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.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/70663 |
| Date | 03 1900 |
| Creators | Stone, Mark Eric |
| Contributors | Von Leipzig, Konrad, Stellenbosch University. Faculty of Economic and Management Sciences. Graduate School of Business. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Rights | Stellenbosch University |
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