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.     

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.     

Statistical Control of a Six Sigma Process

Six Sigma as a methodology for quality improvement is often presented and deployed in terms of the dpmo metric, i.e., defects per million opportunities. As the sigma level of a process improves beyond three, practical interpretation problems could arise when conventional Shewhart control charts are applied during the Control phase of the define-measure-analyze-improve-control framework. In this article, some alternative techniques are described for the monitoring and control of a process that has been successfully improved; the techniques are particularly useful to Six Sigma Black Belts in dealing with high-quality processes. The approach used would thus ensure a smooth transition from a low-sigma process management to maintenance of a high-sigma performance in the closing phase of a Six Sigma project.     

A strategic assessment of six sigma

Six Sigma as a quality improvement framework has been gaining considerable attention in recent years. The hyperbole that often accompanied the presentation and adoption of Six Sigma in industry could lead to unrealistic expectations as to what Six Sigma is truly capable of achieving. In this paper, some strategic perspectives on the subject are presented, highlighting the potential and possible limitations of Six Sigma applications particularly in a knowledge‐based environment. Without delving into the mechanics of the subject in detail, the points raised could be useful to those deliberating on the appropriateness of Six Sigma to their respective organizations. Copyright © 2002 John Wiley & Sons, Ltd.     

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.     

Application of six sigma methodology to reduce defects of a grinding process

Six Sigma is a data‐driven leadership approach using specific tools and methodologies that lead to fact‐based decision making. This paper deals with the application of the Six Sigma methodology in reducing defects in a fine grinding process of an automotive company in India. The DMAIC (Define–Measure–Analyse–Improve–Control) approach has been followed here to solve the underlying problem of reducing process variation and improving the process yield. This paper explores how a manufacturing process can use a systematic methodology to move towards world‐class quality level. The application of the Six Sigma methodology resulted in reduction of defects in the fine grinding process from 16.6 to 1.19%. The DMAIC methodology has had a significant financial impact on the profitability of the company in terms of reduction in scrap cost, man‐hour saving on rework and increased output. A saving of approximately US$2.4 million per annum was reported from this project. Copyright © 2011 John Wiley & Sons, Ltd.     

A new model to implement Six Sigma in small- and medium-sized enterprises

The Six Sigma approach improves the quality of products in order to ensure customers’ satisfaction. This approach has yielded to interesting results for large enterprises. However, its implementation remains difficult for small- and medium-sized enterprises (SME). In fact, the use of the same tools is insufficient to achieve the objectives when considering financial constraints and the lack of data. The regular tools are complex for SMEs which require an adapted model to implement the approach successfully. In this paper, we propose a new model having the objective to facilitate the integration of Six Sigma in SMEs by avoiding the use of Black Belts, optimising the implementation costs and period, simplifying the Six Sigma structure and enhancing the communication between staff and managers. The model includes two imbricated loops: the first offers immediate improvement actions by estimating the capability and the stability of the process, while the second provides profound improvement actions using the fuzzy logic system and the analytic hierarchical process (AHP) method. An example illustrates the application of the proposed model in an SME.     

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.     

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.     

Relationship between total productive maintenance and performance

Increased global competition has augmented the importance of total productive maintenance (TPM) in obtaining and maintaining a competitive advantage. More and more organizations are seeking proactive tools such as TPM to enhance their competitive position. The paper focuses on gaining insights into the impact of TPM on the performance of the organization. There is support for a positive correlation between TPM and business performance. There is also a positive correlation between TPM and business performance shown by all the six general constructs of corporate planning, top management leadership, human resource focus, process focus, total quality management focus and information system focus, and the three specific constructs of TPM strategies, TPM teams and TPM process focus. Clearly, this indicates the need for TPM to be an integrated effort for the entire organization. In addition, experienced and large TPM firms fare better in terms of business performance while there are no differences in the performance of manufacturing and services.     

On the evaluation of Six Sigma projects

Most of the research on the success in implementing Six Sigma agrees upon the fact that one of the key success factors is the selection of profitable projects. This seems to be especially important for high‐risk, large‐scope and long‐term projects, as is mostly the case in the design for Six Sigma projects. The purpose of this paper is to outline Six Sigma project characteristics and to present a new model for evaluating Six Sigma projects. To design a Six Sigma project evaluation model, we utilized mathematical optimization modeling techniques and real options theory. The model allows for the quantification of not only the project's value prior to its start but also its progress and the consideration of possible decisions based on this progress. Copyright © 2009 John Wiley & Sons, Ltd.     

Six Sigma experience as a stochastic process

This study empirically investigates the states of Six Sigma from a stochastic point of view. By the means of an advanced survey, 97 respondents are asked to rate the effect of Six Sigma on different performance categories, the cost of implementing Six Sigma, the level of enthusiasm and expectations from Six Sigma over 20 years. The autocorrelation and cross-correlation functions of these processes are analyzed to investigate the stages of Six Sigma. Consequently, new concepts namely steady state of Six Sigma and Six Sigma experience functions are introduced which shed light on the life cycle of Six Sigma within the companies.     

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.     

An Application of Six Sigma to Reduce Waste

Six Sigma has been considered a powerful business strategy that employs a well‐structured continuous improvement methodology to reduce process variability and drive out waste within the business processes using effective application of statistical tools and techniques. Although there is a wider acceptance of Six Sigma in many organizations today, there appears to be virtually no in‐depth case study of Six Sigma in the existing literature. This involves how the Six Sigma methodology has been used, how Six Sigma tools and techniques have been applied and how the benefits have been generated. This paper presents a case study illustrating the effective use of Six Sigma to reduce waste in a coating process. It describes in detail how the project was selected and how the Six Sigma methodology was applied. It also shows how various tools and techniques within the Six Sigma methodology have been employed to achieve substantial financial benefits. Copyright © 2005 John Wiley & Sons, Ltd.     

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.     

六西格玛在广州市规划局IT运维服务质量管理中的应用

论文总结了目前广州市规划局IT运维服务工作中存在的一些问题,介绍了使用六西格玛管理方法测量IT运维服务流程、发现服务流程缺陷、改善服务质量,指出六西格玛管理方法与IT服务管理密切结合是提高用户满意度的有效方法。     

Integration of PCA and DEA for identifying and improving the impact of Six Sigma implementation on job characteristics in an automotive industry

This study presents an integrated approach, based on data envelopment analysis (DEA) and principal component analysis (PCA) methods, to evaluate the influence of Six Sigma deployment on key job characteristics in an automotive industry. The job characteristics are defined as satisfaction, stress, and security. A standard questionnaire is designed and distributed among the employees at the company's production site, who were affected by the implementation of Six Sigma. DEA and PCA methods are applied to measure the performance of the sub-groups of employees in the company. Consequently, the most efficient and inefficient sub-groups are determined. According to the findings of this investigation, it was perceived that the implementation of Six Sigma has had the greatest impact on job satisfaction. Additionally, a design of experiment was carried out to recognize the most effective job factor, which was identified to be the overall working conditions for the related case study. This is the first study that integrates DEA and PCA toward identifying and optimizing job characteristics in terms of Six Sigma implementation. The approach, employed in this study, can be easily used in the other manufacturing systems, in order to assist them to identify and improve their key job characteristics.     

维修管理模式对制造企业质量控制影响的实证研究

可靠的设备预防维修水平和卓越的产品质量保证能力是保障产品过程质量的关键,现有多数研究集中在质量管理模式与企业绩效的关系分析。在对过程质量控制、设备维修管理评述的基础上,探讨了设备维修管理模式与维修绩效及过程质量控制绩效间的关系。以国内制造企业的连续生产方式为研究对象,运用结构方程模型剖析了RCM、TPM、设备采购管理与和设备维修绩效、过程质量控制绩效的路径关系,发现基础维修管理活动对维修绩效有间接影响,RCM、TPM对设备维修绩效有显著影响,路径系数分别为0.346、0.717,设备维修绩效对过程质量控制绩效的影响显著,路径系数为0922。证明制造企业为提升产品质量,需要完善其设备预防维修系统。     

Optimizing OEE,productivity and production cost for improving sales volume in an automobile industry through TPM: a case study

The aim of this paper is to investigate how increase in sales volume has evolved by improving overall equipment effectiveness (OEE) of machines, plant productivity and production cost through total productive maintenance (TPM) initiatives in a reputed tractors manufacturing industry in India. In the present scenario of global competitive market, the manufacturing industry needs to improve their operational performance for surviving and prospering. TPM is practised by industry as a business tool for rapid and continuous improvement in its manufacturing capabilities. OEE offers a powerful control tool to overcome production deficiencies and operational performance constrains. Productivity and manufacturing cost are also crucial operational measures to analyse the manufacturing performance. In this study, evaluation and analysis of the methodology adopted for improving sales volume through TPM initiatives was carried out using an interactive research approach. The industrial example on the application of OEE tool demonstrates that it has a remarkable potential to enhance the equipment effectiveness. The empirical findings of the study reveal that augmented OEE and productivity, and reduced production cost resulted to double the sales revenue and triple the profit within a period of three years. The industry also achieved notably tangible and intangible benefits with the TPM implementation.