Many organizations are struggling to improve customer-focused quality in today's highly competitive domestic and global markets. At the same time, these organizations have failed to implement the Six Sigma methodology into their daily control and strategic planning processes. Six Sigma deployment failures have been categorized as coming from many sources, both management related and person related. Some of the key management related Six Sigma project failures have been identified and discussed in this research work. For continuous improvement to truly take root, organizations must realize that just successfully applying quality tools on any process will not necessarily provide dramatic results, unless the concepts of policy management and deployment are institutionalized. A model called "Six Sigma Policy Deployment" was developed and has been proposed which may help mitigate Six Sigma project failures that are presently attributed to management and organizational issues. By integrating Policy Deployment, the Six Sigma DMAIC (Define-Measure-Analyze-Improve-Control) problem solving approach, and the classic PDCA (Plan-Do-Check-Act) Cycle, the potential for breakthrough improvements in any organization can be enhanced. The model was contrasted against a list of 30 sources of failure in typical Six Sigma projects in order to validate its applicability to mitigate these failures. Furthermore these failures were matched with the work of recent quality theorists in order to validate their occurrence and relevance. A case study section is presented to illustrate FPL's Quality Improvement Program and the Six Sigma Lifecycle, which are bases for the new model. This section also highlights how the use of the proposed Six Sigma Policy Deployment model could help to mitigate potential Six Sigma project failures.

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A continuous improvement project (CIP) is a structured improvement project using a team of people "typically representing different departments or units in the organization" working to improve a process or work area over a relatively short period of time, such as a few days or up to several months. A CIP may use different improvement methodologies and tools, and may thus be defined according to the improvement approach. For instance, an organization adopting Lean as an improvement approach is likely to have CIPs implementing Lean tools, such as 5S or value stream mapping. These projects may be referred to as Lean projects in general, although they may also represent accelerated improvement projects such as Kaizen events, Kaizen blitz, or rapid improvement projects. Alternatively, an organization utilizing Six Sigma as an improvement approach may have Six Sigma projects that use the Define-Measure-Analyze-Improve-Control (DMAIC) process and statistical tools. Some organizations adopt an integrated improvement approach, such as Lean Six Sigma, and therefore may have CIPs with an even broader set of tools from which to choose. Lastly, many organizations may have an improvement approach not characterized by any single set of improvement processes and tools, and thus, may be thought of generally as process improvement, or quality improvement, projects using a traditional methodology as plan-do-study/check-act (PDSA or PDCA). In this dissertation, all of these types of improvement projects are referred as CIPs. Since the 1980s, hospitals have been using CIPs to address some of the problems in hospitals, such as quality in healthcare delivery, internal process efficiency, communication and coordination, and the cost of services. Some hospitals have achieved significant improvements, such as reducing the turnaround time for clinical laboratory results by 60 percent and reducing instrumentation decontaminations and sterilization cycle time by 70 percent. However, as with many other companies, hospitals often experience difficulty achieving their desired level of improvements with CIPs. Therefore, the purpose of this dissertation is to identify the critical success factors (CSFs) related to CIP success. In order to achieve this goal, five objectives were achieved: creating a methodology to assess the maturity or evolution of a research field (manuscript #1), identifying a comprehensive list of CSFs for CIPs (manuscript #2), assessing the maturity of the published literature on CIPs in hospitals (manuscript #3), identifying the most important factors related to CIPs in hospitals (manuscript #4) , and conducting an empirical investigation to define the CSFs for CIPs in hospital settings (manuscript #5 and #6). This investigation was conducted in three phases: research framing, variable reduction, and model development and testing. During these phases, the researcher used the following methodologies and data collection tools: systematic literature review, maturity framework (developed as part of this dissertation), expert study, retrospective survey questionnaire, exploratory factor analysis, partial-least squares structural equation modeling, and regression modeling. A maturity framework with nine dimensions was created (manuscript #1) and applied in order to identify a list of 53 factors related to CIP in general, involving any organization (manuscript #2). Additionally, the maturity framework was used to assess the literature available on CIPs in hospitals, considering only the authorship characteristic dimension (manuscript #3). Considering the frequency of new authors per year, the relative new integration of research groups, and the limited set of predominant authors, the research field, or area, of CIPs in hospitals is one with opportunities for improving maturity. Using the systematic literature review from manuscript #3, the list of 53 factors, and the list of predominant authors, a review of the literature was conducted, along with an expert study to more fully characterize the importance of various factors (manuscript #4). A conclusion from this particular work was that it is not possible to reduce the list of 53 factors based on these results, thus, a field study using the complete comprehensive list of factors was determined to have stronger practical implications. A field study was conducted to identify factors most related to CIP perceived success (manuscript #5) and CIP goal achievement (manuscript #6). The final results and practical implications of this dissertation consist in the identification of the following CSFs for CIP success in hospitals: Goal Characteristics, Organizational Processes, Improvement Processes, and Team Operation. These CSFs include several specific factors that, to the researcher's knowledge, have not been previously studied in empirical investigations: goal development process, organizational policies and procedures, CIP progress reporting, and CIP technical documentation. Practitioners involved with CIPs, such as CIP leaders, facilitators, stakeholders/customers, and continuous improvement managers/leaders, can utilize these results to increase the likelihood of success by considering these factors in planning and conducting CIPs. / Ph. D.

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.