Lack of strategies to sustain continuous improvement initiatives to serve the needs of consumers whilst restructuring to conform to regulations has resulted in the collapse of some financial service companies in Ghana. The purpose of this multiple case study was to explore strategies some leaders of financial service companies use to engage employees to sustain continuous improvement initiatives to improve organizational performance. The targeted population comprised 6 senior leaders of financial service companies in Ghana who have engaged employees to sustain organizational continuous improvement initiatives. The conceptual framework for this study was Goldratt's theory of constraint complemented by the transformational leadership theory. Data were collected using semistructured face-to-face interviews, analysis of company reports, and field notes. Based on methodological triangulation and thematic analysis, 3 themes emerged from the study: operational excellence, employee engagement and incentives, and leadership strategies. The implications of these findings for positive social change include the potential to reduce poverty and improve quality of life in Ghana. Business leaders whose organizations attain improved financial performance can direct their efforts to increasing their organization's corporate social responsibility in the communities where they do business by supporting local charities and other initiatives.

Three methodologies are associated with production optimisation, namely, Theory of Constraints (TOC), Lean and Six Sigma – and each boasts with a number of success stories. This dissertation addresses the possibility of implementing all three these methodologies in a specific sequence at an organisation and also sets out to determine the impact of this implementation. A literature survey was conducted on all three stand-alone methodologies as well as on the combined methodology, which is called the Theory of Constrains Lean Six Sigma (TLS). TLS literature suggests that TOC should be implemented first with a view to identify the constraint in an organisation. Lean implementation should follow in order to eliminate any waste in the organisation. Lastly, Six Sigma should be implemented to optimise the process variability. TOC literature explains that The Goal of any organisation is to make money. All other objectives are only the means of achieving The Goal. The literature further indicates that the constraint in any organisation determines the drumbeat, and that this constraint should be managed by means of the Drum-Buffer-Rope methodology. Lean literature points towards 14 Management Principles by means of which an organisation should be managed in order to become a Lean organisation, while Six Sigma literature is concerned with the DMAIC (Define-Measure-Analyse-Improve-Control) methodology used for improvement projects and the belt system that is used to manage these improvement projects. Jonker Sailplanes, a sailplanes manufacturer in Potchefstroom, South Africa, was used as a case study for the implementation of TLS. A description is given of the processes and procedures that were followed before and after the implementation of TLS. The TLS methodology had to be adapted in order to meet the specific needs of Jonker Sailplanes into an adapted 14-step TLS implementation plan. After implementing TOC and Lean at Jonker Sailplanes, it was found that the organisation was not ready for the transition from Lean projects to Six Sigma projects. The implementation of Six Sigma was therefore referred for future research. One of the most significant findings of the current study was the very positive impact that the implementation of TLS had on the organisation: the production tempo (throughput) of the organisation has increased while the operating expenses per aircraft have decreased. This confirms that the profit per aircraft has increased. A critical evaluation of the implementation of the TLS methodology can therefore maintain that the implementation of TLS at Jonker Sailplanes was a success since the production tempo (throughput) and the organisational profit were increased and the implementation of the methodology was done with relative ease. In terms of interpreting results it was also necessary to set out how Jonker Sailplanes proceeded from a prototyping environment to a production setup, and how specifically identifying the constraint helped to achieve this transition. Furthermore, is it argued that when Lean is implemented before TOC, this could move the organisation away from The Goal, which is to make money. The interpretation of findings suggests that the procedure followed at Jonker Sailplanes was the most appropriate one. Finally, recommendations are made for future studies in terms of how to further improve the impact of the TLS implementation at Jonker Sailplanes. / Thesis (M.Ing. (Development and Management))--North-West University, Potchefstroom Campus, 2011.

Three methodologies are associated with production optimisation, namely, Theory of Constraints (TOC), Lean and Six Sigma – and each boasts with a number of success stories. This dissertation addresses the possibility of implementing all three these methodologies in a specific sequence at an organisation and also sets out to determine the impact of this implementation. A literature survey was conducted on all three stand-alone methodologies as well as on the combined methodology, which is called the Theory of Constrains Lean Six Sigma (TLS). TLS literature suggests that TOC should be implemented first with a view to identify the constraint in an organisation. Lean implementation should follow in order to eliminate any waste in the organisation. Lastly, Six Sigma should be implemented to optimise the process variability. TOC literature explains that The Goal of any organisation is to make money. All other objectives are only the means of achieving The Goal. The literature further indicates that the constraint in any organisation determines the drumbeat, and that this constraint should be managed by means of the Drum-Buffer-Rope methodology. Lean literature points towards 14 Management Principles by means of which an organisation should be managed in order to become a Lean organisation, while Six Sigma literature is concerned with the DMAIC (Define-Measure-Analyse-Improve-Control) methodology used for improvement projects and the belt system that is used to manage these improvement projects. Jonker Sailplanes, a sailplanes manufacturer in Potchefstroom, South Africa, was used as a case study for the implementation of TLS. A description is given of the processes and procedures that were followed before and after the implementation of TLS. The TLS methodology had to be adapted in order to meet the specific needs of Jonker Sailplanes into an adapted 14-step TLS implementation plan. After implementing TOC and Lean at Jonker Sailplanes, it was found that the organisation was not ready for the transition from Lean projects to Six Sigma projects. The implementation of Six Sigma was therefore referred for future research. One of the most significant findings of the current study was the very positive impact that the implementation of TLS had on the organisation: the production tempo (throughput) of the organisation has increased while the operating expenses per aircraft have decreased. This confirms that the profit per aircraft has increased. A critical evaluation of the implementation of the TLS methodology can therefore maintain that the implementation of TLS at Jonker Sailplanes was a success since the production tempo (throughput) and the organisational profit were increased and the implementation of the methodology was done with relative ease. In terms of interpreting results it was also necessary to set out how Jonker Sailplanes proceeded from a prototyping environment to a production setup, and how specifically identifying the constraint helped to achieve this transition. Furthermore, is it argued that when Lean is implemented before TOC, this could move the organisation away from The Goal, which is to make money. The interpretation of findings suggests that the procedure followed at Jonker Sailplanes was the most appropriate one. Finally, recommendations are made for future studies in terms of how to further improve the impact of the TLS implementation at Jonker Sailplanes. / Thesis (M.Ing. (Development and Management))--North-West University, Potchefstroom Campus, 2011.

Submitted by RAQUEL TEIXEIRA CAMPOS null (kel_76@hotmail.com) on 2017-07-07T00:11:20Z No. of bitstreams: 1 Dissertação final DFSS_Raquel Campos.pdf: 1845537 bytes, checksum: d48eed6005c37ea47313bb9a9f74b44e (MD5) / Approved for entry into archive by LUIZA DE MENEZES ROMANETTO (luizamenezes@reitoria.unesp.br) on 2017-07-07T14:28:54Z (GMT) No. of bitstreams: 1 campos_rt_me_bauru.pdf: 1845537 bytes, checksum: d48eed6005c37ea47313bb9a9f74b44e (MD5) / Made available in DSpace on 2017-07-07T14:28:54Z (GMT). No. of bitstreams: 1 campos_rt_me_bauru.pdf: 1845537 bytes, checksum: d48eed6005c37ea47313bb9a9f74b44e (MD5) Previous issue date: 2017-06-20 / O design for six sigma (DFSS) é um método normalmente adotado para se planejar o design do produto com alto nível de qualidade, o DFSS tem início na concepção do produto ou processo, para que os mesmos sejam projetados ou planejados isentos de erros, sem a necessidade de melhorá-los nas etapas subsequentes do processo de desenvolvimento de produtos (PDP). O objetivo deste trabalho consiste em propor um framework para a aplicação e implementação do DFSS no PDP. O método de pesquisa adotado foi dividido em duas etapas. Primeiramente foi feita uma revisão bibliográfica sistemática, posteriormente o framework teórico foi desenvolvido, e posteriormente analisado em uma empresa de grande porte e que adota o método DFSS há mais de três anos. As principais características deste framework desenvolvido e analisado são: a síntese de métodos e ferramentas específicas para a aplicação e implementação do DFSS no PDP, seguindo o passo a passo do modelo DMADV do DFSS com a descrição dos principais objetivos de cada fase do método. Os resultados da pesquisa mostraram que a utilização do DFSS encontra algumas barreiras, e que nem todas as ferramentas que o método propõe, baseadas na literatura, são utilizadas em organizações por serem ferramentas complexas. Ao final, o trabalho apresenta um novo framework baseado na análise da organização com as ferramentas e métodos aplicados por ela. / Design for Six Sigma (DFSS) is a commonly adopted method for designing a product with a high level of quality, starting with the design of the product or process, so that it is designed or planned without error, without the need of improvement in subsequent stages of the product development process (PDP). The objective of this work is to suggest a framework for the application and implementation of DFSS in PDP. The research method adopted was divided into two stages. First, a systematic bibliographic review was done and afterwards, the theoretical framework developed was evaluated in a large company that uses the DFSS method for more than three years. The main characteristics of this framework developed and evaluated are: the synthesis of specific methods and tools for the application and implementation of the DFSS in the PDP, following the step by step of the DMADV model of the DFSS with the description of the main objectives of each phase of the method. The results of the research presented that the use of the DFSS finds some barriers, and verified that not all tools of the method are used in organizations because they are too complex. The work presents a new framework based on the analysis of the organization with the tools and methods applied by this company.

abstract: Alternative energy technologies must become more cost effective to achieve grid parity with fossil fuels. Dye sensitized solar cells (DSSCs) are an innovative third generation photovoltaic technology, which is demonstrating tremendous potential to become a revolutionary technology due to recent breakthroughs in cost of fabrication. The study here focused on quality improvement measures undertaken to improve fabrication of DSSCs and enhance process efficiency and effectiveness. Several quality improvement methods were implemented to optimize the seven step individual DSSC fabrication processes. Lean Manufacturing's 5S method successfully increased efficiency in all of the processes. Six Sigma's DMAIC methodology was used to identify and eliminate each of the root causes of defects in the critical titanium dioxide deposition process. These optimizations resulted with the following significant improvements in the production process: 1. fabrication time of the DSSCs was reduced by 54 %; 2. fabrication procedures were improved to the extent that all critical defects in the process were eliminated; 3. the quantity of functioning DSSCs fabricated was increased from 17 % to 90 %. / Dissertation/Thesis / M.S.Tech Technology 2012

O objetivo deste trabalho é apresentar uma aplicação do Lean Seis Sigma na Logística de uma empresa de autopeças visando à redução do nível do inventário por meio da eliminação dos desperdícios e redução da variabilidade nos processos de gestão de estoque. O estudo de caso usou como espinha dorsal para condução do projeto a metodologia DMAIC e foram aplicadas ferramentas de análise de dados e estatística tais como matriz de causa e efeito, mapa do processo, cartas de controle e análise da capacidade, juntamente com as ferramentas do Lean: Value Stream Mapping, JIT, Kanban, 5S e Padronização. O resultado alcançado teve uma redução no inventário de aproximadamente 30%, ou seja, no início do projeto o estoque estava em torno de R$ 4.700.000,00 e após implantação reduziu para R$3.350.000,00. Estes números foram alcançados mantendo-se o nível de serviço em torno da média histórica da empresa de 98% para um faturamento estável dentro do período analisado. Em outras palavras, se a empresa puder entender e controlar os desperdícios e as variações nos processos, do fornecedor ao cliente, então será capaz de reduzir a dependência dos estoques e melhorar a produtividade, portanto, desta forma a empresa pode alavancar competitividade em relação aos seus concorrentes. / The objective of this paper is to present an application of Lean Six Sigma Logistics in a auto parts company in order to reduce the inventory level by eliminating waste and reducing variability in the processes of inventory management. The case study used as the backbone of the project to conduct the DMAIC methodology and tools were applied for data analysis and statistics such as cause and effect matrix, map of the process control charts and capability analysis, along with tools Lean: Value Stream Mapping, JIT, Kanban, 5S and standardization. The result achieved was a reduction in inventory of approximately 30%, ie, early in the project the stock was around $2,500,000.00 and after implantation decreased to $1,900,000.00. These numbers were achieved while maintaining the level of service around the companys historical average of 98% for a stable revenue in the period analyzed. In other words, if the company can understand and control waste and variations in processes from supplier to customer, then you will be able to reduce dependence on inventory and improve productivity, so this way the company can leverage competitive with their competitors.

A cana-de-açúcar e uma das principais atividades econômicas do Brasil, tanto em termos de balança comercial, como de geração de empregos. O álcool (etanol) obtido da cana-de-açúcar e um combustível menos poluente, pois, contem oxigênio na sua composição e utilizado nos veículos movidos a etanol, na composição da gasolina automotiva e nos veículos ex. A queima do etanol produz 25% menos monóxido de carbono e 35% menos oxido de nitrogênio que a gasolina. Desta forma, as nações preocupadas em diminuir seus nesses de poluição atmosférica têm considerado como uma importante solução viável, a adoção do etanol como combustível automotivo . O objetivo deste trabalho foi apresentar propostas para a melhoria da qualidade e produtividade do setor, focado no desempenho dos processos e produtos, atraves de métodos estatísticos. Foi utilizada a metodologia \"Lean Seis Sigma\" aplicada no processo produtivo do etanol, em uma usina de açúcar e de álcool, visando acelerar a velocidade do processo, através da redução do desperdício e da variabilidade. A aplicação da metodologia \"Lean Seis Sigma\" foi realizada com o uso do modelo DMAIC (Dene, Measure, Analyze, Improve, Control). A ferramenta utilizada para descrever a relação entre as variáveis de saída (Y) e as variáveis de entrada (X) foi a regressão linear múltipla, fazendo uso dos métodos de seleção de variáveis. O mapeamento do processo produtivo do etanol possibilitou a identificação das etapas que agregam e não agregam valor ao processo. Os resultados mostraram uma redução significativa no \\Lead Time\" (tempo do processo) e a identificação das principais variáveis envolvidas no processo produtivo do etanol / The sugarcane is one of the most important economic businesses in Brazil, in both terms of trade balance and job opportunity. Alcohol (ethanol), obtained from sugarcane, is a fuel cleaner, because it contains oxygen in its composition and is used in vehicles powered by ethanol, on the composition of automotive gasoline and ex-fuel vehicles. Ethanol burning produces 25% less carbon monoxide and 35% less nitrogen oxide than gasoline. Thus, the nations that concern on reducing their levels of air pollution consider it as an important and available solution to be adopted as an automotive fuel. So, this trial aimed at making some proposals for improving quality and productivity of this sector, focused on the performance of processes and products, according to some statistical methods. The studied methodology was Lean Six Sigma, applied in the production process of ethanol, in a sugar and alcohol Plant in order to speed up its process by reducing waste and variability. The Lean Six Sigma methodology was carried out using the DMAIC model (Dene, Measure, Analyze, Improve and Control). The multiple linear regression tool described the relationship among the output variables (Y) and the input variables (X), associated to the methods of variable selection. The mapping of ethanol production process enabled the identication of steps that add, and does not add value to the process. The results showed a signicant reduction in the Lead Time as well as to identify the main variables involved in the production process of ethanol.

Orientadores: Douglas Tacla, Orlando Fontes Junior / Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Civil e Arquitetura / Made available in DSpace on 2018-08-12T10:42:20Z (GMT). No. of bitstreams: 1 PeixotoNeto_AlbertoGracaLopes_M.pdf: 1281299 bytes, checksum: 513af220564dc97ae53dcaf28e246403 (MD5) Previous issue date: 2008 / Resumo: Este trabalho tem o objetivo de mostrar a eficiência da aplicação da metodologia Lean Six Sigma na Logística, isto é, mais especificamente na redução do tempo de atendimento a pedidos. Tanto o Lean quanto o Six Sigma, até então aplicados de maneira isolada, tinham reduzido significativamente o nível das perdas (estoques) ou melhorado a velocidade dos processos ou reduzido a variabilidade. Porém, se fazia necessária uma abordagem diferente e completa para se reduzir ainda mais o lead time dos pedidos. E, a partir daí, um método é proposto e aplicado neste trabalho para focar a atenção na redução destas perdas, melhorar o processo de atendimento aos pedidos e, conseqüentemente, diminuindo o tempo de atendimento. A metodologia LeanSigma proposta para processos da Logística consiste basicamente em melhorar o gerenciamento dos inventários, isto é: _ Logística é basicamente lidar com inventários, estejam eles onde estiverem na cadeia de suprimentos. _ Por outro lado, inventários para o Lean são um dos desperdícios que devem ser atacados._ Temos que Logística Lean consiste basicamente em reduzir todos os inventários em excesso._ Seis Sigma, como anteriormente citado, se preocupa com a redução da variabilidade dos processos e com a eliminação de defeitos._ Portanto, Logística Sigma está focada na redução da variação dos processos Logísticos, garantindo assim, sua confiabilidade. _ Por fim, temos que Logística Lean Sigma são esforços direcionados para redução dos estoques e, conseqüentemente, melhoria dos tempos de fluxo logísticos. / Abstract: In a world each time more competitive the reaction's velocity on attending technical requirements with lower and lower costs is fundamental to the success of the companies. In this time, the Lean and the Six Sigma distinguished methodologies with oriented focus to decrease key processes variability and consequently decrease associated losses, like overproduction, inventory, transportation, motion, waiting, rework, down time, etc., focused on financial return to the company, has been used by a growing quantity of industries all over the planet. As the competitive environment changes the way companies do business, companies are embracing both (Lean and Six Sigma) initiatives together to support cost reductions and quality improvements in several different business areas. This work has the objective of showing the efficiency application of the Lean Six Sigma methodology applied in the Logistics context and more specifically in the order leads time reduction. As much Lean as Six Sigma, up to now applied in an isolated way, they had reduced the level of the losses (stocks) significantly or improved the speed of the processes or reduced the variability. A method is proposed and applied in this work to focus the attention in the reduction of these losses, to improve the service process to the requests and, consequently, reducing the time of service. The application of this methodology certainly will help to increase the competitiveness of the national industries by improving their Supply Chain mainly due to the combination of Lean for pursuit simplicity which means efficiency focus and Six Sigma for pursuit perfection which means effectiveness focus. / Mestrado / Transportes / Mestre em Engenharia Civil

This thesis aims at investigating the level of service at departure area of KKIA. The study further measures the perceived quality of service and passenger satisfaction in term of tangibles, reliability, responsiveness, assurance and empathy by using five steps of lean six sigma (Define, Measure, Analyse, Improve and Control). The study aims to implement and evaluate the effectiveness of using a lean six-sigma managerial approach to the departure area of KKIA to enhance the level of service (LOS) and customer satisfaction. The passenger flow through the airport is used to measure the quality of services. Existing studies that discuss lean six-sigma implementation in airports were evaluated. Data was collected about KKIA departure area and its LOS both before and after the lean six-sigma implementation. Additionally, a SERVQUAL questionnaire was used to evaluate pre- and post-implementation review. The questionnaire features easy-to-collect data to measuring the perceived quality of service and evaluate passenger satisfaction with the LOS in KKIA. Before the study concepts of LOS and Lean was unheard within the airport community. Initial evaluation show poor customer service and many delays (waste) within the departure are at KKIA. During the study a growing awareness of Lean and LOS showed improvements in the customers’ experience, e.g, removing the shop at the entrance, improving flow thought the airport. Concluding the study, there was a total reduction in waiting from 54.74 minutes to 34.87 minutes (35.7% reduction). Also the LOS on the IATA Performance Standard went from E (Inadequate) to C (Good). This is improvement, excellent but without continuous improvements the Airport’s LOS will reduce back as passenger numbers grow from 16 million passengers per year (up from 9.8 million in 2004), to an expected 25 million by 2025. Interesting different cultural approaches to lean management became evident during the study when compared to other implementations in Europe to the Middle East. Cultural difference will always affected the reliability of the results. However, by considering these cultural effects in answering questions and interviews, the lean implementation was still successful. As culture changes are ongoing, evaluation of the situation at KKIA is required for ongoing improvements. Best-practice for the continued improvement of ongoing lean management is suggested for the departure area at KKIA. These key strategies and best-practice approaches are useful to future implementations at other airports.

The goal of this Master's Thesis is Lean Six Sigma application to solve problems occurring during brand changes in production in Philip Morris CR, a.s. In the first part of this thesis there is described the Lean Six Sigma methodology, which draws from current world literature. Moreover the thesis describes the company Philip Morris, production of tobacco products in Kutná Hora and there is high level process description of cigarette production. In the thesis there is thorough description of process brand change, 7 measurements of this process on different types of machines, analysis of these measurements. In case there are problems identified there is the counter action to solve them designed. At the end of the thesis there is evaluation if the goals described in the introduction were achieved.