工程项目供应链风险管理研究

由于建设工程项目的特殊性,项目受到许多不确定因素的制约,导致项目供应链存在风险扩散、价值浪费及质量缺陷等问题。该文运用精益六西格玛理论（LSS）,提出DMAICL模型,对项目供应链系统进行重构,同时通过建立故障树,找出关键因素,并运用灰色关联理论分析,进而在管理过程中重点控制,以达到制约风险、提升效率、减少浪费和加强质量控制的目标,并为企业进行风险管理提供支持。     

整合精益六西格玛的实施

很多正在实施六西格玛的公司,近年受到精益管理的影响,很多公司同时开始实施精益和六西格玛,而且除了六西格玛,其他一些工具和方法,如六西格玛设计,质量功能展开都加上了了精益二字,如精益六西格玛设计,精益质量功能展开.……     

基于精益六西格玛的供应链质量管理研究

本文分别介绍了精益生产及六西格玛的概念,引出精益六西格玛的理论,接着构建了企业基于精益六西格玛的质量管理运作体系,最后就企业如何实施精益六西格玛及应注意的问题进行系统分析,为企业实施精益六西格玛提供指导及建议。     

利用系统技术步入成功的殿堂最佳的混合搅拌过程和输送过程的六西格玛

越来越多的流程工业企业采用六西格玛技术,希望把自己的产品质量不断推向顶峰。在这一过程中,企业就要不断把粉质、颗粒和丸状产品的混合搅拌和输送过程加以完善、改进。如何利用六西格玛技术来实现这一切呢？本文将对此进行介绍。按照精益六西格玛方法进行管理的企业旨在不断提高企业组织机构的工作效率,经济地生产用户需要的产品。在流程工业企业中,尤其是有着结构紧凑的流程工艺设备及其各个部件都易于接近且采用了“易于清浩”方案的设备,精益六西格玛对他们来讲是非常有帮助的方法。     

316L不锈钢在不同电导率海水和NaCl溶液中的电化学腐蚀行为

采用线性极化电阻、塔菲尔曲线法和电化学阻抗谱(EIS)技术研究了316L不锈钢(316LSS)在不同电导率海水和NaCl溶液中的电化学腐蚀行为。结果表明,316LSS在两种腐蚀介质中的极化电阻(Rp)、自腐蚀电位(Ecorr)和点蚀电位(Eb100)均随电导率的升高而降低。同时EIS显示电导率对电荷转移电阻(R1)影响不大,而对膜电阻(R2)影响较大,说明随电导率的变化,腐蚀介质中侵蚀离子主要影响316LSS的钝化膜的稳定性。316LSS在NaCl溶液中的R2、Ecorr、Eb100值比在相同电导率海水中分别最大减少了6.5×105Ω.cm2、54mV和143mV,说明在电导率相同时,316LSS更易在NaCl溶液中发生腐蚀。因此,在海水源热泵系统应用研究中,应该尽量采用实际海水作为腐蚀介质。     

汽车制造企业的精益物流规划和管理

从供应、运输、生产设施规划、仓储和生产物流管理等几个方面系统全面地论述了“精益思想”在汽车企业物流中的应用,阐述了应用精益物流规划后对企业产生的成效,     

上海电信话费异议的精确化管理——基于精益六西格玛的方法

分析了精益生产和六西格玛管理的精髓,结合两者思路,指出精益六西格玛是实现精确化管理的有效工具,并提出了基于精益六西格玛的精确化管理的技术路线,包括界定问题、细化问题、确定原因、制定措施、监控结果等五阶段.以上海电信降低话费异议率为例,验证所提出观点和方法的有效性.     

体系标准与西格玛管理在质量管理中的结合

本文围绕全面质量管理的思路,阐述了ISO 9000体系标准和精益六西格玛管理在全面质量管理中的作用,强调ISO 9000标准是全面质量管理的基础和发展,精益六西格玛管理是全面质量管理的继承和创新。     

产品全寿命周期开发的六西格玛解决方案

开发了产品全寿命周期开发和设计的六西格玛解决方案LCSS路线图,改进和发展了新产品设计DFSS的IDDOV流程,提出了由顾客需求分析、系统设计、DFX、可靠性设计、稳定性优化设计和设计验证技术等六个模块组成的DFSS工具箱;把可靠性工程、软件工程、精益思想和标杆管理等与六西格玛相结合,从全寿命周期角度保证质量,设计出大批量生产局部更改设计的DMADOV流程、小批量产品改进的DATIC流程、局部更改设计的DATDOV流程和精益研发等模块.来自六个大型企业(包括电子、电气、机械、通讯、石油化工行业)的工程实践表明该方案的可行性.     

基于精益六西格玛的退遮蔽处理质量改善研究

以某品牌手机铝合金外壳为研究对象,以退遮蔽处理的质量缺陷为切入点,基于精益六西格玛的理念、工具和方法,通过因果矩阵分析、失效模式与影响分析,按定义、测量、分析、改进和控制5个阶段(简称DMAIC),对各影响因子进行调整、优化与管控,实现了铝合金手机外壳油墨去除良率的提升。     

Lean,Six Sigma and Lean Six Sigma: an analysis based on operations strategy

There is a growing need for operations management models that contribute to the continuous improvement of company processes, among them we highlight lean manufacturing, Six Sigma and, more recently, Lean Six Sigma (LSS). This article aims (1) to identify and analyse the differences and complementarities in the production decision areas for each one of the three models; (2) to identify the competitive priorities that lead to the best performance as a result of policies followed in the decision areas as a result of the adopted model. First, a theoretical conceptual model was developed based on a review of the literature, followed by a exploratory research questions applied to manufacturing companies that use the lean, Six Sigma or LSS manufacturing models in southern Brazil. The main results show that there are differences in the models in relation to the importance of the decision areas and the performance achieved in the competitive priorities. Individually, lean manufacturing, Six Sigma and LSS have varying degrees of importance in the Facilities, Vertical Integration and Production Planning and Control decision areas. The performance dimensions with the best performance are speed, quality, reliability and cost.     

Empirical examination of critical failure factors of continuous improvement deployments: stage-wise results and a contingency theory perspective

Organisations implement various Continuous Improvement (CI) practices such as Total Quality Management, Lean, Six Sigma and Lean Six Sigma (LSS) for improving their processes. Drawing from the success and failure stories of these structured CI practices, scholars enumerated Critical Success Factors and Critical Failure Factors (CFFs). This study empirically examines the occurrence of various CFFs across different stages of CI deployment. Further, from a contingency theoretic perspective, this study investigates their associations with contextual variables by collecting survey data from 213 business units from the USA, the UK, China, and India. Principal Component Analysis is used to group CFFs across five CI deployment stages leading to an empirically refined framework for CI. Crosstab analysis using the chi-square likelihood ratio presented associations of CFFs with contextual variables. Findings reveal significant differences in the occurrence of CFFs across countries. There is evidence that LSS is less prone to failures when compared with TQM, Lean and Six Sigma. The occurrence of CFFs has been relatively lower in smaller and medium-sized enterprises operating in the service sector. Findings also reveal that lessons learned from each CI deployment cycle, contribute to organisational learning, and thence, leading to success at the strategic CI level of maturity.     

Six Sigma in industry: some observations after twenty‐five years

Six Sigma has enjoyed considerable popularity in the industry for about a quarter of a century. While the standard contents of Six Sigma have been described and discussed widely, some little articulated aspects of Six Sigma implementation deserve the attention of serious practitioners. In this paper, a ‘5W+1H’ (What, Why, When Where, Who, How) format is used to elucidate the nature of Six Sigma in a non‐mathematical discussion, followed by observations peculiar to the usual mode of development of Six Sigma professionals. It is pointed out that Six Sigma has Statistical Thinking as its foundation; for Six Sigma and its associated frameworks such as Design for Six Sigma and Lean Six Sigma to continue to be effective, it is important that users have a clear understanding of the nature of Six Sigma and be able to address the related challenges in practice. Copyright © 2010 John Wiley & Sons, Ltd.     

A framework for the integration of Green and Lean Six Sigma for superior sustainability performance

Evidence suggests that Lean, Six Sigma and Green approaches make a positive contribution to the economic, social and environmental (i.e. sustainability) performance of organisations. However, evidence also suggests that organisations have found their integration and implementation challenging. The purpose of this research is therefore to present a framework that methodically guides companies through a five stages and sixteen steps process to effectively integrate and implement the Green, Lean and Six Sigma approaches to improve their sustainability performance. To achieve this, a critical review of the existing literature in the subject area was conducted to build a research gap, and subsequently develop the methodological framework proposed. The paper presents the results from the application of the proposed framework in four organisations with different sizes and operating in a diverse range of industries. The results showed that the integration of Lean Six Sigma and Green helped the organisations to averagely reduce their resources consumption from 20 to 40% and minimise the cost of energy and mass streams by 7–12%. The application of the framework should be gradual, the companies should assess their weaknesses and strengths, set priorities, and identify goals for successful implementation. This paper is one of the very first researches that presents a framework to integrate Green and Lean Six Sigma at a factory level, and hence offers the potential to be expanded to multiple factories or even supply chains.     

精益6 Sigma方法在SM公司JD生产线的应用

针对精益生产思想和6 Sigma管理方法的优缺点,提出只有采用集二者所长的精益6 Sigma方法,才能准确地分析生产价值流,找到生产线上存在的浪费和改进的机会.结合包装生产特点,详细阐述了精益6Sigma方法在包装生产线中的具体运用过程.     

Status of Quality Management practices in manufacturing SMEs: a comparative study between Australia and the UK

This study is aimed to assess and compare the status of quality management (QM) practices in the manufacturing small and medium-sized enterprises (SMEs) in Australia and the UK, and to develop better insights into the use of and benefits from such QM practices. Furthermore, the intention was to identify the trends for adoption of advanced QM practices such as Lean and Six Sigma. A similar survey instrument was designed and tested in the two countries and data were analysed using SPSS and excel worksheet. The findings confirm that the adoption of Six Sigma is quite slow in Australian and the UK SMEs. ISO 9000 is the most popular QM initiatives in SMEs followed by the recent trend to implement Lean for streamlining business processes. Leadership is critical to the success of any QM practices such as Lean and Six Sigma. Networking with government bodies and academic institutions, and fact-based decision-making emerged as the two new critical success factors for implementing QM in SMEs. Significant improvement in performance metrics was observed in the UK SMEs after implementation of quality initiatives, though similar result was not replicated in the Australian sample.     

Reducing Patient Waiting Time in Outpatient Department Using Lean Six Sigma Methodology

This article addresses the issue of longer patient waiting time in the outpatient department (OPD) of a super specialty hospital attached to a manufacturing company in India. Due to longer waiting times at OPD, employees need to be away from the workplace for a longer duration. This problem was addressed through the Lean Six Sigma (LSS) methodology. The process, starting from registration of a patient to dispensing of medicine, was included in the project. The non‐value added steps in the process were identified, and actions were initiated. A cause and effect diagram was prepared for high patient waiting time, and causes were validated with the help of data collected from the process. Statistical tools such as Kruskal–Wallis test, Box – Cox transformation, Control charts, normality test, etc., were used within the LSS methodology not only to identify the causes but also to sustain the improvements. As a result of this project, the average waiting time reduced from 57 min to 24.5 min and the standard deviation was reduced to 9.27 from 31.15 min. This will help the hospital to serve patients better and faster, which, in turn, will lead to a reduction in delay of treatment and a faster recovery of patients. The productivity loss due to absenteeism of employees from the workplace could be reduced. Generally, in an Indian health care scenario, most of the activities were dependent on individual doctors rather than processes. This project has helped the clinicians and the hospital management to identify the weak areas in the process for improvement. Because of the implemented solutions, understanding the history of past treatments and medications of the patients was easy for the doctors. Also, the practical validity of deploying LSS in a healthcare scenario was justified with this study. Copyright © 2013 John Wiley & Sons, Ltd.     

基于六西格玛设计理念的农村医疗药箱设计

基于对六西格玛设计理念学习研究的基础上,将六西格玛设计的方法运用到农村医疗药箱的设计中。按照DFSS中DMADV模式的设计步骤,在了解人群的使用要求之后,确定药箱的关键质量特性,通过KANO模型分析确定优先等级,在设计阶段提出概念方案逐个优化设计方案。经过小批量设计检验和完善设计方案后,批量生产完成最终设计。整个设计旨在通过科学合理的六西格玛设计理念对药箱进行设计,提高药箱使用的舒适性,实现其低成本美观实用的优良特点。     

Future‐Proofing Six Sigma

Six Sigma started some three decades ago as a problem solving framework for quality improvement. It has since evolved, while being implemented in industry, into a management approach to performance excellence. Whether Six Sigma will continue to enjoy the attention it has been getting and keep embraced by practitioners depends on whether its implementation continues to be in line with new organizational needs in the twenty‐first century. This paper considers what it would take for Six Sigma to face the future world and analyzes from both strategic and operational directions a number of maneuvers necessary to sustain its relevance. Various inclusive and proactive features are explained for remaking of a Six Sigma that is to remain in demand for many years to come. Copyright © 2013 John Wiley & Sons, Ltd.     

Winning customer loyalty in an automotive company through Six Sigma: a case study

Six Sigma is a disciplined approach to improving product, process and service quality. Since its inception at Motorola in the mid 1980s Six Sigma has evolved significantly and continues to expand to improve process performance, enhance business profitability and increase customer satisfaction. This paper presents an extensive literature review based on the experiences of both academics and practitioners on Six Sigma, followed by the application of the Define, Measure, Analyse, Improve, Control (DMAIC) problem‐solving methodology to identify the parameters causing casting defects and to control these parameters. The results of the study are based on the application of tools and techniques in the DMAIC methodology, i.e. Pareto Analysis, Measurement System Analysis, Regression Analysis and Design of Experiment. The results of the study show that the application of the Six Sigma methodology reduced casting defects and increased the process capability of the process from 0.49 to 1.28. The application of DMAIC has resulted in a significant financial impact (over U.S. $110 000 per annum) on the bottom‐line of the company. Copyright © 2006 John Wiley & Sons, Ltd.