lean, six sigma and lean six sigma
TRANSCRIPT
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Technical Seminar on
Lean, Six Sigma and Lean Six Sigma : an analysis based on
operations strategy
By Spoorthi Sham 1PI14SSE12
Department of Information Science and EngineeringPES INSTITUTE OF TECHNOLOGY
Under the guidance ofNypunya Devraj
Assistant ProfessorDept of ISE
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Unstable economic conditions
Customer demands
Competition
Ability to change
Reliability and speed
Continuous improvement
Operations at lower
costIntroduction
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Continuous improvement concepts•Improved quality•Reducing waste•Simplifying production line
Models based on these concepts•Total Quality Management (TQM)•Lean manufacturing•Six sigma•Lean six sigma
Outcomes of using these models•Adds value for stakeholders•Gives a competitive edge•Reduced cycle time
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Introduction
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Lean Six SigmaSix Sigma
Lean
Purpose
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Operations Strategy
• Two complementary models – process model and content model
• Decision areas – structural and infrastructural
• Competitive priorities
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Lean Manufacturing
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Six Sigma
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Lean Six Sigma
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Objectives of LSS
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An exploratory surveyStep 1 : Development of a theoretical conceptual model
Lean Manufacturing / Six Sigma / LSS
Decision AreasStructuralCapacityFacilitiesProcess technologyVertical IntegrationInfrastructuralOrganizationQualityPPCHuman resourcesNew Product IntroductionPMS
Competitive PrioritiesCostQualityReliabilitySpeedFlexibilityInnovation
R1
R2
H1
H1
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Step 2 : Preparation of questionnaire and analysis of its result
An exploratory survey
Block Theme Scale
1 Identification of operations management model Nominal (multiple choice)
2 Identification of company and the respondent Nominal (multiple choice)
3 Identification of level of importance of competitive priorities Interval(the five-point Likert scale)
4 Level of change necessary in the decision areas of the company for the implementation of the operations management model
Interval(the five-point Likert scale)
5Classification of how much the actions in the decision areas from the use of the production management model adopted by the company contribute to the competitive priorities
Interval(the five-point Likert scale)
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Step 3 : Statistical analysis of the results (1)
An exploratory survey
Decision Area : Facilities v/s Competitive priorities 12
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Step 3 : Statistical analysis of the results (2)
An exploratory survey
Decision Area : Vertical Integration v/s Competitive priorities 13
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Step 3 : Statistical analysis of the results (3)
An exploratory survey
Decision Area : PPC v/s Competitive priorities 14
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Conclusions• Companies that deploy lean manufacturing, Six Sigma and LSS
models achieve superior performance in competitive priorities like quality, reliability and speed.
• Application of LSS makes it possible to reach a wider range of competitive priorities compared to the isolated application of the models.
• In addition to cost reduction, the models allow the organizations to be faster, have superior quality, to offer greater reliability in products and services and flexibility to serve customers.
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References[1] Skinner, W. 1969. “Manufacturing – Missing Link in Corporate Strategy.” Harvard Business Review 47 (3): 136–145. [2] Skinner, W. 1974. The Focused Factory. New Approach to Managing Manufacturing Sees our Productivity Crisis as the Problem of How to Compete.” Harvard Business Review 52 (3): 113–121. [3] Leong, G., D. Snyder, and P. Ward. 1990. “Research in the Process and Content of Manufacturing Strategy.” OMEGA International Journal of Management Science 18 (2): 109–122. [4]Hayes, R., and S. Wheelwright. 1984. Restoring our Competitive Edge: Competing Through Manufacturing. New York, NY: Wiley. [5]Hill, T. 1983. “Manufacturing Strategic Role.” Journal of the Operational Research Society 34 (9): 853–860.
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Thank You
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