte is daar 'n vroegtydige waarskuwing van moontlike buite beheer situasies. Die proses kan dus ondersoek en aangepas word voordat die finale produkkwaliteit te swak word. • Evaluering van proses vermoee - ISO 9000 interne oudit Die assesering van die prosesvermoee behoort deel te word van die interne ISO oudit proses, om sodoende prosesverbeteringe gereeld en amptelik te meet. Die standaard gestel vir C, behoort gedurig aandag te kry - dit is nie goeie praktyk om bv. slegs 'n doelwit van C, = 2 soos voorgestel in ses sigma te gebruik nie, maar om dit aan te pas na gelang van die robuustheid van die proses wat bereik is. Daar is beduidende voordele bereik deur die toepassing van die DMAIC siklus. So het byvoorbeeld die persentasie datapunte buite spesifikasie verminder van 84% tot 33%, bloot deur te kyk na die effek wat die toevoeging van C02 gas tydens die proses het. Dit toon dus duidelik dat, alhoewel die proses huidiglik nie die vermoee het om te voldoen aan die vereistes van ses sigma nie, dit wel die moeite werd is om die beginsels en tegnieke toe te pas.

Thesis (MPhil)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: Volatility, globalisation, turbulence and constant change are some of the challenges facing the business environment today. Companies have proposed and tested many strategies to cope with the unpredictable world of business. In this thesis, a project by an anonymous South African company (The Company) to respond by improving organisational excellence is analysed and evaluated against its success in fostering organisational learning. The Company initiated a project in which Lean Manufacturing, Six Sigma and Clear Leadership Engagement were combined in search of operational excellence. In Chapter 1, the context is set out. The research question is formulated as follows: to what extent does organisational learning depend on organisational excellence? Chapter 2 discusses and defines key process concepts. These are: Lean Manufacturing, Six Sigma, Lean Six Sigma and Clear Leadership Engagement Models. The chapter also outlines the key practices and the shortcomings of each process. Chapter 3 discusses and defines the conceptual building blocks of the thesis. These are the notions of organisational learning and learning organisation. Tools used to diagnose whether an organisation is learning are introduced together with an Organisational Learning model to be used to assess the relationship between Organisational Learning and Operational Excellence. Chapter 4 focuses on the project of the Company – the Operational Excellence “journey”. How the journey was conceived, the players were involved and steps taken to drive it are described. In Chapter 5, the combination of Lean Six Sigma, Lean Manufacturing and the engagement models that the Company used, is assessed. The chapter attempts to unravel the reasons behind this combination and determine how this combination worked in practice. It is through this chapter that an attempt is made to explain the logic of this unusual combination. Other businesses have implemented different forms of improvement in isolation, but it is rare to find a company that combines operational improvement methodologies with an engagement model. In Chapter 6, all the theories and empirical evidence come together. In this chapter, the relationship between Pursuing Operational Excellence (POE) and Organisational Learning is tested. The author uses the seven salient characteristics of learning organisations, distilled by the researcher, to prove the positive relationship between Organisational Learning and Operational Excellence. Through this chapter, the researcher answers the question whether a positive link exists between POE and Organisational Learning. It was clear from the research that there is indeed a positive link between POE and Organisational Learning. What the research could not determine is the degree or the rate of learning linked to POE, or what percentage of learning the organisation achieved over a period of time. / AFRIKAANSE OPSOMMING: Volatiliteit, globalisering, turbulensie en konstante verandering is ‘n uitdaging waarmee die sake-omgewing deesdae te doen kry. Baie strategieë is voorgestel en getoets deur maatskappye ten einde by te bly in die onvoorspelbare sake-wêreld. In hierdie tesis word ‘n projek wat in ‘n anonieme Suid-Afrikaanse maatskappy (The Company) uitgevoer is om op die uitdagings te reageer, by wyse van ‘n dryf na operasionele uitnemendheid, geanaliseer en geëvalueer aan die hand van die mate waarin sodanige aksies organisatoriese leer bevorder het. The Company het ‘n projek geloods waarin Lean Manufacturing, Six Sigma en Clear Leadership Engagement gekombineer is op soek na operasionele uitnemendheid. In Hoofstuk 1 word die konteks uiteengesit en die navorsingsvraag geformuleer as die vraag in watter mate organisatoriese leer deur operasionele uitnemendheid bepaal word. In Hoofstuk 2 word die kern prosesbegrippe bespreek en gedefinieer. Dit is: Lean Manufacturing, Six Sigma, Lean Six Sigma en Clear Leadership Engagement models. Die hoofstuk gee ook ’n oorsig oor die hoofpraktyke en tekortkominge van elke model. Hoofstuk 3 bespreek die konseptuele basis van die navorsing. Dit is die konsepte: Organisatoriese Leer en Lerende Organisasie. Instrumente om te diagnoseer of ’n organisasie leer, word voorgestel, asook ’n model van Organisatoriese Leer wat gebruik sal word om die verband tussen Organisatoriese Leer en Operasionele Uitmuntendheid te bepaal. Hoofstuk 4 fokus op die projek wat The Company onderneem het. In hierdie hoofstuk word die “reis” na operasionele uitnemendheid beskryf; hoe dit ontstaan het, die rolspelers wat betrokke was en die stappe wat op die reis geneem is. In Hoofstuk 5 beoordeel die kombinasie van Lean Six Sigma, Lean Manufacturing en die engagement modelle wat deur die Company gebruik is. Die hoofstuk probeer ontrafel wat die motivering vir hierdie kombinasie is en hoe dit in die praktyk uitgewerk het. In die hoofstuk word gepoog om die logika van hierdie ongewone kombinasie te peil. Ander ondernemings het verskillende vorms van verbetering in isolasie geïmplementeer, maar dit is selde dat ’n mens ’n maatskappy vind wat operasionele verbeteringsmetodologieë kombineer met ’n engagement model. In Hoofstuk 6 kom al die teorieë en empiriese gegewens bymekaar. Dit is in hierdie hoofstuk waar die verhouding tussen die nastrewing van Operasionele Uitnemendheid en Organisatoriese Leer getoets word. Die navorser gebruik die sewe kenmerke van Lerende Organisasies wat tevore geïdentifiseer is om ’n positiewe verband tussen Organisatoriese Leer en Operasionele Uitnemendheid aan te toon. Uit die navorsing was dit duidelik dat daar ’n positiewe verband is tussen die nastrewing van Operasionele Uitnemendheid en Organisatoriese Leer. Maar, wat die navorsing nie kon beantwoord nie, is die graad of spoed van leer wat met die nastrewing van Operasionele Uitnemendheid verbind kan word, of watter persentasie leer die organisasie oor ’n gegewe tydperk bereik het.

Orientador: Otávio José de Oliveira / Banca: Messias Borges Silva / Banca: José Antônio Perrella Balestieri / Banca: Márcio Cardoso Machado / Banca: Eduardo Ferro dos Santos / Resumo: Lean Six Sigma (LSS) é uma estratégia de melhoria contínua usada para aumentar a eficiência e eficácia dos processos produtivos a partir da eliminação de desperdícios e redução da sua variabilidade. Embora existam pesquisas sobre esta metodologia em empresas do setor manufatureiro, poucos estudos são direcionados para a sua aplicação no setor calçadista. Pelo exposto, o objetivo deste trabalho consiste em diretrizes para implementação do LSS em Micro, Pequenas e Médias Empresas (MPME's) de calçados. Para direcionar a realização de oito estudos de casos em MPME's calçadistas foram identificados na literatura cientifica os princípios do LSS e verificada a sua aplicação na realidade das empresas estudadas. Os instrumentos de coleta de dados para estes estudos de caso foram entrevistas semiestruturadas com gestores e colaboradores, análise documental e visita in loco. Na análise dos casos foi identificado que as empresas, embora não utilizem o LSS, possuem práticas que podem facilitar sua implementação, assim como há dificuldades que precisam ser superadas para que implementação possa ocorrer de forma eficaz. Tais possibilidades e dificuldades se constituíram como a base das diretrizes elaboradas para implementação do LSS em MPME's. Os princípios do LSS verificados nas MPME's de calçados foram: desenvolver e manter uma filosofia de longo prazo, focar no cliente, desenvolver líderes, desenvolver pessoas e equipes profissionais, desafiar e respeitar a rede de parceiros e fornecedor... (Resumo completo, clicar acesso eletrônico abaixo) / Abstract: Lean Six Sigma (LSS) is a continuous improvement methodology used to increase the efficiency and effectiveness of production processes by eliminating waste and reducing its variability. Although there are researches on this methodology in companies of the manufacturing sector, few studies are directed to its application in the footwear sector. Therefore, the objective of this paper is to propose guidelines for the implementation of LSS in micro, small and medium enterprises of footwear. In order to direct the accomplishment of eight case studies in footwear MSMEs, the principles of LSS were identified in the scientific literature, verified in the reality of the companies studied. The instruments of data collection for these case studies were semi-structured interviews with managers and collaborators, documentary analysis and on-site visit. In the analysis of the cases it was identified that the companies, although they do not use the LSS, have practices that can facilitate their implementation. As well as there are difficulties that need to be overcome so that implementation can take place effectively. These possibilities and difficulties were the basis of the guidelines developed for the implementation of LSS in MSMEs. The LSS principles found in MSMEs for footwear were: to develop and maintain a long-term philosophy, focus on the customer, develop leaders, develop people and professional teams, challenge and respect the network of partners and suppliers, create a culture of continuous improvement, Use LSS tools, pull systems (JIT), focus on the perfection of products, processes and services, eliminate waste and reduce variability. This research contributes to fill the gap in the literature regarding the lack of proposals for the implementation of LSS in MSMEs of footwear (scientific contribution) and allows ... (Complete abstract click electronic access below) / Doutor

M.Com. (Business Management) / The main objective of the study is to measure the relationship between the practices of corporate entrepreneurship and lean six sigma within the South African financial sector. Although studies on these management styles are prevalent in the literature, few of them provide a direct comparison of the styles. There is a further gap in the literature that addresses the South African context. The study design included anonymously submitted questionnaire data on the levels of corporate entrepreneurship, lean six sigma and organisational performance from employees at South African banks. 248 potential participants were contacted, with a snowball sampling method being utilised. The final response rate was 41% (102 completed surveys), and this is the number used in the study. Respondents were employees at South African banking institutions. Likert scales were used to score the various constructs of corporate entrepreneurship and lean six sigma. The study looked to determine if there are statistically significant relationships between these constructs. In addition, the relationship between organisational performance, corporate entrepreneurship and lean six sigma was reviewed. The findings were that there are low-level practices of entrepreneurship and lean six sigma in the South African financial institutions. The main findings showed that in general the elements of corporate entrepreneurship had a correlation to the elements of lean six sigma, as evidenced in four out of the six possible correlations. This being said; the correlations were weak to slightly moderate in nature. As for the correlation to organisational performance, four out of the five potential correlations were statistically significant, all be it either weak or almost moderate. There was a positive direction to the correlation in all instances. The main implications of the findings are that corporate entrepreneurship and lean six sigma, though vastly differentiating in history and styles can co-exist in a single organisation. There were no instances of negative correlation as may be expected from the seemingly incomplete and incompatible nature of the two methods. The recommendation is that these two strategies can and should be implemented in conjunction, given their explicit impact on organisational performance. The main limitation of the study was that a small sample used. Another limitation was the focus on banks and not the entire financial sector. Future research could target other financial institutions that are not full service banking operations. The study could contain more detail to determine if, the size and age of the organisation impact on the practice of corporate entrepreneurship and lean six sigma.

Orientador: Antonio Batocchio / Tese (doutorado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecânica / Made available in DSpace on 2018-08-21T01:57:36Z (GMT). No. of bitstreams: 1 FumagaliJunior_AdionilJose_D.pdf: 7868475 bytes, checksum: f00a6a5d6901a239559bb378b04c89db (MD5) Previous issue date: 2012 / Resumo: O presente trabalho tem como objetivo descrever um modelo para aplicá-lo à Produção Enxuta, baseado no DMAIC do Seis Sigma. Para tal, faz-se uma análise de artigos, teses e livros para implementar um modelo estruturado no processo produtivo. Assim, realizou-se uma série de pesquisas comentando sobre o que seria um modelo de implementação da Produção Enxuta. Diante disso, e desenvolvido um modelo baseado em pesquisas, e análises, notando, assim, que a união da simplicidade da Produção Enxuta, com foco na eliminação dos desperdícios e criação de fluxo e do Seis Sigma, com o foco na redução e eliminação das variações, complementam-se e tornam a implementação mais robusta. A partir do fato apresentado, foi criado um modelo, contemplando as ferramentas essenciais para a aplicação desse processo, utilizando a estratégia de pesquisa denominada pesquisa-ação. Uma preocupação da criação do modelo, foi melhorar o entendimento e as respectivas etapas, o que facilitou e simplificou a réplica nos demais fluxos de valor. A estruturação e o uso das etapas DMAIC do Seis Sigma auxiliou no entendimento do modelo. Da mesma maneira, a definição de indicadores e formas de acompanhamento de atividades, visualização e controles possibilitou o acompanhamento e visualiza o andamento e os resultados obtidos. Com isso, é perceptível que a gestão visual em todas as etapas com o apoio da Liderança da empresa e controles para acompanhamento da Produção Enxuta, associada ao Seis Sigma, clarifica os resultados e melhoria ao longo das etapas e foi o diferencial do modelo. Esse modelo foi implementado em uma empresa do ramo metalúrgico e o resultado que a mesma obteve foi ter-se tornado referência no grupo no que se refere à Produção Enxuta, em curto espaço de tempo e ter obtido a união da Liderança da empresa na aplicação do modelo. Os resultados obtidos foram à melhora de 477% na Auditoria da empresa com orientação à Produção Enxuta, redução de inventário de 34%, melhora no tempo de entrega ao cliente de 28% e 16% melhor que as empresas do grupo na Auditoria de Produção Enxuta / Abstract: This paper aims to describe a model for applying Lean Production, based on the DMAIC Six Sigma. To this end, was made analysis of articles, books and theses to implement a structured model in the production process. Thus, was carried out a series of searches commenting on what would be a model for implementation of Lean Production. Therefore, it was decided to create a model based on research and analysis, noting, therefore, that the union of simplicity of Lean Production, demonstrated by eliminating waste and creating flow and Six Sigma, with the elimination of variations, complement each other and make more robust implementation. From the fact presented, a model was created, covering the essential tools for the application of this process, using the search strategy called action-research. One concern of creating the model was to improve the understanding and the related steps, simplifying and facilitating their replication. The structure and use of the Six Sigma DMAIC steps helped in understanding and replicating the model in production flows. Likewise the definition of indicators and ways of monitoring activities, visualization and monitoring controls enabled and facilitated the progress and see the results. With this, it is noticeable that the visual management at all stages with the support of the Leadership of the company and controls for monitoring of Lean Manufacturing, Six Sigma combined with facilitated see results and improvement throughout the stages and was the differential model. This model was implemented in a steel company and the result was that the company that applied these steps have become the reference group with regard to Lean Production in a short time and obtained the union's leadership of the company in applying the model. The results were an improvement of 477% in the audit of the company with guidance on lean production, inventory reduction of 34% improvement in delivery time to the customer 28% and 16% better than the group companies in Audit Lean Production / Doutorado / Materiais e Processos de Fabricação / Doutor em Engenharia Mecânica