A Systematic literature review on Lean Six Sigma for manufacturing industry

Business Process Management JournalA systematic review of Lean Six Sigma for the manufacturing industrySaja Ahmed Albliwi Jiju Antony Sarina Abdul halim Lim

Article informationTo cite this documentSaja Ahmed Albliwi Jiju Antony Sarina Abdul halim Lim (2015)A systematic review of Lean SixSigma for the manufacturing industry Business Process Management Journal Vol 21 Iss 3 pp 665- 691Permanent link to this documenthttpdxdoiorg101108BPMJ-03-2014-0019

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Users who downloaded this article also downloadedSaja Albliwi Jiju Antony Sarina Abdul Halim Lim Ton van der Wiele (2014)Critical failure factorsof Lean Six Sigma a systematic literature review International Journal of Quality ampamp ReliabilityManagement Vol 31 Iss 9 pp 1012-1030 httpdxdoiorg101108IJQRM-09-2013-0147Diego Pacheco Isaac Pergher Guilherme Luiacutes Roehe Vaccaro Carlos Fernando Jung Carlaten Caten (2015)18 comparative aspects between Lean and Six Sigma Complementarityand implications International Journal of Lean Six Sigma Vol 6 Iss 2 pp 161-175 httpdxdoiorg101108IJLSS-05-2014-0012MPJ Pepper TA Spedding (2010)The evolution of lean Six Sigma InternationalJournal of Quality ampamp Reliability Management Vol 27 Iss 2 pp 138-155 httpdxdoiorg10110802656711011014276

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Related content and download information correct at time ofdownload

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A systematic reviewof Lean Six Sigma for themanufacturing industry

Saja Ahmed Albliwi Jiju Antony and Sarina Abdul Halim LimDepartment of Business Management Heriot-Watt University Edinburgh UK

AbstractPurpose ndash The purpose of this paper is to explore the most common themes within Lean Six Sigma(LSS) in the manufacturing sector and to identify any gaps in those themes that may be preventingusers from getting the most benefit from their LSS strategy This paper also identifies the gaps incurrent literature and develops an agenda for future research into LSS themesDesignmethodologyapproach ndash The following research is based on a review of 37 papers thatwere published on LSS in the top journals in the field and other specialist journals from 2000 to 2013Findings ndash Many issues have emerged in this paper and important themes have cited which arebenefits motivation factors limitations and impeding factors The analysis of 19 case studies in themanufacturing sector has resulted in significant benefits cited in this paper However many gaps andlimitations need to be explored in future research as there have been little written on LSS as a holisticstrategy for business improvementPractical implications ndash It is important for practitioners to be aware of LSS benefits limitations andimpeding factors before starting the LSS implementation process Hence this paper could providevaluable insights to practitionersOriginalityvalue ndash This paper is based on a comprehensive literature review which gives anopportunity to LSS researchers to understand some common themes within LSS in depth In additionhighlighting many gaps in the current literature and developing an agenda for future research willsave time and effort for readers looking to research topics within LSSKeywords Benefits Lean Six Sigma Future research Impeding factors LimitationsMotivation factorsPaper type Literature review

1 IntroductionIn recent years Lean and Six Sigma (LSS) have become the most popular businessstrategies for deploying continuous improvement (CI) in manufacturing and servicesectors as well as in the public sector CI is the main aim for any organization in theworld to help them to achieve quality and operational excellence and to enhanceperformance (Thomas et al 2009 Assarlind et al 2012)

Womack et al (1990) defined Lean as a ldquodynamic process of change driven by a setof principles and best practices aimed at continuous improvementrdquo The root of Leanlies on Toyota Production System (TPS) which established shortly after the SecondWorld War in 1940s in Japan by Taiichi Ohno (Womack et al 1990 Womack and Jones2003 Maleyeff et al 2012) As a result of the publication of the book The Machine thatChanged the World by Womack in 1990 TPS has adopted by the Americans andknown in the western countries as Lean manufacturing (Akbulut-Bailey et al 2012)

Business Process ManagementJournal

Vol 21 No 3 2015pp 665-691

copyEmerald Group Publishing Limited1463-7154

DOI 101108BPMJ-03-2014-0019

Received 5 March 2014Revised 10 September 2014

31 October 2014Accepted 3 December 2014

The current issue and full text archive of this journal is available on Emerald Insight atwwwemeraldinsightcom1463-7154htm

This study was sponsored by a grant from King Abdulaziz University Jeddah Saudi ArabiaThe first author is a recipient of PhD studentship award from King Abdulaziz University Thefunding body has no role in the study design data collection and analysis decision to publish orpreparation of the manuscript

665

A systematicreview of Lean

Six Sigma

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Lean focussed on elimination of non-value added activities and waste (or ldquomudardquo) inindustry (Womack and Jones 2003 Naslund 2008) The seven wastes are motionoverproduction over processing lead time rework inventory and defects (Chakravortyand Shah 2012 Lee and Wei 2009 Bhuiyan et al 2006 Vinodh et al 2011) In additiontwo more types of waste have appeared in literature recently as stated by Vinodh et al(2012) underutilization of peoplersquos creativity and environmental waste

Lean also focusses on reduction of total cycle time (Drohomeretski et al 2013Lee and Wei 2009) and reduction of lead time (Hu et al 2008 Chen et al 2010) Leanconsists of many tools and techniques for improvement such as the Kanban system 5SCause and Effect analysis (CampE) Value Stream Mapping (VSM) and many others(Drohomeretski et al 2013 Chen and Lyu 2009 Thomas et al 2009)

However Lean still contains some challenges that face organizations such as thefundamental shift required in an organizationrsquos culture Womack and Jones (2005)argued that the culture change is a big challenge in Lean as the implementation of Leanrequires a fundamental shift in the way of stakeholdersrsquo thinking and in the nature ofthe relationship between them to reduce cost and waste

Six Sigma is defined as ldquoa well-established approach that seeks to identify andeliminate defects mistakes or failures in business processes or systems by focusing onthose process performance characteristics that are of critical importance to customersrdquo(Antony 2008) Six Sigma is a statistical methodology that aims to reduce variation in anyprocess (Chakravorty and Shah 2012 Naslund 2008) reduce costs in manufacturing andservices make savings to the bottom line increase customer satisfaction (Drohomeretskiet al 2013 Shah et al 2008 Manville et al 2012 Naslund 2008) measure defects improveproduct quality and reduce defects to 34 parts per million opportunities in an organization(Lee and Wei 2009 Chen and Lyu 2009) These are done through powerful analytical andstatistical tools and techniques such as Quality Function Deployment (QFD) Failure Modeand Effect Analysis (FMEA) Statistical Process Control (SPC) Design of Experiments(DOE) Analysis of Variance (ANOVA) Kano Model etc (Bhuiyan et al 2006) Some ofthese tools have adopted from TQM as Six Sigma in itself has derived from the TQMmovement (Klefsjouml et al 2001 Andersson et al 2006 Aboelmaged 2010 Chiarini 2013a b)

Though the high cost of Six Sigma training is a barrier for many organizations todeploy this methodology Other disadvantages are the time it appears to take to bothimplement Six Sigma and for the results to become visible (Pepper and Spedding 2010Timans et al 2012)

In fact deploying Six Sigma in isolation cannot remove all types of waste from theprocess and deploying Lean management in isolation cannot control the processstatistically and remove variation from the process (Corbett 2011) Therefore somecompanies have decided to merge both methodologies to overcome the weaknesses ofthese two CI methodologies when they have been implemented in isolation and to comeup with more powerful strategy for CI and optimizing processes (Bhuiyan et al 2006)In fact LSS are completing each other and there is an obvious relation between bothmethodologies which makes it possible for the synergy of the two methodologies(see Figure 1) (Hu et al 2008)

Therefore the integration of these two approaches gives the organization moreefficiency and affectivity and helps to achieve superior performance faster than theimplementation of each approach in isolation (Salah et al 2010)

The popularity and the first integration of LSS were in the USA in the George Groupin 1986 (Chakravorty and Shah 2012 Vinodh et al 2012) However the term LSS wasfirst introduced into literature around 2000 LSS teaching was established in 2003 as

666

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part of the evolution of Six Sigma (Timans et al 2012) Since that time there hasbeen a noticeable increase in LSS popularity and deployment in the industrial world(Shah et al 2008) especially in large organizations in the west such as MotorolaHoneywell General Electric and many others (Timans et al 2012 Laureani andAntony 2012) and in some small- and medium-sized manufacturing enterprises(SMEs) (Kumar et al 2006)

LSS was defined by Snee (2010) as ldquoa business strategy and methodology thatincreases process performance resulting in enhanced customer satisfaction andimproved bottom line resultsrdquo LSS methodology aims to improve capability in anorganization reduce production costs (Lee and Wei 2009 Chen and Lyu 2009) andmaximize the value for shareholders by improving quality (Laureani and Antony2012) A review of case studies has identified many reasons for organizations toimplement an LSS strategy in the new millennium for example to improve theirbusiness performance and operational efficiency especially in the growth of globalmarkets to improve product quality (Vinodh et al 2012) reduce production costs andenhance customer satisfaction (Chen and Lyu 2009)

More recently LSS comprises the implementation of DMAIC methodology with amix of appropriate tools from the Lean toolkit and Six Sigma at each step of DMAIC(Kumar et al 2006 Vinodh et al 2011) Moreover the role of DMAIC in LSS is as aframework and a solid base for successful implementation (Chakravorty and Shah2012) Pickrell et al (2005) argued that LSS uses the Six Sigma framework as a platformfor initiatives in conjunction with Lean principles and tools

As a result of ideas about the integration of LSS and the interest in LSS byorganizations researchers have the interest to publish more papers on LSS to try tocome up with a comprehensive approach to achieve CI For instance a number ofacademics have developed an integrated strategy such as the strategies that weredeveloped by Thomas et al (2008) Snee and Hoerl (2007) Pepper and Spedding (2010)and so on Other researchers have developed a framework for the successful integrationof LSS such as Salah et al (2010) Alsmadi and Khan (2010) and Kumar et al (2006)The benefits and the critical success factors of applying LSS in parallel are also

Six Sigma1980s

TPS1940s

Lean

Lean Six Sigma2000

Powerful strategy for optimizing process with no waste inprocess or defects in products low costs and increasingbottom line customer satisfaction and employee morale

1990-Eliminate defects

-Reduce variations inprocesses

-Reduce quality cost-Demonstrate hard cash

savings to the bottom-line-Increase customer

satisfaction-Improve Quality

-Use statiscal tools

-Remove waste-Improve efficiency

-Improve flow-Determine value added andnon-value added activities-Use non-statistical tools

Source Adopted Shahin and Alinavaz (2008)

Figure 1Lean and Six

Sigma integration

667


Six Sigma

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noted in many case study papers in both the manufacturing and the service sector(Akbulut-Bailey et al 2012 Pickrell et al 2005 Hardeman and Goethals 2011)However not all organizations have gained real benefits from LSS as unsuccessfulimplementation rendered it ineffective In addition there are many gaps that need to beaddressed in LSS literature such as benefits motivation factors challenges andlimitations (Pepper and Spedding 2010 Laureani and Antony 2011)

Hence the purpose of this paper is to address such gaps within LSS that are mostimportant within the manufacturing sector and allow them to achieve the most benefitsfrom this strategy as well as to identify the gaps and give recommendations for futureresearch There are also noticeable limitations in the fields of research into areas of LSSin the manufacturing sector as highlighted in this paper

2 MethodologyTo achieve the overall aims of this research the authors are systematically reviewingthe literature According to Okoli and Schabram (2010) a systematic literature review isldquoa systematic explicit comprehensive and reproducible method for identifyingevaluating and synthesizing the existing body of completed and recorded workproduced by researchers scholars and practitionersrdquo Tranfield et al (2003) stated thatsystematic review has become a ldquofundamental scientific activityrdquo

One of the advantages of undertaking the systematic review approach is becomingaware of the breadth of research and the theoretical background in a specific fieldResearchers believe that it is very important to conduct a systematic review in anyfield to understand the level of previous research that has been undertaken and toknow about the weaknesses and areas that need more research in the field (Okoli andSchabram 2010) Interestingly enough only two systematic reviews have beenpublished in LSS which were carried out by Glasgow et al (2010) in healthcare and thesecond review has been done by Prasanna and Vinodh (2013) for SMEs In addition ageneral structured review for LSS has been done by Zhang et al (2012) and a fewnumber of traditional literature reviews on LSS has appeared recently eg Wang et al(2012) and Ahmed et al (2013)

Authors have argued that there is a clear need for more systematic reviews to becarried out in the field of LSS to bridge the gap in previous literature

Therefore this paper aims to present a systematic literature review of all the papersthat existed in top journals and specialist journals in LSS from 2000 to 2013 to explorethe most common themes that have been published in the field of LSS and toexplore the gaps in each theme in the manufacturing industry Top journals aredetermined by using the journal ranking list in the International Guide to AcademicJournal Quality (ABS 2011 Harzing 2012)

21 Approach and phasesIn this paper the approach includes ten fundamental processes for conducting asystematic literature review which are

(1) Research purpose and objective the purpose and objectives are clearly identifiedafter a review of most common gaps that appeared in the literature

(2) Develop research protocol the protocol includes the study scope strategy criteriaquality assessment and data extraction and so on This protocol will be followedduring the systematic literature review process

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(3) Establish relevance criteria the research criteria help to ensure that we includeonly the papers most relevant to the research question and exclude unrelatedpapers

(4) Search and retrieve the literature electronic research for relevant articles in topacademic and specialist journals and hand research in bibliography lists if needed

(5) Selection of studies dependent on research criteria

(6) Quality assessment for relevant studies using appropriate tools to assessarticles for quality Each article should be scored for its quality depending onthe methodology used

(7) Data extraction extract the relevant data from each study included in the review

(8) Synthesis of studies (analysis) using appropriate techniques such as quantitativeor qualitative analysis or both for combining the extracted facts

(9) Reporting reporting the systematic literature review in detail as well as theresults of the review

(10) Dissemination publishing the systematic review in an academic journal tomake a contribution to knowledge in the field

These processes are underlain by three phases as shown in Figure 2 The process andphases in this approach have been adapted from several academic sources such asOkoli and Schabram (2010) Tranfield et al (2003) and Thomas et al (2004)

22 CriteriaInclusion and exclusion criteria are stated in order to make it clear to the readerwhy some articles with which they are familiar have been excluded from the review(Booth et al 2012)

Planningthe Review

Conductingthe Review

Documenting theReview

Report the Research

Dissemination

Apply the CriteriaResearch Purpose

Research ProtocolSearch theLiterature

selection of studies

Quality Assessment

Data Extraction andSynthesis

Sources Okoli and Schabram (2010) Tranfield et al (2003) and Thomas et al (2004)

Figure 2Summary of

research phasesand processes

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Okoli and Schabram (2010) argue that simplifying research by criteria by first reviewingthe title and then the abstract when needed helps the researcher to save time and effortAdopting this approach the authors have gone through papers by title and then abstractwhere required and by this means have included all papers that meet the inclusion criteriabut use of this method means that not all unrelated papers could be excluded (see Table I)

23 Material and outcomesThe ldquojournalrdquo search for research literature was done through 42 top academic journalsand nine specialist journals in the field of Six Sigma Lean and LSS that are publishedin nine well-known databases Emerald American Society for Quality (ASQ)Inderscience Taylor amp Francis Elsevier Informs IEEE Xplore JohnWiley amp Sons andProQuest Search strings have been used such as ((lean) and (six sigma) or (lean sixsigma) or (lean sigma) or (continuous improvement) and (manufacturing) and(case study) not service) Meanwhile the literature search was limited to the Englishlanguage only However some journals were excluded from the review due to theabsence of related articles to the research criteria This search of journals anddatabases illustrated that there were no research articles related to LSS to be foundbefore 2003 This result has supported by many researchers such as Wang et al (2012)who have reported that there was no LSS publication to be found before the year 2003

The most common themes that emerged in the literature are benefits motivationfactors limitations impeding factors These themes have been presented in this paperas they are the most common themes in literature (Tables II and III)

Inclusion Exclusion

Articles published between 2000 and 2012 Any publication before 2000

Articles published in two stars journals in minimumIn operation management topicsArticles published in specialists journals

Low-ranking journals (one star or less)Non-relevant journals

Papers highlighting benefits and motivation factorsfor LSS deployment in the manufacturing sector

Papers related to other sectors or other themessuch as CSF challenges etc

Academic journals Books online sites and gray literature(conferences reports technical reports etc)

Table IResearch criteria

Journal name and databaseStartdate

Entriespapers

Relevantpapers

Country oforigins

International Journal of Lean Six Sigma 2010 24 7 UKInternational Journal of Six Sigma amp CompetitiveAdvantages 2004 24 5 UKInternational Journal of Productivity ampPerformance Management 2004 6 2 UKQuality Management Journal (ASQ) 1993 0 0 USASix Sigma Forum Magazine (ASQ) 2001 9 9 USAQuality Progress (ASQ) 1995 1 1 USAQuality Engineering (ASQ) 2004 7 0 USAJournal for Quality amp Participation (ASQ) 1987 0 0 USAJournal of Quality amp Technology (ASQ) 1969 0 0 USA

Table IILSS specialistjournals and thenumber of hits(papers) in eachjournal

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3 Results and discussionAfter a long journey and a deep review of the available literature on LSS a number ofkey issues have been identified and these are described in this section of the paper

31 Growth of LSS publications in the manufacturing sectorThere is a noticeable increase in the number of LSS publications in academic journalssince 2003 (see Figure 3) which is the year of the first published paper on LSS in themanufacturing sector by William and Willie which presented the Honeywell experience

Journal name Entries papers Relevant papers

International Journal of Production Research 2 0International Journal of Production Economics 0 0European Journal of Operational Research 0 0Journal of the Operational Research Society 1 1Production Planning and Control Journal 4 4International Journal of Operations and Production Management 1 0Manufacturing and Service Operations Management Journal 7 0International Journal of Management Science (OMEGA) 6 0Sloan Management Review (MIT) 7 0Management Science 1 0Harvard Business Review 12 0Production and Operations Management 1 0Journal of Operations Management 1 0Technovation 1 0Decision Sciences Journal 0 0International Journal of Quality and Reliability Management 8 1TQM Journal 7 2Journal of Manufacturing Technology Management 3 1Quality and Reliability Engineering International 3 1International Journal of Technology Management 1 1Manufacturing Engineer (IEE Transactions) 3 1TQM and Business Excellence 2 0European Journal of Industrial Engineering 1 1Operations Research 0 0Mathematics of Operations Research 0 0Decision Analysis 0 0Manufacturing amp Service Operations Management 0 0Interfaces 1 0Naval Research Logistics (star journal) 0 0Operations Research Letters 0 0IIE Transactions 4 0Annals of Operations Research 2 0Mathematical Programming 0 0Transportation Science 0 0Journal of the American Statistical Association 2 0Computers amp Operations Research 1 0Decision Support Systems 1 0Academy of Management Journal 1 0Business Process Management 1 0British Journal of Management 0 0California Management Review 0 0European Business Review 0 0

Table IIINumber of Lean Six

Sigma and LSShits (papers) in

academic journals

671


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in implementing LSS While the first known integration of LSS in that sector was in 1986in the George Group in the USA (Salah et al 2010)

As shown in Figure 3 2012 experienced the highest number of publications with tenarticles after a limited number of publications from 2003 to 2011 However this numberhas dropped to two papers which were published in 2013

Compared to other quality improvement methodologies and to articles on LSS inother industries such as healthcare this number of articles is quite low butnevertheless indicates an incremental growth trend The comparatively low volume ofarticles indicates that there is a crucial need for more research into LSS implementationin the manufacturing sector especially as LSS implementation is growing rapidly inpopularity in this area as evidenced by leading corporations citing LSS as acornerstone philosophy for their businesses However this low number of LSSpublications is still sufficient to conduct a systematic literature review in the field ofLSS This is because there is not an agreed minimum number of papers that should bereviewed when conducting a systematic review The authors also noticed that anumber of systematic reviews have been published in academic journals and a fewnumber of papers have been reviewed by researchers as part of the systematicliterature review For instance Medeiros et al (2011) have systematically reviewed 14papers which met their research inclusion criteria

32 Distribution of publications across the different countriesAnalyzing the findings regarding the distribution of publications of LSS in themanufacturing sector across the different countries has resulted in 11 countries asshown in Figure 4 The USA has got the largest number of publications with 486percent (18 papers) of the total publication The UK and India have come in secondplace with almost a quarter of the number of US publications (four papers) Othercountries such as Taiwan China Iran etc were found to be far behind the USA

33 LSS paper themesThis section of the paper will present the most common themes using tables and figuresto illustrate the results In addition LSS papers were found to have included differentcontents and themes as shown in Table IV

331 Benefits of successful LSS implementation in the manufacturing sectorA review of 37 LSS papers showed that 19 case studies had been published in themanufacturing sector in seven different countries which are the USA the UK India

Num

ber

of A

rtic

les 10

12

0

2

4

6

8

Year of Publication

Growth of LSS Publication in Manufacturing Sector

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Figure 3Growth of LSSpublications in themanufacturing sector

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the Netherlands China and New Zealand ndash these are shown in Table V The table alsoshows factors outside LSS as well as other tools and techniques that helped theseorganizations with successful implementation

The analysis of LSS benefits in the manufacturing sector in Table V has resulted inmore than 50 benefits being identified in 19 case studies The top ten benefits cited inthe papers are

(1) increased profits and financial savings

(2) increased customer satisfaction

(3) reduced cost

(4) reduced cycle time

(5) improved key performance metrics

(6) reduced defects

(7) reduction in machine breakdown time

(8) reduced inventory

(9) improved quality and

(10) increased production capacity

Other soft benefits such as identifying different types of waste development inemployee morale toward creative thinking and reduction in workplace accidents as aresult of housekeeping procedures also appeared in a number of cases

In addition analyzing the type of industry where the most LSS cases emergedshowed that there is no common industry This means that industry types vary fromlarge industries such as aircraft manufacturing and proprietary military products to

Distribution of LSS Publications Across the DifferentCountries

USA 486 (18 Papers)UK 108 (4 Papers)India 108 (4 Papers)Malaysia 81 (3 Papers)Australia 54 (2 Papers)Iran 27 (1 Paper)The Netherlands 27 (1 Paper)Taiwan 27 (1 Paper)New Zealand 27 (1 Paper)China 27 (1 Paper)Sweden 27 (1 Paper)

Figure 4Distribution of

publications in LSSin the manufacturing

sector acrossdifferent countries

Theme No of papers

Benefits (case studies) 19Motivation factors 23Impeding factors 12Limitations 12

Table IVLSS papers ndash themesin the manufacturing

sector

673


Six Sigma

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Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Hom

efurnishing

(USA

)(Chakravorty

and

Shah2012)

Tochange

theoperationto

show

positiv

eresults

Toim

proveem

ployeesrsquomorale

Toim

proveproductqu

ality

and

manufacturing

operations

SIPO

CVSM

CampEanalysis

SMEDD

OEA

NOVA

Pareto

analysisP

oka-yoke

Improvem

entof

manufacturing

operationperformance

Improvem

entof

team

mem

bersrsquoskills

Improvem

entof

productio

ncapacity

Reductio

nin

costcycletim

ecustom

erreturnsandinventory

Reductio

nin

variationandwaste

from

operation

Aircraftmanufacturing

company

(USA

)(Akb

ulut-Bailey

etal2012)

Toim

provethecompetitivepositio

nin

themarket

Toincrease

thebottom

lineby

redu

cing

thecost

ofoperations

CampEanalysisK

anban

Jidoka

Saleswentfrom

$30m

to$205myear

Reductio

nin

inventory

wastep

rodu

ctioncostlabor

timeandcycletim

eSign

ificant

improvem

entin

quality

Increase

inproductio

ncustom

ersatisfactionandmarketshare

Proprietarymilitary

products

(worldwide)(Pickrelletal

2005)

Toredu

ceproductio

ncost

Toredu

cecycletim

ecustom

erreturnsbacklog

supp

ortlaborand

inventory

Toincrease

productio

ncapacity

SIPO

CCamp

EanalysisD

OE

SPC

processmapping

brainstorm

ing

50

overallreductio

nin

totalcost

53

redu

ctionin

cycletim

e82

redu

ctionin

custom

erreturnsbacklog

32

redu

ctionin

supp

ortlaborrequ

ired

52

increase

inproductio

ncapacity

50

redu

ctionin

inventory

Deeperun

derstand

ingof

productio

nprocess

Compressorairfoilfactory

(USA

)(Hardeman

and

Goethals2011)

Toim

provetheefficiencyof

the

shim

mingprocess

Toenhancethequ

ality

oftheproduct

CampEanalysisF

MEA

94

redu

ctionin

productdefects

Increasedsigm

avaluefrom

0868to

3207

Elim

inationof

unnecessarytoolingandworkarea

cleanedup

Effectiv

estoragesystem

hasbeen

created

Sign

ificant

improvem

entin

theprocessefficiency

Reductio

nin

theam

ount

ofproductscrapp

edSm

alleng

ineering

company

(UK)(Thomas

etal2009)

Toexam

inethevalid

ityof

anewLS

Sintegrated

approach

that

hasbeen

developedby

theresearchersin

the

stud

y

5SV

SMT

PMD

OEQ

FD

SPC

Apotentialsavingover

theyear

ofpound29000

Increase

incellOEEfrom

34to

55

Increase

inproductio

nby

31

perh

ourfrom15

to25

pphThisadded

2800additio

nalp

arts

perannu

m12

redu

ctionin

theuseof

energy

perannu

mReductio

nin

equipm

entdowntim

efrom

5to

2Abilityto

compete

inthemarkethasincreasedsign

ificantly

Increasedcustom

ersatisfaction

Company

productportfolio

shifted

toahigher-value

marketsector

Increasedaw

arenessof

statisticaltechniques

forproblem

solving

(con

tinued)

Table VThe benefits ofsuccessfulimplementation ofLSS in themanufacturing sector

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04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

PCBmanufacturer(China)

(Lee

andWei2009)

Todiscover

variationandwaste

causes

intheICTmoldchange

processandredu

ceit

Toredu

cethenu

mberofirregu

larpin

points

onapinb

oard

Processmapping

CampE

analysisA

NOVAF

MEA

5ST

PM

Increase

inproductio

nutilizatio

nrate

from

6677to

9271

with

in3months

Increase

inthroug

hput

by22500

PCBsperday

Sign

ificant

redu

ctionin

fixturesearch

timean

averageof

473-153min

Decreasein

erroneouspins

from

72to

115

with

in3monthsandto

18

with

in6months

Developmentof

aplan

forfuture

maintenance

andequipm

ent

replacem

ent

Tiremanufacturing

company

(India)

(Bhu

iyan

etal2006)

Toredu

cedefectsoccurringin

productio

nVSM

5S

CampEanalysis

root-cause

analysis

Reductio

nin

defectivetires

intotalm

onthly

productio

nfrom

22-25to

15

with

inthefirst

month

Rotarysw

itches

manufacturing

(India)

(Vinodhetal2012)

Toredu


productio

nandstream

lineprocess

flow

Toincrease

custom

ersatisfaction

Toredu

cescrapandreworkcost

Pareto

chartCamp

Eanalysis

VSM

control

chartsD

OE

Kanban

5SP

oka-yoke

10

redu

ctionin

productdefects

10

redu

ctionin

defectsin

each

stageof

keyperformance

metrics

7increase

infirst-timeyield(FTY)

Bettercustom

ersatisfaction

Reductio

nin

machine

breakd

owntim

eIncrease

inprofit

Morethan

50

redu

ctionin

workin

process(W

IP)inv

entory

Identified7typesof

waste

Increasedem

ployee

moraletowardcreativ

ethinking

Touch

panelm

anufacturing

(Taiwan)(Ch

enandLy

u2009)

Toim

provethequ

ality

ofthetouch

panel

Toincrease

custom

ersatisfaction

regardingproductpriceandqu

ality

Toim

proveyieldrate

VOC

CampEanalysisSIPOC

ANOVAP

aretoanalysis

SPC

DOEcurrent

state

map

Reductio

nin

defectsfrom

324

toless

than

15

Reductio

nin

productcost

andincrease

incustom

ersatisfaction

Developmentin

LSSmem

bersrsquoexperience

andkn

owledg

eof

advanced

statistical

training

such

asdesign

ofexperiments

(DOE)

sincetheDOEisakeysuccessfactor

during

theim

provem

entph

ase

The

processcapabilityanalysisof

thestam

pprocessyieldedaCp

kof

234

andPp

kof

225implying

theprocesshasalreadyreachedaSix

Sigm

aqu

ality

standard

(con

tinued)

Table V

675


Six Sigma

Dow

nloa

ded

by H

ER

IOT

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TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Autom

obile

accessories

manufacturing

(India)

(Kum

aretal2006)

Toredu


the

finishedproduct

Towin

custom

erloyalty

Toenhancethebottom

line

Toredu

ceworkin

processinventory

Toredu

cecost

ofscrapandrework

Currentstatemap5S

TPM

VOC

Pareto

analysis

brainstorm

ing

DOE

controlchartsFM

EA

Sign

ificant

financialsaving

of$46500pery

eard

uetodefectredu

ction

Reductio

nin

machine

downtim

efrom

6to

1Over$33000saving

peryear

dueto

25

redu

ctionin

process

inventory

$20000may

besaveddu

etotheredu

ctioninworkp

lace

accidentsas

aresultof

housekeeping

procedures

Key

performance

metricshave

improved

significantly(egdefectp

erunit

(DPU

)processcapabilityfirst-timeyield(FTY)etc)

Increasedoverallequipmenteffectiveness(OEE)and

thus

theoverall

plantefficiency(OPE

)Reductionin

custom

ercomplaintsmachine

setuptim

eworkplace

accidents

Totalsavingsof

around

$140000

peryear

Autom

otivevalves

manufacturing

(India)

(Vinodhetal2011)

Toim

proveFT

RToredu


the

finishedproductandincrease

custom

ersatisfaction

SIPO

Cbrainstorm

ing

VOC

currentstatemap5S

VSM

ParetochartCamp

Eanalysiscontrol

chart

DOEK

anban

Custom

ersatisfactionhasincreased

The

improvem

entof

first-timerigh

t(FTR)p

ercentagefrom

982to

99

would

save

28000

valves

permonth

from

rejection

Sign

ificant

saving

shave

been

achieved

Reductio

ninmachine

breakd

owntim

einventorychange

overtim

e(C

O)b

y25and

inmanufacturing

lead

timeby

1853

50

decrease

inDPU

1764

increase

inOEE

Reductio

nin

annu

almovem

ento

fmaterialsfrom

2040to

1300miles

hencethematerialm

ovem

entcost

hasredu

cedfrom

$187298

to$103886

peryear

Indu

strial

cleaning

equipm

entmanufacturing

(USA

)(FranchettiandYanik

2011)

Toredu

cecostby

15reducewaste

andprotectrevenu

eToachievecompetitiveadvantagein

quality

andmarketshare

Toincrease

capacity

by10

CTQanalysisS

IPOC

brainstorm

ingVSM

Pareto

analysisroot-cause

analysisF

MEAK

anban

$660000

redu

ctionin

cost

peryear

50

redu

ctionin

workcells

(con

tinued)

Table V

676

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IVE

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At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Arm

aments

products

(USA

)(Corbett2011)

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e5ST

PMV

SMp

rocess

MapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e

5ST

PMV

SMp

rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won

BusinessExcellenceAward(BX)

HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts

toelectronicmaterials(W

illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

Toim

provecash

flow

Processmapping

CampE

analysisF

MEAS

PC5S

andmistake

proofin

g

$3bin

financialbenefitsfrom

1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days

Producttraveldistance

redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50

Largevalveremanufacturing

(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

thecarrierrsquos

design

andmanufacture

5SV

SMk

aizen

brainstorm

ing

root-cause

analysis

Through

putof

remanufacturing

linenearly

tripled

Average

component

lead

timewas

redu

cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

andschedu

legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

cedefectsin

productio

nToredu

celosses

($300000)

from

electroniccomponent

loss

CampEanalysisP

aretochart

brainstorm

ing

5SV

SM

Poka-yokeSP

C

18

redu

ctioninelectroniccomponent

losses

intheplantfrom$7680

to$6400

with

in16

weeks

oftheim

provem

entph

ase

Sign

ificant

redu

ctionin

productio

ncost

(con

tinued)

Table V

677


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5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Printin

gsampleboards

manufacturing

(USA

)(Roth

andFranchetti

2010)

Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe

processandincreasing

productio

ncapacity

throug

hwaste

redu

ction

Toincrease

clientsrsquocompetitive

advantagein

theprintin

gindu

stry

Pareto

chartE-Kanban

system

SOP

checksheet

Custom

erdemandhasbeen

met

bycreatin

gbetter

processesand

improved

productcost

Laborcost

minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof

finishedgoodshasbeen

improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

Toincrease

efficiencyand

standardization

Toelim

inateproducts

andother

materialsthat

areno

long

erused

Currentstatemap

spaghettid

iagram

VSM

5SP

oka-yoke

Elim

inated

1163man

hoursof

annu

alnon-valueaddedwalking

from

acylin

der-fillin

gprocessat

onefacility

Productiv

ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

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June

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5 (P

T)

home furnishing manufacturing Hence authors argue that this variation illustrates thesuccess of LSS in all industry types

Table V shows the most common tools to emerge from the cases The top fivecommon tools are

(1) CampE analysis (13 case studies)

(2) VSM (12 case studies)

(3) 5S (11 case studies)

(4) DOE (eight case studies) and

(5) Pareto chart (seven case studies)

These tools and techniques have been used under the DMAIC method in almost allcases as DMAIC is the solid basis for LSS implementation (Chakravorty and Shah2012) The reason behind the common use of these tools and techniques in most cases isthe simplicity of these tools especially the top three tools as they are straightforwardand do not contain any statistical equations or formulas Thomas et al (2009) arguedthat organizations avoid deploying Six Sigma as a result of the heavy statistic and thecomplexity of the tools and techniques In addition management and employeesbecome frightened when these tools are discussed Hence most of the organizationsespecially in the UK and Europe would prefer to deploy Lean tools as they are non-statistical tools

The authors observed a rich seam of publications stating LSS benefits in themanufacturing sector but no studies were found reporting a failure of LSS implementationThere may be many reasons for this businesses are presumably not keen to spend timeand effort preparing studies for publication that only demonstrate failure or it may be biasin the selection of articles for publication by the various journals who only want to reportsuccesses The fact remains that this is a significant omission publication of detailedanalysis of failed implementations or projects would be of great benefit to those businessescontemplating LSS implementation in the future

332 Motivation factors for LSS implementation in the manufacturing industryThere are 17 different factors that motivate companies in the manufacturing sector toapply LSS in their organizations as cited in Table VI These factors have beenextracted from 23 papers most of them are case studies Figure 5 shows top fivemotivation factors and the number of published papers in each factor

In most of the cases the common reasons for deploying LSS are to change thecompetitive position in the market or to stay in the competition in the internationalmarket to increase customer satisfaction attraction and loyalty and to improve productquality and manufacturing operations Other factors are to increase the bottom line andto reduce the cost of quality such as cost of poor quality production cost and so on

The real benefits gained in the manufacturing sector motivate other organizations indifferent sectors such as services and healthcare to implement LSS Motivation factorsare one of the most common themes that appeared in LSS literature

A number of factors have appeared in few studies for example the implementationof LSS could improve employeesrsquo morale This factor needs to be supported by moreresearch to explore the relation between LSS implementation and the human factorThomas et al (2009) argued that reducing machine downtime is a big step towardreducing lead time Hence organizations save hard cash to the bottom line by reducing

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T)

Motivation factors References

To change operations to show positive results Chakravorty and Shah (2012) Thomas et al (2009)To implement continuous improvementstrategies

Chakravorty and Shah (2012)

To improve employeesrsquo morale Chakravorty and Shah (2012) Waite (2013)To improve product quality andmanufacturing operations

Chakravorty and Shah (2012) Thomas et al (20082009) Chen and Lyu (2009) Pickrell et al (2005)Hardeman and Goethals (2011) Franchetti andYanik (2011) Richard (2008)

To change the competitive position in themarket or to stay in the competition in theinternational market

Chakravorty and Shah (2012) Maleyeff et al (2012)Hilton and Sohal (2012) Thomas et al (2008)Franchetti and Yanik (2011) Akbulut-Bailey et al(2012) Corbett (2011) Roth and Franchetti (2010)Bossert (2013)

To increase the bottom line Kumar et al (2006) Thomas et al (2008)Akbulut-Bailey et al (2012) Corbett (2011)William and Willie (2003) Snee (2010)

To reduce cost (cost of poorqualityproduction cost)

Thomas et al (2009) Chen and Lyu (2009) Kumaret al (2006) Pickrell et al (2005) Waite (2013)

To reduce customer returns backlog orsupport labor

Franchetti and Yanik (2011) Yi et al (2012)Kumar et al (2006)

To increase production capacity by reducingmachine breakdown time

Thomas et al (2009)

To improve process efficiency Hardeman and Goethals (2011) Arther and George(2004) Roth and Franchetti (2010) Waite (2013)

To discover causes of variation and waste inthe process

Lee and Wei (2009) Roth and Franchetti (2010)

To enhance business sustainability Maleyeff et al (2012) Pickrell et al (2005)To reduce defects in production Bhuiyan et al (2006) Vinodh et al (2012)

Kumar et al (2006) Richard (2008) Yi et al (2012)To increase customer satisfaction attractionand loyalty

Vinodh et al (2012) Chen and Lyu (2009)Kumar et al (2006) Franchetti and Yanik (2011)Arther and George (2004) Richard (2008)Snee (2010) Roth and Franchetti (2010)

To improve productprocess yield rate Chen and Lyu (2009) Thomas et al (2008)To reduce time (cycle time lead time etc) Pickrell et al (2005) Corbett (2011) William and

Willie (2003) Snee (2010)To reduce inventory Kumar et al (2006) Pickrell et al (2005)

Table VIMotivation factorsfor LSSimplementation inthe manufacturingindustry

Motivation Factors for LSS implementation in Manfacturing Industry

To changecompetitive position

in the market

To increase customersatisfaction

To improve productquality

To increase thebottom line

To reduce cost

Num

ber

of A

rtic

les

10987654

23

10

Figure 5Top five motivationfactors for LSSimplementation inthe manufacturingsector

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machine downtime This view is supported by many studies for instance Vinodh et alrsquos(2012) case study on rotary switches manufacturing in India Kumar et alrsquos (2006) casestudy on automobile accessories manufacturing in India and many others

In addition authors observed that most of the organizations have been motivated toapply LSS to increase customer satisfaction or to reduce costs and to save hard cashto the bottom line However these organizations may not be aware of all theLSS possibilities for improvement in the different departments in their organizationsThis illustrates the lack of organizationsrsquo awareness of LSS benefits Authors arguethat there is a strong relation between motivation and benefit as lack of motivationleads to fewer benefits An organizationrsquos motivation can be increased by the use ofother companiesrsquo success stories and understanding their motivation factors fordeploying LSS as well as the benefits they have gained from LSS

333 Limitations of LSS in the manufacturing sector Many authors have arguedthat there are a significant number of limitations in LSS methodology Nine fundamentallimitations were addressed in 12 papers as cited in Table VII These limitations can be arich area for future research

According to Table VII the top five limitations of LSS in the manufacturing sector are

(1) The absence of clear guidelines for LSS in early stages of implementation

(2) Lack of LSS curricula

(3) Lack of understanding of the usage of LSS tools and techniques

(4) Lack of a roadmap to be followed ndash which strategy first

(5) The limited number of practical applications of LSS integrated framework

Regarding the absence of a roadmap for LSS implementation especially in the earlystages Kumar et al (2006) argued that practitioners need a clear guide for the directionof the early stages which strategy should come first Lean Six Sigma or LSS and whattools in the toolbox should be used first Furthermore Kumar et al (2006) observed thatthere is no clear understanding of the usage of LSS tools and techniques inmanufacturing organizations Hilton and Sohal (2012) Breyfogle (2008) and Salah et al(2010) argued that more standardized and more robust LSS curricula are needed inorder to leverage learning in organizations Hence developing curricula for LSS hasemerged in this paper as an area for future research

334 Impeding factors for LSS implementation in the manufacturing sector Whileorganizations and practitioners in the manufacturing sector are applying LSS theyface a number of complex impeding factors These factors or challenges as cited bysome authors in 12 papers are presented in Table VIII

The last theme explored in this paper was the impeding factors for successfulimplementation of LSS in the manufacturing sector The implementation of any CIprogram must overcome impediments and it is valid to discuss some of the impedingfactors that faced the manufacturing sector while they were implementing their LSSprograms Table VIII depicts impeding factors to LSS implementation reported by themanufacturing sector The top six impeding factors reported are

(1) time-consuming

(2) lack of resources

(3) unmanaged expectations

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(4) lack of awareness about LSS benefits in business

(5) lack of training or coaching and

(6) employee reaction towards a new business strategy

Other factors have emerged by some authors such as convincing the top managementabout the benefits of LSS in business This factor is due to a belief by top managers thatinvestment in quality improvement programs is no more than wasting money andincreasing production cost (Kumar et al 2006) Authors argue that from the results ofreviewed case studies this view cannot be true Organizations gained massive savingsto their bottom line as a result of investment in quality improvement programs

Researchers have found that a number of factors emerged in studies by Timans et al(2012) Thomas et al (2008) Maleyeff et al (2012) Chakravorty and Shah (2012) andRichard (2008) Lack of tangible results is one of the impeding factors reported byTimans et al (2012) Researchers argue that this factor cannot be a true impediment

Limitations Description Reference

No globally acceptedstandards forcertification

Some companies have adapted the LSScertification system for themselves This causesconfusion and lack of trust in the industry

Laureani and Antony(2012) Breyfogle (2008)

Lack of emphasizing ofaccurate measurementsfor LSS implementationin literature

Timans et al (2012) suggested a performancemeasurement system that is based on previousliterature and international quality awardssuch as MBNQA AQA and EQA

Chakravorty and Shah(2012)

The limited number ofpractical applicationsof LSS integratedframework

More case studies are needed to examine theintegrated framework of LSS in themanufacturing sector

Vinodh et al (2012) Chenand Lyu (2009)

Lack of understandingof the usage of LSS toolsand techniques

Kumar et al (2006) observed that there is noclear understanding of the usage of LSS toolsand techniques in organizations

Kumar et al (2006) Thomaset al (2008) Pepper andSpedding (2010)

The absence of clearguidelines for LSS inearly stages ofimplementation

Kumar et al (2006) argued that practitionersneed clear guidelines for the direction of theearly stages such as which strategy shouldcome first Lean Six Sigma or LSS and whichtools should be used first

Kumar et al (2006) Vinodhet al (2011) Thomas et al(2008) Pepper andSpedding (2010)

The lack of LSSstandardizationcurricula

Standard LSS curricula are needed in orderto leverage learning in organizations(Salah et al 2010)

Hilton and Sohal (2012)Breyfogle (2008)Salah et al (2010)

Lack of innovation inLSS projects

This limitation is as a result of theimplementation of simple tools forimprovement such as 5S waste removal etc(Thomas et al 2008)

Thomas et al (2008)

Lack of a roadmap tobe followed ndash whichstrategy first

This limitation can be resolved by adapting theroadmaps available in literature depending onspecific organizational needs (Snee 2010)

Snee (2010) Kumaret al (2006)

The absence of asustainabilityframework for LSS

It is important to put in place a plan forsustaining the results before the start of theproject implementation phase This is a seriouslimitation too How can an LSS initiative besustainable

Snee (2010)

Table VIILimitations of LSS inmanufacturing sector

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Factors Description References

Difficulties in teachingstatistical methods tosome of the teammembers

Many LSS team members are not familiar with statistics(Chakravorty and Shah 2012) To solve this problemauthors suggest using LSS learning games to makecomplex tools and techniques easy to understand

Chakravorty andShah (2012) Thomaset al (2009)

Time-consuming One of the challenges that always faces executives incompanies is the time it takes for LSS projectimplementation (Richard 2008)

Richard (2008)Pepper and Spedding(2010) Smith (2003)Bossert (2013)

Internal resistance Timans et alrsquos (2012) survey results in SMEs showedthat 54 of the respondents mentioned internalresistance as a barrier to LSS implementation

Timans et al (2012)Antony et al (2003)

Lack of resources Richard (2008) stated that implementing LSS projectsrequires using resources These resources are notalways available in the organization hence this isundoubtedly a big challenge in LSS implementation

Timans et al (2012)Thomas et al (2008)Richard (2008)

Changing business focus Timans et alrsquos (2012) survey results in SMEs showedthat 43 of the respondents mentioned changingbusiness focus as a barrier to LSS implementation

Timans et al (2012)

Lack of leadership Timans et alrsquos (2012) survey results in SMEs showedthat 39 of the respondents mentioned lack ofleadership as a barrier to LSS implementation


Poor selection of projects This can cause wasting of time effort and resources Italso causes skepticism among many people and mightkill the initiative eventually

Timans et al (2012)

Lack of tangible results All the reviewed case studies showed many positive andtangible results such as savings in bottom line qualityimprovement and so on However Timanset al (2012) argued that in some cases the company doesnot get any positive results from the deployment of LSSand this impedes the company from completing LSSprojects

Timans et al (2012)

Lack of training orcoaching

Thomas et al (2008) stated that many companies havefailed in LSS implementation as a result ofthe lack of training and knowledge of LSS toolsand techniques

Timans et al (2012)Breyfogle (2008)Thomas et al (2008)

Unmanaged expectations In many cases expectations about results vary betweensenior managers and practitioners This should beaddressed from the very early stages of LSSimplementation (Thomas et al 2008) In some casesorganizations cannot achieve the expected benefits tothe bottom line (Richard 2008) and this definitely leadsthe whole project to failure Hence the organizationwastes money time and effort with no specificimprovement


Competing projects This relates to the selection of projects which may becompeting for implementation of resources Managersshould use appropriate criteria to select the mostbeneficial projects as well as some project selectiontools and techniques such as brainstormingCritical to Quality (CTQ) focus group Kano analysisand so on

Timans et al (2012)

(continued )

Table VIIIImpeding factors forLSS implementationin the manufacturing

sector

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because around 50 tangible results have been extracted from reviewed papers in themanufacturing sector For instance 50 percent of the reviewed papers stated significantincreases in savings and bottom line up to $3bn in some cases decreased cycle timesignificantly by an average of 25-50 percent (as stated by Kucner 2009 in navy-commissioned nuclear aircraft carrier in the USA lead time was reduced from 180 to 40days) A number of cases cited reduction in inventory and waste in processes as well asreduction in the percentage of production defects It can therefore be argued that it ispossibly a lack of visible results rather than a lack of tangible results that is at issue here

Many authors such as Richard (2008) and Pepper and Spedding (2010) haveargued that the implementation of LSS projects in an organization often takes toolong and this is one of the challenges facing executives in organizations MasterBlack Belts spend around six months or more on each LSS project and LSS projectsusually take months to be completed (Smith 2003) However Snee (2010) arguedthat the implementation of LSS projects should not take more than three to sixmonths and this is one of the characteristics that differentiate LSS from otherimprovement initiatives From the researchersrsquo point of view there is a clearvariation in authorsrsquo opinions toward the time taken for LSS project executionThis variation could be as a result of differences in culture LSS awareness level oftraining etc as all these factors affect the time required for LSS implementationFuture research such as an empirical study is needed to address this gap inthe literature


Poor employeerelationships

This can affect LSS implementation It is important forLSS employees to have good relations with each other toenhance the probability of project success and make foran effective working environment

Timans et al (2012)

National regulations Both lack of regulation and overregulation put pressureon companies and prevent them being able to operateeffectively within the global market (Maleyeff et al2012)

Maleyeff et al (2012)

Employee attitude towarda new business strategy

In many cases employees think that new businessstrategies could put them at risk of losing their jobs iftheir performance is seen to be under the required level

Vinodh et al (2012)Kumar et al (2006)Antony et al (2003)

Convincing topmanagement

Top management often believe that investment inquality improvement programs is no more than wastingmoney and increasing production costs (Kumar et al2006)

Vinodh et al (2012)Kumar et al (2006)

Lack of awareness aboutLSS benefits in business

This is one of the top challenges facing businesses butcan be tackled through training and education as wellas by getting lessons from previous successful stories ofother organizations (Snee 2010)

Kumar et al (2006)Thomas et al (2008)Snee (2010)

Poor organizationalstructure

Thomas et al (2008) believe that problems inorganizational structure such as financial and technicalproblems can limit the success of implementation of LSS

Thomas et al (2008)

Lack of skills required forsuccessful deployment

Lack of skills such as managerial technical statisticaletc can be a significant barrier to LSS implementationWithout the availability of skilled members driving anew culture into the organization could be impossible(Thomas et al 2008)

Thomas et al (2008)Franchetti and Yanik(2011)

Table VIII

684

BPMJ213

Dow

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ded

by H

ER

IOT

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TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

4 Gaps in the current literature on LSS and agenda for future researchThe following gaps have been identified by the authors in the current literature on LSSThese gaps have been grouped and prioritized as follows

(1) Lack of a holistic approach to CI A number of organizations select aparticular approach to CI rather than taking a holistic approach to CIFor instance some organizations choose Kaizen as its primary CImethodology some other organizations utilize Lean as its primaryCI methodology and some others choose Six Sigma as the primary CImethodology However there is no systematic framework currently availablein the literature which guides organizations to choose a suitable CI for agiven problem or scenario

(2) Lack of standardization for certification Although a number of companiesprovide training and certification on LSS the authors would like to highlight thepoint that there is a clear lack of standardization for both training andcertification There is a need for the standardization of LSS curriculum formanufacturing companies (both large- and small- and medium-sizedenterprises) service industries public sector organizations and finally thirdsector organizations The certification requirements (number of projects to becompleted savings generated from the project etc) vary significantly from oneprovider to another and this causes major issues in terms of developing theworld class practice for LSS

(3) Linking LSS with learning organization Although a large number ofcompanies have been implementing LSS as a core strategy for CI manyof them have failed to link LSS with learning organization Some aspectsof organizational learning need to be addressed such as social aspectscultural aspects of human action cognitive aspects technical aspects of thework change aspects etc This topic is very important for people to learnfrom mistakes especially when projects fail Failed projects are a rich sourceof learning and publishing failure stories can definitely guide future researchefforts in the field For instance at what point a LSS Black Belt andthe project champion terminate a project and what are the critical factorsfor termination of LSS projects

(4) LSS for SMEs Although a large number of big organizations are deployingLSS research has shown that very few empirical studies have been publishedon LSS and its current status in the context of SMEs A number of scholars havepublished case studies of LSS in the context of SMEs However the authorswould like to accentuate the point that SMEs do need a roadmap forimplementing LSS and this is clearly lacking in the existing literatureMoreover there is a desired need for the development of a LSS toolkitcustomized for SMEs In addition to this very little research has been carriedout showing what kind of infrastructure is required for making LSS deploymentsuccessful in SMEs

Other research gaps identified by the authors includebull LSS and its link to innovation as a key driver for organizations to survive grow

and sustain competitiveness

685


Six Sigma

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613

04

June

201

5 (P

T)

bull LSS for enhancing supply chain performance and how long-term relationshipswith suppliers can improve productivity quality and customersrsquo satisfaction

bull LSS and environmental management system (Green LSS) to explore the relationbetween LSS and the environment This will be helpful for environmentalprofessionals to guide them on how to connect their work with LSS activities togenerate better environmental and operational results

bull LSS for public sector organizations eg healthcare education councils policeforce and so on

bull LSS for high-value and low-volume environment which have not been fullyunderstood and correctly applied such as the deployment of LSS in the aerospacemanufacturing industry

bull LSS Readiness Index Model to assess the readiness of an SME to embark on aLSS journey

bull Leadership and its impact on successful deployment of LSS

5 ConclusionThere is a noticeable increase in the popularity of LSS and level of LSS deployment inthe industrial world especially in large organizations in western countries such asthe USA the UK and the Netherlands and in some SMEs in developing countries suchas India

There are important themes cited in this paper which are benefits motivationfactors limitations and impeding factors The application of LSS methodology in 19case studies in the manufacturing sector has resulted in significant benefits in themanufacturing sector

The paper also explored the most commonly used tools and techniques in the casestudies that were included in this research Interestingly enough the use of Lean toolsand techniques such as VSM 5S etc was more common in most cases as these toolsand techniques are non-statistical unlike Six Sigma tools and techniques while the useof the Six Sigma toolkit was more familiar in the American manufacturing sectorthan in Europe

In addition many gaps in the current LSS literature have been identified such as theabsence of a sustainability framework of LSS and a lack of research in the relationbetween LSS and organizational learning Therefore a future research agenda for LSShas been developed in this research

The key findings of the systematic literature review can be used by senior managersbefore they embark upon the LSS journey Moreover the findings from the researchcan also act as a set of guidelines (barriers benefits motivation etc) in the introductiondevelopment and implementation of LSS

This study as other previous studies has limitations One limitation is the smallnumber of searched papers The size of the search was due to the inclusion and exclusioncriteria that were developed by the researchers to include only top-ranking journals andspecialist journals in the field Another limitation is the narrowing of the researchto the manufacturing sector only ndash however manufacturing is the specialist area of theresearcher and therefore an area of expertise that has enabled a greater depth ofknowledge to be applied to this study Other systematic reviews will therefore need to beconducted in the service sector construction sector and healthcare sector in the future

686

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613

04

June

201

5 (P

T)

References

Aboelmaged MG (2010) ldquoSix Sigma quality a structured review and implications for futureresearchrdquo International Journal of Quality amp Reliability Management Vol 27 No 3 pp 268-317

ABS (2011) ldquoThe association of business schoolrdquo available at wwwassociationofbusinessschoolsorgcontentabs-academic-journal-quality-guide (accessed January 14-16 2013)

Ahmed S Manaf NHA and Islam R (2013) ldquoEffects of Lean Six Sigma application inhealthcare services a literature reviewrdquo Reviews on Environmental Health Vol 28 No 4pp 189-194

Akbulut-Bailey AY Motwani J and Smedley EM (2012) ldquoWhen Lean and Six Sigmaconverge a case study of a successful implementation of Lean Six Sigma at an aerospacecompanyrdquo International Journal of Technology Management Vol 75 Nos 123 pp 18-32

Alsmadi M and Khan Z (2010) ldquoLean sigma the new wave of business excellenceliterature review and a frameworkrdquo Second International Conference on EngineeringSystems Management and its Applications (ICESMA) March 30 ndash April 1 pp 1-8 E-ISBN 978-9948-427-14-8

Andersson R Eriksson H and Torstensson H (2006) ldquoSimilarities and differences betweenTQM six sigma and leanrdquo The TQM Magazine Vol 18 No 3 pp 282-296

Antony J (2008) ldquoReflective practice can Six Sigma be effectively implemented in SMEsrdquoInternational Journal of Productivity and Performance Management Vol 57 No 5pp 420-423

Antony J Escamilla JL and Caine P (2003) ldquoLean Sigmardquo Manufacturing Engineer Vol 82No 2 pp 40-42

Arther F and George M (2004) ldquoLean Six Sigma leads xeroxrdquoASQ Six Sigma ForumMagazineVol 3 No 4 pp 11-16

Assarlind M Gremyr I and Backman K (2012) ldquoMulti-faceted views on a Lean Six Sigmaapplicationrdquo International Journal of Quality amp Reliability Management Vol 22 No 3pp 21-30

Bhuiyan N Baghel A and Wilson J (2006) ldquoA sustainable continuous improvementmethodology at an aerospace companyrdquo International Journal of Productivity andPerformance Management Vol 55 No 8 pp 671-687

Booth A Papaioannou D and Sutton A (2012) Systematic Approaches to a SuccessfulLiterature Review SAGA London

Bossert JL (2013) ldquoSecond chancesrdquo ASQ Six Sigma Forum Magazine Vol 13 No 1 pp 4-5

Breyfogle FWI II (2008) ldquoBeyond troubleshootingrdquo ASQ Six Sigma Forum Magazine Vol 8No 1 pp 27-31

Chakravorty SS and Shah AD (2012) ldquoLean Six Sigma (LSS) an implementation experiencerdquoEuropean Journal of Industrial Engineering Vol 6 No 1 pp 118-137

Chen M and Lyu J (2009) ldquoA Lean Six-Sigma approach to touch panel quality improvementrdquoProduction Planning amp Control Vol 20 No 5 pp 445-454

Chen H Lindeke R and Wyrick D (2010) ldquoLean automated manufacturing avoiding thepitfalls to embrace the opportunitiesrdquo Assembly Automation Vol 30 No 2 pp 117-123

Chiarini A (2013a) ldquoRelationships between total quality management and Six Sigma insideEuropean manufacturing companies a dedicated surveyrdquo International Journal ofProductivity and Quality Management Vol 11 No 2 pp 179-194

Chiarini A (2013b) ldquoDifferences between Six Sigma applications in manufacturing and theservice industryrdquo International Journal of Productivity and Quality Management Vol 12No 3 pp 345-360

687


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Corbett LM (2011) ldquoLean Six Sigma the contribution to business excellencerdquo InternationalJournal of Lean Six Sigma Vol 2 No 2 pp 118-131

Drohomeretski E Gouvea da Costa S Pinheiro de Lima E and Andrea da Rosa P (2013)ldquoLean Six Sigma and Lean Six Sigma an analysis based on operations strategyrdquoInternational Journal of Production Research Vol 52 No 3 pp 804-824

Franchetti M and Yanik M (2011) ldquoContinuous improvement and value stream analysisthrough the Lean DMAIC Six Sigma approach a manufacturing case study fromOhio USArdquo International Journal of Six Sigma and Competitive Advantage Vol 6 No 4pp 278-300

Glasgow JM Caziewell S Jill R and Kaboli PJ (2010) ldquoGuiding inpatient qualityimprovement a systematic review of Lean and Six Sigmardquo Joint Commission Journal onQuality and Patient Safety Vol 36 No 12 pp 23-45

Hardeman J and Goethals PL (2011) ldquoA case study applying Lean Six Sigma concept to designmore efficient airfoil extrusion shimming processrdquo International Journal of Six Sigma andCompetitive Advantage Vol 6 No 3 pp 173-196

Harzing (2012) Journal Quality List 47 Ed available at wwwharzingcomdownloadjql_journalpdf (accessed August 17 2012)

Hilton RJ and Sohal A (2012) ldquoA conceptual model for the successful deployment ofLean Six Sigmardquo International Journal of Quality amp Reliability Management Vol 29 No 1pp 54-70

Hu G Wang L Fetch S and Bidanda B (2008) ldquoA multi-objective model for project portfolioselection to implement lean and Six Sigma conceptsrdquo International Journal of ProductionResearch Vol 46 No 23 pp 6611-6625

Klefsjouml B Wiklund H and Edgeman RL (2001) ldquoSix Sigma seen as a methodology for totalquality managementrdquo Measuring Business Excellence Vol 5 No 1 pp 31-35

Kucner RJ (2009) ldquoStaying seaworthyrdquo ASQ Six Sigma Forum Magazine Vol 8 No 2pp 25-30

Kumar M Antony J Singh RK Tiwari MK and Perry D (2006) ldquoImplementing the Lean SixSigma framework in an Indian SME a case studyrdquo Production Planning amp Control Vol 17No 4 pp 407-423

Laureani A and Antony J (2012) ldquoStandards for Lean Six Sigma certificationrdquo InternationalJournal of Productivity and Performance Management Vol 61 No 1 pp 110-120

Lee L and Wei C (2009) ldquoReducing mold changing time by implementing Lean Six SigmardquoQuality and Reliability Engineering International Vol 26 No 4 pp 387-395

Maleyeff J Arnheiter AE and Venkateswaran V (2012) ldquoThe continuing evolution of Lean SixSigmardquo TQM Journal Vol 24 No 6 pp 542-555

Manville G Greatbanks R Krishnasamy R and Parker DW (2012) ldquoCritical success factorsfor Lean Six Sigma programmes a view from middle managementrdquo International Journalof Quality amp Reliability Management Vol 29 No 1 pp 7-20

Medeiros CO Cavalli SB Salay E and Proenccedila RPC (2011) ldquoAssessment of the methodologicalstrategies adopted by food safety training programmes for food service workers a systematicreviewrdquo Food Control Vol 22 No 8 pp 1136-1144

Naumlslund D (2008) ldquoLean six sigma and lean sigma fads or real process improvement methodsrdquoBusiness Process Management Journal Vol 14 No 3 pp 269-287

Okoli C and Schabram K (2010) ldquoA guide to conducting a systematic literature review ofinformation systems researchrdquo Sprouts Working Papers on Information Systems Vol 10No 26 pp 1-51 available at httpsproutsaisnetorg10-26

688

BPMJ213

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ded

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IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Pepper MPJ and Spedding TA (2010) ldquoThe evolution of Lean Six Sigmardquo InternationalJournal of Quality amp Reliability Management Vol 27 No 2 pp 138-155

Pickrell G Lyons J and Shaver J (2005) ldquoLean Six Sigma implementation case studiesrdquoInternational Journal of Six Sigma and Competitive Advantages Vol 1 No 4pp 369-379

Prasanna M and Vinodh S (2013) ldquoLean Six Sigma in SMEs an exploration through literaturereviewrdquo Journal of Engineering Design and Technology Vol 11 No 3 pp 224-250

Richard DS (2008) ldquoHow lean is your Six Sigma programrdquo ASQ Six Sigma Forum MagazineVol 27 No 4 pp 42-45

Roth N and Franchetti M (2010) ldquoProcess improvement for printing operations through theDMAIC Lean Six Sigma approach a case study from Northwest Ohio USArdquo InternationalJournal of Lean Six Sigma Vol 1 No 2 pp 119-133

Salah S Rahim A and Carretero J (2010) ldquoThe integration of Six Sigma and Leanmanagementrdquo International Journal of Lean Six Sigma Vol 1 No 3 pp 249-274

Shah R Chandrasekaran A and Linderman K (2008) ldquoIn pursuit of implementation patternsthe context of Lean and Six Sigmardquo International Journal of Production Research Vol 46No 23 pp 6679-6699

Shahin A and Alinavaz M (2008) ldquoIntegrative approach and framework of Lean Six Sigma aliterature perspectiverdquo International Journal of Process Management and BenchmarkingVol 2 No 4 pp 323-337

Smith B (2003) ldquoLean and Six Sigma ndash a one-two punchrdquo Quality Progress Vol 4 No 4 pp 37-41

Snee RD (2010) ldquoLean Six Sigma ndash getting better all the timerdquo International Journal of Lean SixSigma Vol 1 No 1 pp 9-29

Snee RD and Hoerl RW (2007) ldquoIntegrating Lean and Six Sigma ndash a holistic approachrdquo ASQSix Sigma Forum Magazine Vol 6 No 3 pp 15-21

Thomas A Barton R and Okafor C (2009) ldquoApplying lean six sigma in a small engineeringcompany ndash a model for changerdquo Journal of Manufacturing Technology ManagementVol 20 No 1 pp 113-129

Thomas AJ Rowlands H Byard P and Rowland-Jones R (2008) ldquoLean Six Sigma anintegrated strategy for manufacturing sustainabilityrdquo International Journal of Six Sigmaand Competitive Advantage Vol 4 No 4 pp 333-354

Thomas BH Ciliska D Dobbins M and Micucci S (2004) ldquoA process for systematicallyreviewing the literature providing the research evidence for public health nursinginterventionsrdquo Worldviews on Evidence-Based Nursing Vol 1 No 3 pp 176-184

Timans W Antony J Ahaus K and Solingen R (2012) ldquoImplementation of Lean Six Sigma insmall and medium-sized manufacturing enterprises in the Netherlandsrdquo Journal ofOperational Research Society Vol 63 No 3 pp 339-353

Tranfield D Denyer D and Smart P (2003) ldquoTowards a methodology for developing evidence-informed management knowledge by means of systematic reviewrdquo British Journal ofManagement Vol 14 No 3 pp 207-222

Vinodh S Gautham SG and Ramiya A (2011) ldquoImplementing lean sigma framework in anIndian automotive valves manufacturing organisation a case studyrdquo Production Planningamp Control Vol 22 No 7 pp 708-722

Vinodh S Kumar SV and Vimal KEK (2012) ldquoImplementing Lean Sigma in an Indianrotary switches manufacturing organisationrdquo Production Planning amp Control Vol 25 No 4pp 1-15

Waite PJ (2013) ldquoSave your stepsrdquo ASQ Six Sigma Forum Magazine Vol 12 No 3 pp 20-24

689


Six Sigma

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IVE

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June

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T)

Wang M-T Wan H-D Chen H-Y Wang S-MA Huang S-CA and Cheng H-YL (2012)ldquoSix Sigma and Lean Six Sigma a literature review and experience in Taiwanrdquo Conferenceof International Foundation for Production Research-Asia Pacific Region Patong BeachPhuket December 2-5

William H and Willie K (2003) ldquoThe Honeywell experiencerdquo ASQ Six Sigma Forum MagazineVol 2 No 2 pp 34-37

Womack JP and Jones DT (2003) Lean Thinking Banish Waste and Create Wealth in YourCorporation Free Press New York NY

Womack JP and Jones DT (2005) ldquoLean consumptionrdquoHarvard Business Review Vol 83 No 3pp 58-69

Womack JP Jones DT and Roos D (1990) The Machine that Changed the World RawsonAssociatesMacmillan Publishing Company New York NY

Yi TP Feng CJ Prakash J and Ping LW (2012) ldquoReducing electronic component losses inlean electronics assembly with Six Sigma approachrdquo International Journal of Lean SixSigma Vol 3 No 3 pp 206-230

Zhang Q Irfan M Khattak MAO Zhu X and Hassan M (2012) ldquoLean Six Sigma a literaturereviewrdquo Interdisciplinary Journal of Contemporary Research in Business Vol 3 No 10pp 599-605

About the authorsSaja Ahmed Albliwi is a PhD Candidate in the School of Management and Languages Heriot-Watt University UK She got her Master of Science in 2011 in Strategic Project Management fromthe School of Management and Languages Heriot-Watt University UK She got her Bachelor ofScience in Housing and Home Management from the King Abdulaziz University Saudi Arabia in2007 Currently she is working as a Teacher Assistant at the King Abdulaziz University and shewas awarded a scholarship from the same university for her PhD study She presented in ICMRconference in September 2013 and she has published a paper in IJQRM in September 2014 in thetopic of Lean Six Sigma Currently she is working on a journal article publication and aconference paper in the field of Lean Six Sigma She has taught classes in Lean Six Sigma forpostgraduate students in the University of Strathclyde She is also a member of the AmericanSociety for Quality and EurOMA Her current research interests are centered in the field of LeanSix Sigma quality management operation management and continuous improvementSaja Ahmed Albliwi is the corresponding author and can be contacted at salbliwihotmailcouk

Professor Jiju Antony is recognized worldwide as a Leader in Six Sigma methodology forachieving and sustaining process excellence He founded the Centre for Research in Six Sigmaand Process Excellence (CRISSPE) in 2004 establishing first research centre in Europe in the fieldof Six Sigma He is a Fellow of the Royal Statistical Society (UK) Fellow of the Institute forOperations Management (UK) Fellow of the Chartered Quality Institute (CQI) Fellow of theAmerican Society for Quality (USA) and a Fellow of the Institute of the Six Sigma ProfessionalsHe has recently been elected to the International Academy of Quality and is the first one to beelected from Scotland and the fourth person from the UK He is a Certified Master Black Belt andhas demonstrated savings of over ten million pounds to the bottom line of several organizationsaround Europe He has a proven track record for conducting internationally leading research inthe field of Quality Management and Lean Six Sigma He has authored over 270 journal andconference papers and six text books He has published over 75 papers on Six Sigma topic and isconsidered to be one of the highest in the world He was the past Editor of the InternationalJournal of Six Sigma and Competitive Advantage and is currently serving as the Editor of the firstInternational Journal of Lean Six Sigma launched in 2010 by Emerald Publishers He is thefounder of the first international conference on Six Sigma in the UK back in 2004 and is alsothe founder of the first international conference on Lean Six Sigma for higher education He hasbeen a keynote speaker for various conferences around the world and is a regular speaker for

690

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T)

ASQrsquos Lean Six Sigma Conference in Phoenix USA Professor Antony has worked on a numberof consultancy projects with several blue chip companies such as Rolls-Royce Bosch Parker PenSiemens Ford Scottish Power Tata Thales Nokia Philips GE and a number of small- andmedium-sized enterprises

Sarina Abdul Halim Lim is a PhD Candidate in the School of Management and LanguagesHeriot-Watt University UK She holds her Master of Science in Quality and ProductivityImprovement at the Mathematical Centre University of National Malaysia and Bachelor ofScience in Mathematics University of Technology Malaysia She presented and published inseveral conferences for the past few years and currently working on the journal articlepublication in the field of statistical process control Currently she is working at the Universityof Putra Malaysia and she was awarded a scholarship from the Malaysian Ministry ofEducation for her PhD study She has taught classes in statistical process control anddesign of experiment at the University of Strathclyde She is also a member of the AmericanSociety for Quality since 2012 Her current research interests are centered in the field ofstatistical process control quality operation management quality engineering engineeringmanagement and continuous improvement

For instructions on how to order reprints of this article please visit our websitewwwemeraldgrouppublishingcomlicensingreprintshtmOr contact us for further details permissionsemeraldinsightcom

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Related content and download information correct at time ofdownload

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Vol 21 No 3 2015pp 665-691


DOI 101108BPMJ-03-2014-0019





665


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Six Sigma1980s

TPS1940s

Lean

Lean Six Sigma2000












Sigma integration

667


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613

04

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201

5 (P

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5 (P

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Planningthe Review



Report the Research

Dissemination




Quality Assessment



Figure 2Summary of


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Inclusion Exclusion









Entriespapers

Relevantpapers

Country oforigins



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5 (P

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academic journals

671


Six Sigma

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IVE

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04

June

201

5 (P

T)







Num

ber

of A

rtic

les 10

12

0

2

4

6

8

Year of Publication


2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013


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5 (P

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(3) reduced cost



(6) reduced defects












Theme No of papers



sector

673


Six Sigma

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IVE

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TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Hom

efurnishing

(USA

)(Chakravorty

and

Shah2012)

Tochange

theoperationto

show

positiv

eresults

Toim

proveem

ployeesrsquomorale

Toim

proveproductqu

ality

and

manufacturing

operations

SIPO

CVSM

CampEanalysis

SMEDD

OEA

NOVA

Pareto

analysisP

oka-yoke

Improvem

entof

manufacturing


Improvem

entof

team

mem

bersrsquoskills

Improvem

entof

productio

ncapacity

Reductio

nin

costcycletim

ecustom


Reductio

nin

variationandwaste

from

operation


company

(USA

)(Akb

ulut-Bailey

etal2012)

Toim


nin

themarket

Toincrease

thebottom

lineby

redu

cing

thecost

ofoperations

CampEanalysisK

anban

Jidoka

Saleswentfrom

$30m

to$205myear

Reductio

nin

inventory

wastep

rodu

ctioncostlabor

timeandcycletim

eSign

ificant

improvem

entin

quality

Increase

inproductio

ncustom


Proprietarymilitary

products


2005)

Toredu

ceproductio

ncost

Toredu

cecycletim

ecustom

erreturnsbacklog

supp

ortlaborand

inventory

Toincrease

productio

ncapacity

SIPO

CCamp

EanalysisD

OE

SPC

processmapping

brainstorm

ing

50

overallreductio

nin

totalcost

53

redu

ctionin

cycletim

e82

redu

ctionin

custom

erreturnsbacklog

32

redu

ctionin

supp

ortlaborrequ

ired

52

increase

inproductio

ncapacity

50

redu

ctionin

inventory

Deeperun

derstand

ingof

productio

nprocess


(USA

)(Hardeman

and

Goethals2011)

Toim


the

shim

mingprocess

Toenhancethequ

ality

oftheproduct

CampEanalysisF

MEA

94

redu

ctionin

productdefects

Increasedsigm

avaluefrom

0868to

3207

Elim

inationof


cleanedup

Effectiv

estoragesystem

hasbeen

created

Sign

ificant

improvem

entin


Reductio

nin

theam

ount

ofproductscrapp

edSm

alleng

ineering

company

(UK)(Thomas

etal2009)

Toexam

inethevalid

ityof

anewLS

Sintegrated

approach

that

hasbeen

developedby

theresearchersin

the

stud

y

5SV

SMT

PMD

OEQ

FD

SPC


theyear

ofpound29000

Increase

incellOEEfrom

34to

55

Increase

inproductio

nby

31

perh

ourfrom15

to25

pphThisadded

2800additio

nalp

arts

perannu

m12

redu

ctionin

theuseof

energy

perannu

mReductio

nin

equipm

entdowntim

efrom

5to

2Abilityto

compete


ificantly

Increasedcustom

ersatisfaction

Company

productportfolio

shifted

toahigher-value

marketsector

Increasedaw

arenessof


forproblem

solving

(con

tinued)


674

BPMJ213

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nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits


(Lee

andWei2009)

Todiscover

variationandwaste

causes

intheICTmoldchange

processandredu

ceit

Toredu

cethenu

mberofirregu

larpin

points

onapinb

oard

Processmapping

CampE

analysisA

NOVAF

MEA

5ST

PM

Increase

inproductio

nutilizatio

nrate

from

6677to

9271

with

in3months

Increase

inthroug

hput

by22500

PCBsperday

Sign

ificant

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676

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Improvem

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from

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$28m

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from

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to2007

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HoneywellInternatio

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illiam

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1995

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Qualityandcommun

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(Malaysia)

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Table V

677


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Reasons

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Tomeetthe

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Table V

678

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timean

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473-153min

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72to

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Developmentof

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maintenance

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replacem

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Tiremanufacturing

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productcost

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6to

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$20000may

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ctioninworkp

lace

accidentsas

aresultof

housekeeping

procedures

Key

performance

metricshave

improved


erunit

(DPU



thus

theoverall

plantefficiency(OPE

)Reductionin

custom

ercomplaintsmachine

setuptim

eworkplace

accidents

Totalsavingsof

around

$140000

peryear

Autom

otivevalves

manufacturing

(India)

(Vinodhetal2011)

Toim

proveFT

RToredu


the


custom

ersatisfaction

SIPO

Cbrainstorm

ing

VOC

currentstatemap5S

VSM

ParetochartCamp

Eanalysiscontrol

chart

DOEK

anban

Custom


The

improvem

entof

first-timerigh

t(FTR)p

ercentagefrom

982to

99

would

save

28000

valves

permonth

from

rejection

Sign

ificant

saving

shave

been

achieved

Reductio

ninmachine

breakd

owntim

einventorychange

overtim

e(C

O)b

y25and

inmanufacturing

lead

timeby

1853

50

decrease

inDPU

1764

increase

inOEE

Reductio

nin

annu

almovem

ento

fmaterialsfrom

2040to

1300miles

hencethematerialm

ovem

entcost

hasredu

cedfrom

$187298

to$103886

peryear

Indu

strial

cleaning

equipm

entmanufacturing

(USA


2011)

Toredu

cecostby

15reducewaste

andprotectrevenu


quality

andmarketshare

Toincrease

capacity

by10

CTQanalysisS

IPOC

brainstorm

ingVSM

Pareto

analysisroot-cause

analysisF

MEAK

anban

$660000

redu

ctionin

cost

peryear

50

redu

ctionin

workcells

(con

tinued)

Table V

676

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Arm

aments

products

(USA

)(Corbett2011)

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e5ST

PMV

SMp

rocess

MapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e

5ST

PMV

SMp

rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won


HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts


illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

Toim

provecash

flow

Processmapping

CampE

analysisF

MEAS

PC5S

andmistake

proofin

g

$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50


(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

thecarrierrsquos

design

andmanufacture

5SV

SMk

aizen

brainstorm

ing

root-cause

analysis

Through

putof

remanufacturing

linenearly

tripled

Average

component

lead

timewas

redu

cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

andschedu

legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

cedefectsin

productio

nToredu

celosses

($300000)

from

electroniccomponent

loss

CampEanalysisP

aretochart

brainstorm

ing

5SV

SM

Poka-yokeSP

C

18

redu


losses

intheplantfrom$7680

to$6400

with

in16

weeks

oftheim

provem

entph

ase

Sign

ificant

redu

ctionin

productio

ncost

(con

tinued)

Table V

677


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Printin

gsampleboards

manufacturing

(USA

)(Roth

andFranchetti

2010)

Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe


productio

ncapacity

throug

hwaste

redu

ction

Toincrease


advantagein

theprintin

gindu

stry

Pareto

chartE-Kanban

system

SOP

checksheet

Custom

erdemandhasbeen

met

bycreatin

gbetter

processesand

improved

productcost

Laborcost

minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof


improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

Toincrease

efficiencyand

standardization

Toelim

inateproducts

andother

materialsthat

areno

long

erused

Currentstatemap

spaghettid

iagram

VSM

5SP

oka-yoke

Elim

inated

1163man

hoursof

annu


from

acylin

der-fillin

gprocessat

onefacility

Productiv

ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

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RSI

TY

At 1

613

04

June

201

5 (P

T)














679


Six Sigma

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by H

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UN

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RSI

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At 1

613

04

June

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5 (P

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Thomas et al (2009)












in the market




To reduce cost

Num

ber

of A

rtic

les

10987654

23

10


680

BPMJ213

Dow

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by H

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UN

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RSI

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At 1

613

04

June

201

5 (P

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(1) time-consuming



681


Six Sigma

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UN

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RSI

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At 1

613

04

June

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5 (P

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Thomas et al (2008)






Snee (2010)


682

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RSI

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At 1

613

04

June

201

5 (P

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Timans et al (2012)




Timans et al (2012)


Timans et al (2012)







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(continued )


sector

683


Six Sigma

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UN

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RSI

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At 1

613

04

June

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5 (P

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Timans et al (2012)














Thomas et al (2008)




Table VIII

684

BPMJ213

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UN

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RSI

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At 1

613

04

June

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5 (P

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685


Six Sigma

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by H

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UN

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RSI

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At 1

613

04

June

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5 (P

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686

BPMJ213

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by H

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UN

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RSI

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At 1

613

04

June

201

5 (P

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References




















687


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by H

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At 1

613

04

June

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5 (P

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688

BPMJ213

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by H

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At 1

613

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June

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5 (P

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689


Six Sigma

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UN

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At 1

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June

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5 (P

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690

BPMJ213

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At 1

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June

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5 (P

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691


Six Sigma

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At 1

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5 (P

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666

BPMJ213

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At 1

613

04

June

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5 (P

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Six Sigma1980s

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667


Six Sigma

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At 1

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June

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5 (P

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668

BPMJ213

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At 1

613

04

June

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5 (P

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Planningthe Review



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Figure 2Summary of


669


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Inclusion Exclusion









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670

BPMJ213

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5 (P

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671


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At 1

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5 (P

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At 1

613

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June

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5 (P

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(3) reduced cost



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sector

673


Six Sigma

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RSI

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At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

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gLS

SToolsandtechniqu

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Hom

efurnishing

(USA

)(Chakravorty

and

Shah2012)

Tochange

theoperationto

show

positiv

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Toim

proveem

ployeesrsquomorale

Toim

proveproductqu

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NOVA

Pareto

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oka-yoke

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entof

manufacturing


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entof

team

mem

bersrsquoskills

Improvem

entof

productio

ncapacity

Reductio

nin

costcycletim

ecustom


Reductio

nin

variationandwaste

from

operation


company

(USA

)(Akb

ulut-Bailey

etal2012)

Toim


nin

themarket

Toincrease

thebottom

lineby

redu

cing

thecost

ofoperations

CampEanalysisK

anban

Jidoka

Saleswentfrom

$30m

to$205myear

Reductio

nin

inventory

wastep

rodu

ctioncostlabor

timeandcycletim

eSign

ificant

improvem

entin

quality

Increase

inproductio

ncustom


Proprietarymilitary

products


2005)

Toredu

ceproductio

ncost

Toredu

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ecustom

erreturnsbacklog

supp

ortlaborand

inventory

Toincrease

productio

ncapacity

SIPO

CCamp

EanalysisD

OE

SPC

processmapping

brainstorm

ing

50

overallreductio

nin

totalcost

53

redu

ctionin

cycletim

e82

redu

ctionin

custom

erreturnsbacklog

32

redu

ctionin

supp

ortlaborrequ

ired

52

increase

inproductio

ncapacity

50

redu

ctionin

inventory

Deeperun

derstand

ingof

productio

nprocess


(USA

)(Hardeman

and

Goethals2011)

Toim


the

shim

mingprocess

Toenhancethequ

ality

oftheproduct

CampEanalysisF

MEA

94

redu

ctionin

productdefects

Increasedsigm

avaluefrom

0868to

3207

Elim

inationof


cleanedup

Effectiv

estoragesystem

hasbeen

created

Sign

ificant

improvem

entin


Reductio

nin

theam

ount

ofproductscrapp

edSm

alleng

ineering

company

(UK)(Thomas

etal2009)

Toexam

inethevalid

ityof

anewLS

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approach

that

hasbeen

developedby

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the

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y

5SV

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theyear

ofpound29000

Increase

incellOEEfrom

34to

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Increase

inproductio

nby

31

perh

ourfrom15

to25

pphThisadded

2800additio

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perannu

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redu

ctionin

theuseof

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perannu

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nin

equipm

entdowntim

efrom

5to

2Abilityto

compete


ificantly

Increasedcustom

ersatisfaction

Company

productportfolio

shifted

toahigher-value

marketsector

Increasedaw

arenessof


forproblem

solving

(con

tinued)


674

BPMJ213

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UN

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RSI

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At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits


(Lee

andWei2009)

Todiscover

variationandwaste

causes

intheICTmoldchange

processandredu

ceit

Toredu

cethenu

mberofirregu

larpin

points

onapinb

oard

Processmapping

CampE

analysisA

NOVAF

MEA

5ST

PM

Increase

inproductio

nutilizatio

nrate

from

6677to

9271

with

in3months

Increase

inthroug

hput

by22500

PCBsperday

Sign

ificant

redu

ctionin

fixturesearch

timean

averageof

473-153min

Decreasein

erroneouspins

from

72to

115

with

in3monthsandto

18

with

in6months

Developmentof

aplan

forfuture

maintenance

andequipm

ent

replacem

ent

Tiremanufacturing

company

(India)

(Bhu

iyan

etal2006)

Toredu


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5S

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root-cause

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Reductio

nin

defectivetires

intotalm

onthly

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22-25to

15

with

inthefirst

month

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itches

manufacturing

(India)

(Vinodhetal2012)

Toredu


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lineprocess

flow

Toincrease

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ersatisfaction

Toredu


Pareto

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Kanban

5SP

oka-yoke

10

redu

ctionin

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10

redu

ctionin

defectsin

each

stageof

keyperformance

metrics

7increase


Bettercustom

ersatisfaction

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nin

machine

breakd

owntim

eIncrease

inprofit

Morethan

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ctionin

workin

process(W

IP)inv

entory

Identified7typesof

waste

Increasedem

ployee

moraletowardcreativ

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Touch

panelm

anufacturing

(Taiwan)(Ch

enandLy

u2009)

Toim

provethequ

ality

ofthetouch

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Toincrease

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ality

Toim

proveyieldrate

VOC

CampEanalysisSIPOC

ANOVAP

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DOEcurrent

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than

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nin

productcost

andincrease

incustom

ersatisfaction

Developmentin

LSSmem

bersrsquoexperience

andkn

owledg

eof

advanced

statistical

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such

asdesign

ofexperiments

(DOE)


during

theim

provem

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ase

The


thestam

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kof

234

andPp

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225implying


Sigm

aqu

ality

standard

(con

tinued)

Table V

675


Six Sigma

Dow

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by H

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TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

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gLS

SToolsandtechniqu

esBenefits

Autom

obile

accessories

manufacturing

(India)

(Kum

aretal2006)

Toredu


the

finishedproduct

Towin

custom

erloyalty

Toenhancethebottom

line

Toredu

ceworkin

processinventory

Toredu

cecost

ofscrapandrework

Currentstatemap5S

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Pareto

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brainstorm

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DOE

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Sign

ificant

financialsaving

of$46500pery

eard

uetodefectredu

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Reductio

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6to

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peryear

dueto

25

redu

ctionin

process

inventory

$20000may

besaveddu

etotheredu

ctioninworkp

lace

accidentsas

aresultof

housekeeping

procedures

Key

performance

metricshave

improved


erunit

(DPU



thus

theoverall

plantefficiency(OPE

)Reductionin

custom

ercomplaintsmachine

setuptim

eworkplace

accidents

Totalsavingsof

around

$140000

peryear

Autom

otivevalves

manufacturing

(India)

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Toim

proveFT

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anban

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The

improvem

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first-timerigh

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would

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28000

valves

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Sign

ificant

saving

shave

been

achieved

Reductio

ninmachine

breakd

owntim

einventorychange

overtim

e(C

O)b

y25and

inmanufacturing

lead

timeby

1853

50

decrease

inDPU

1764

increase

inOEE

Reductio

nin

annu

almovem

ento

fmaterialsfrom

2040to

1300miles

hencethematerialm

ovem

entcost

hasredu

cedfrom

$187298

to$103886

peryear

Indu

strial

cleaning

equipm

entmanufacturing

(USA


2011)

Toredu

cecostby

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quality

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Toincrease

capacity

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CTQanalysisS

IPOC

brainstorm

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Pareto

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analysisF

MEAK

anban

$660000

redu

ctionin

cost

peryear

50

redu

ctionin

workcells

(con

tinued)

Table V

676

BPMJ213

Dow

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TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

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implem

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gLS

SToolsandtechniqu

esBenefits

Arm

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products

(USA

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Togain

financial

benefitsby

redu

cing

cost

andcycletim

e5ST

PMV

SMp

rocess

MapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e

5ST

PMV

SMp

rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won


HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts


illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

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provecash

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Processmapping

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andmistake

proofin

g

$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

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(USA

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Toim

provequ

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shortencycletim

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5SV

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brainstorm

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Average

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180to

40days

overtim

ewas

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cost

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Qualityandcommun

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proved

sign

ificantly

Autom

otiveelectronic

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(Malaysia)

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Toredu

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from

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Sign

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ctionin

productio

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(con

tinued)

Table V

677


Six Sigma

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At 1

613

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June

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stry

Reasons

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Printin

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Tomeetthe

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mberof

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mberof

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theproductio

nprocess

Qualityof


improved

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organizatio

n(USA

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2013)

Tobe

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Toelim

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ities

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Currentstatemap

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Variableproductio

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10-35

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Increasedem

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Table V

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in the market




To reduce cost

Num

ber

of A

rtic

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10987654

23

10


680

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At 1

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684

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687


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Table V

676

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from

2002

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HoneywellInternatio

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illiam

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$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

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cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50


(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

thecarrierrsquos

design

andmanufacture

5SV

SMk

aizen

brainstorm

ing

root-cause

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Through

putof

remanufacturing

linenearly

tripled

Average

component

lead

timewas

redu

cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

andschedu

legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

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productio

nToredu

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($300000)

from

electroniccomponent

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productio

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(con

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Table V

677


Six Sigma

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613

04

June

201

5 (P

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Reasons

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implem

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gLS

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Printin

gsampleboards

manufacturing

(USA

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2010)

Tomeetthe

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demand

of200000boards

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cing

wasteinthe


productio

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throug

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Toincrease


advantagein

theprintin

gindu

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Pareto

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SOP

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bycreatin

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productcost

Laborcost

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byestablishing

theoptim

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employees

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defectsin

theproductio

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Qualityof


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Gases

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organizatio

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Toelim

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Toincrease

efficiencyand

standardization

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materialsthat

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long

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Currentstatemap

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VSM

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1163man

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acylin

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Productiv

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18-48

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onthesite

Variableproductio

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10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

BPMJ213

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613

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June

201

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Thomas et al (2009)












in the market




To reduce cost

Num

ber

of A

rtic

les

10987654

23

10


680

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(1) time-consuming



681


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5 (P

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Thomas et al (2008)






Snee (2010)


682

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At 1

613

04

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5 (P

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Timans et al (2012)




Timans et al (2012)


Timans et al (2012)







Timans et al (2012)

(continued )


sector

683


Six Sigma

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by H

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At 1

613

04

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5 (P

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Timans et al (2012)














Thomas et al (2008)




Table VIII

684

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At 1

613

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June

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5 (P

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685


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613

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5 (P

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686

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5 (P

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687


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688

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5 (P

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689


Six Sigma

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691


Six Sigma

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668

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Planningthe Review



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Figure 2Summary of


669


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At 1

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671


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ber

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673


Six Sigma

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At 1

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5 (P

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stry

Reasons

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gLS

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and

Shah2012)

Tochange

theoperationto

show

positiv

eresults

Toim

proveem

ployeesrsquomorale

Toim

proveproductqu

ality

and

manufacturing

operations

SIPO

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CampEanalysis

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Pareto

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entof

manufacturing


Improvem

entof

team

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bersrsquoskills

Improvem

entof

productio

ncapacity

Reductio

nin

costcycletim

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Reductio

nin

variationandwaste

from

operation


company

(USA

)(Akb

ulut-Bailey

etal2012)

Toim


nin

themarket

Toincrease

thebottom

lineby

redu

cing

thecost

ofoperations

CampEanalysisK

anban

Jidoka

Saleswentfrom

$30m

to$205myear

Reductio

nin

inventory

wastep

rodu

ctioncostlabor

timeandcycletim

eSign

ificant

improvem

entin

quality

Increase

inproductio

ncustom


Proprietarymilitary

products


2005)

Toredu

ceproductio

ncost

Toredu

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ecustom

erreturnsbacklog

supp

ortlaborand

inventory

Toincrease

productio

ncapacity

SIPO

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OE

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processmapping

brainstorm

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50

overallreductio

nin

totalcost

53

redu

ctionin

cycletim

e82

redu

ctionin

custom

erreturnsbacklog

32

redu

ctionin

supp

ortlaborrequ

ired

52

increase

inproductio

ncapacity

50

redu

ctionin

inventory

Deeperun

derstand

ingof

productio

nprocess


(USA

)(Hardeman

and

Goethals2011)

Toim


the

shim

mingprocess

Toenhancethequ

ality

oftheproduct

CampEanalysisF

MEA

94

redu

ctionin

productdefects

Increasedsigm

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0868to

3207

Elim

inationof


cleanedup

Effectiv

estoragesystem

hasbeen

created

Sign

ificant

improvem

entin


Reductio

nin

theam

ount

ofproductscrapp

edSm

alleng

ineering

company

(UK)(Thomas

etal2009)

Toexam

inethevalid

ityof

anewLS

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the

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5SV

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theyear

ofpound29000

Increase

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34to

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Increase

inproductio

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31

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ourfrom15

to25

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perannu

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ctionin

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perannu

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nin

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entdowntim

efrom

5to

2Abilityto

compete


ificantly

Increasedcustom

ersatisfaction

Company

productportfolio

shifted

toahigher-value

marketsector

Increasedaw

arenessof


forproblem

solving

(con

tinued)


674

BPMJ213

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At 1

613

04

June

201

5 (P

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stry

Reasons

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implem

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gLS

SToolsandtechniqu

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(Lee

andWei2009)

Todiscover

variationandwaste

causes

intheICTmoldchange

processandredu

ceit

Toredu

cethenu

mberofirregu

larpin

points

onapinb

oard

Processmapping

CampE

analysisA

NOVAF

MEA

5ST

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Increase

inproductio

nutilizatio

nrate

from

6677to

9271

with

in3months

Increase

inthroug

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by22500

PCBsperday

Sign

ificant

redu

ctionin

fixturesearch

timean

averageof

473-153min

Decreasein

erroneouspins

from

72to

115

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in3monthsandto

18

with

in6months

Developmentof

aplan

forfuture

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ent

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Tiremanufacturing

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(India)

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iyan

etal2006)

Toredu


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Toincrease

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Pareto

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7increase


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Reductio

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inprofit

Morethan

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IP)inv

entory

Identified7typesof

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Increasedem

ployee

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Touch

panelm

anufacturing

(Taiwan)(Ch

enandLy

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ality

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Toincrease

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ality

Toim

proveyieldrate

VOC

CampEanalysisSIPOC

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324

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productcost

andincrease

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ase

The


thestam

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tinued)

Table V

675


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Reasons

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gLS

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obile

accessories

manufacturing

(India)

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the

finishedproduct

Towin

custom

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Toenhancethebottom

line

Toredu

ceworkin

processinventory

Toredu

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ofscrapandrework

Currentstatemap5S

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Sign

ificant

financialsaving

of$46500pery

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Reductio

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6to

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peryear

dueto

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inventory

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besaveddu

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lace

accidentsas

aresultof

housekeeping

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performance

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improved


erunit

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thus

theoverall

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custom

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setuptim

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accidents

Totalsavingsof

around

$140000

peryear

Autom

otivevalves

manufacturing

(India)

(Vinodhetal2011)

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The

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99

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28000

valves

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saving

shave

been

achieved

Reductio

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overtim

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inmanufacturing

lead

timeby

1853

50

decrease

inDPU

1764

increase

inOEE

Reductio

nin

annu

almovem

ento

fmaterialsfrom

2040to

1300miles

hencethematerialm

ovem

entcost

hasredu

cedfrom

$187298

to$103886

peryear

Indu

strial

cleaning

equipm

entmanufacturing

(USA


2011)

Toredu

cecostby

15reducewaste

andprotectrevenu


quality

andmarketshare

Toincrease

capacity

by10

CTQanalysisS

IPOC

brainstorm

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analysisF

MEAK

anban

$660000

redu

ctionin

cost

peryear

50

redu

ctionin

workcells

(con

tinued)

Table V

676

BPMJ213

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613

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June

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5 (P

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stry

Reasons

behind

implem

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gLS

SToolsandtechniqu

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Arm

aments

products

(USA

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Togain

financial

benefitsby

redu

cing

cost

andcycletim

e5ST

PMV

SMp

rocess

MapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

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causeanalysis

Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e

5ST

PMV

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rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won


HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts


illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

Toim

provecash

flow

Processmapping

CampE

analysisF

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PC5S

andmistake

proofin

g

$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50


(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

thecarrierrsquos

design

andmanufacture

5SV

SMk

aizen

brainstorm

ing

root-cause

analysis

Through

putof

remanufacturing

linenearly

tripled

Average

component

lead

timewas

redu

cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

andschedu

legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

cedefectsin

productio

nToredu

celosses

($300000)

from

electroniccomponent

loss

CampEanalysisP

aretochart

brainstorm

ing

5SV

SM

Poka-yokeSP

C

18

redu


losses

intheplantfrom$7680

to$6400

with

in16

weeks

oftheim

provem

entph

ase

Sign

ificant

redu

ctionin

productio

ncost

(con

tinued)

Table V

677


Six Sigma

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613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Printin

gsampleboards

manufacturing

(USA

)(Roth

andFranchetti

2010)

Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe


productio

ncapacity

throug

hwaste

redu

ction

Toincrease


advantagein

theprintin

gindu

stry

Pareto

chartE-Kanban

system

SOP

checksheet

Custom

erdemandhasbeen

met

bycreatin

gbetter

processesand

improved

productcost

Laborcost

minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof


improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

Toincrease

efficiencyand

standardization

Toelim

inateproducts

andother

materialsthat

areno

long

erused

Currentstatemap

spaghettid

iagram

VSM

5SP

oka-yoke

Elim

inated

1163man

hoursof

annu


from

acylin

der-fillin

gprocessat

onefacility

Productiv

ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

BPMJ213

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613

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June

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5 (P

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679


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June

201

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Thomas et al (2009)












in the market




To reduce cost

Num

ber

of A

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10987654

23

10


680

BPMJ213

Dow

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613

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June

201

5 (P

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(1) time-consuming



681


Six Sigma

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613

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June

201

5 (P

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Thomas et al (2008)






Snee (2010)


682

BPMJ213

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UN

IVE

RSI

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At 1

613

04

June

201

5 (P

T)












Timans et al (2012)




Timans et al (2012)


Timans et al (2012)







Timans et al (2012)

(continued )


sector

683


Six Sigma

Dow

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by H

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UN

IVE

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At 1

613

04

June

201

5 (P

T)






Timans et al (2012)














Thomas et al (2008)




Table VIII

684

BPMJ213

Dow

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613

04

June

201

5 (P

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685


Six Sigma

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613

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June

201

5 (P

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686

BPMJ213

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At 1

613

04

June

201

5 (P

T)

References




















687


Six Sigma

Dow

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613

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June

201

5 (P

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688

BPMJ213

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613

04

June

201

5 (P

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689


Six Sigma

Dow

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613

04

June

201

5 (P

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690

BPMJ213

Dow

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RSI

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At 1

613

04

June

201

5 (P

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691


Six Sigma

Dow

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WA

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UN

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At 1

613

04

June

201

5 (P

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Planningthe Review



Report the Research

Dissemination




Quality Assessment



Figure 2Summary of


669


Six Sigma

Dow

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by H

ER

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WA

TT

UN

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RSI

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At 1

613

04

June

201

5 (P

T)




Inclusion Exclusion









Entriespapers

Relevantpapers

Country oforigins



670

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)







academic journals

671


Six Sigma

Dow

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by H

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UN

IVE

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At 1

613

04

June

201

5 (P

T)







Num

ber

of A

rtic

les 10

12

0

2

4

6

8

Year of Publication


2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013


672

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)





(3) reduced cost



(6) reduced defects












Theme No of papers



sector

673


Six Sigma

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ded

by H

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UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Hom

efurnishing

(USA

)(Chakravorty

and

Shah2012)

Tochange

theoperationto

show

positiv

eresults

Toim

proveem

ployeesrsquomorale

Toim

proveproductqu

ality

and

manufacturing

operations

SIPO

CVSM

CampEanalysis

SMEDD

OEA

NOVA

Pareto

analysisP

oka-yoke

Improvem

entof

manufacturing


Improvem

entof

team

mem

bersrsquoskills

Improvem

entof

productio

ncapacity

Reductio

nin

costcycletim

ecustom


Reductio

nin

variationandwaste

from

operation


company

(USA

)(Akb

ulut-Bailey

etal2012)

Toim


nin

themarket

Toincrease

thebottom

lineby

redu

cing

thecost

ofoperations

CampEanalysisK

anban

Jidoka

Saleswentfrom

$30m

to$205myear

Reductio

nin

inventory

wastep

rodu

ctioncostlabor

timeandcycletim

eSign

ificant

improvem

entin

quality

Increase

inproductio

ncustom


Proprietarymilitary

products


2005)

Toredu

ceproductio

ncost

Toredu

cecycletim

ecustom

erreturnsbacklog

supp

ortlaborand

inventory

Toincrease

productio

ncapacity

SIPO

CCamp

EanalysisD

OE

SPC

processmapping

brainstorm

ing

50

overallreductio

nin

totalcost

53

redu

ctionin

cycletim

e82

redu

ctionin

custom

erreturnsbacklog

32

redu

ctionin

supp

ortlaborrequ

ired

52

increase

inproductio

ncapacity

50

redu

ctionin

inventory

Deeperun

derstand

ingof

productio

nprocess


(USA

)(Hardeman

and

Goethals2011)

Toim


the

shim

mingprocess

Toenhancethequ

ality

oftheproduct

CampEanalysisF

MEA

94

redu

ctionin

productdefects

Increasedsigm

avaluefrom

0868to

3207

Elim

inationof


cleanedup

Effectiv

estoragesystem

hasbeen

created

Sign

ificant

improvem

entin


Reductio

nin

theam

ount

ofproductscrapp

edSm

alleng

ineering

company

(UK)(Thomas

etal2009)

Toexam

inethevalid

ityof

anewLS

Sintegrated

approach

that

hasbeen

developedby

theresearchersin

the

stud

y

5SV

SMT

PMD

OEQ

FD

SPC


theyear

ofpound29000

Increase

incellOEEfrom

34to

55

Increase

inproductio

nby

31

perh

ourfrom15

to25

pphThisadded

2800additio

nalp

arts

perannu

m12

redu

ctionin

theuseof

energy

perannu

mReductio

nin

equipm

entdowntim

efrom

5to

2Abilityto

compete


ificantly

Increasedcustom

ersatisfaction

Company

productportfolio

shifted

toahigher-value

marketsector

Increasedaw

arenessof


forproblem

solving

(con

tinued)


674

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits


(Lee

andWei2009)

Todiscover

variationandwaste

causes

intheICTmoldchange

processandredu

ceit

Toredu

cethenu

mberofirregu

larpin

points

onapinb

oard

Processmapping

CampE

analysisA

NOVAF

MEA

5ST

PM

Increase

inproductio

nutilizatio

nrate

from

6677to

9271

with

in3months

Increase

inthroug

hput

by22500

PCBsperday

Sign

ificant

redu

ctionin

fixturesearch

timean

averageof

473-153min

Decreasein

erroneouspins

from

72to

115

with

in3monthsandto

18

with

in6months

Developmentof

aplan

forfuture

maintenance

andequipm

ent

replacem

ent

Tiremanufacturing

company

(India)

(Bhu

iyan

etal2006)

Toredu


productio

nVSM

5S

CampEanalysis

root-cause

analysis

Reductio

nin

defectivetires

intotalm

onthly

productio

nfrom

22-25to

15

with

inthefirst

month

Rotarysw

itches

manufacturing

(India)

(Vinodhetal2012)

Toredu


productio

nandstream

lineprocess

flow

Toincrease

custom

ersatisfaction

Toredu


Pareto

chartCamp

Eanalysis

VSM

control

chartsD

OE

Kanban

5SP

oka-yoke

10

redu

ctionin

productdefects

10

redu

ctionin

defectsin

each

stageof

keyperformance

metrics

7increase


Bettercustom

ersatisfaction

Reductio

nin

machine

breakd

owntim

eIncrease

inprofit

Morethan

50

redu

ctionin

workin

process(W

IP)inv

entory

Identified7typesof

waste

Increasedem

ployee

moraletowardcreativ

ethinking

Touch

panelm

anufacturing

(Taiwan)(Ch

enandLy

u2009)

Toim

provethequ

ality

ofthetouch

panel

Toincrease

custom

ersatisfaction


ality

Toim

proveyieldrate

VOC

CampEanalysisSIPOC

ANOVAP

aretoanalysis

SPC

DOEcurrent

state

map

Reductio

nin

defectsfrom

324

toless

than

15

Reductio

nin

productcost

andincrease

incustom

ersatisfaction

Developmentin

LSSmem

bersrsquoexperience

andkn

owledg

eof

advanced

statistical

training

such

asdesign

ofexperiments

(DOE)


during

theim

provem

entph

ase

The


thestam

pprocessyieldedaCp

kof

234

andPp

kof

225implying


Sigm

aqu

ality

standard

(con

tinued)

Table V

675


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Autom

obile

accessories

manufacturing

(India)

(Kum

aretal2006)

Toredu


the

finishedproduct

Towin

custom

erloyalty

Toenhancethebottom

line

Toredu

ceworkin

processinventory

Toredu

cecost

ofscrapandrework

Currentstatemap5S

TPM

VOC

Pareto

analysis

brainstorm

ing

DOE

controlchartsFM

EA

Sign

ificant

financialsaving

of$46500pery

eard

uetodefectredu

ction

Reductio

nin

machine

downtim

efrom

6to

1Over$33000saving

peryear

dueto

25

redu

ctionin

process

inventory

$20000may

besaveddu

etotheredu

ctioninworkp

lace

accidentsas

aresultof

housekeeping

procedures

Key

performance

metricshave

improved


erunit

(DPU



thus

theoverall

plantefficiency(OPE

)Reductionin

custom

ercomplaintsmachine

setuptim

eworkplace

accidents

Totalsavingsof

around

$140000

peryear

Autom

otivevalves

manufacturing

(India)

(Vinodhetal2011)

Toim

proveFT

RToredu


the


custom

ersatisfaction

SIPO

Cbrainstorm

ing

VOC

currentstatemap5S

VSM

ParetochartCamp

Eanalysiscontrol

chart

DOEK

anban

Custom


The

improvem

entof

first-timerigh

t(FTR)p

ercentagefrom

982to

99

would

save

28000

valves

permonth

from

rejection

Sign

ificant

saving

shave

been

achieved

Reductio

ninmachine

breakd

owntim

einventorychange

overtim

e(C

O)b

y25and

inmanufacturing

lead

timeby

1853

50

decrease

inDPU

1764

increase

inOEE

Reductio

nin

annu

almovem

ento

fmaterialsfrom

2040to

1300miles

hencethematerialm

ovem

entcost

hasredu

cedfrom

$187298

to$103886

peryear

Indu

strial

cleaning

equipm

entmanufacturing

(USA


2011)

Toredu

cecostby

15reducewaste

andprotectrevenu


quality

andmarketshare

Toincrease

capacity

by10

CTQanalysisS

IPOC

brainstorm

ingVSM

Pareto

analysisroot-cause

analysisF

MEAK

anban

$660000

redu

ctionin

cost

peryear

50

redu

ctionin

workcells

(con

tinued)

Table V

676

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Arm

aments

products

(USA

)(Corbett2011)

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e5ST

PMV

SMp

rocess

MapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e

5ST

PMV

SMp

rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won


HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts


illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

Toim

provecash

flow

Processmapping

CampE

analysisF

MEAS

PC5S

andmistake

proofin

g

$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50


(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

thecarrierrsquos

design

andmanufacture

5SV

SMk

aizen

brainstorm

ing

root-cause

analysis

Through

putof

remanufacturing

linenearly

tripled

Average

component

lead

timewas

redu

cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

andschedu

legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

cedefectsin

productio

nToredu

celosses

($300000)

from

electroniccomponent

loss

CampEanalysisP

aretochart

brainstorm

ing

5SV

SM

Poka-yokeSP

C

18

redu


losses

intheplantfrom$7680

to$6400

with

in16

weeks

oftheim

provem

entph

ase

Sign

ificant

redu

ctionin

productio

ncost

(con

tinued)

Table V

677


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Printin

gsampleboards

manufacturing

(USA

)(Roth

andFranchetti

2010)

Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe


productio

ncapacity

throug

hwaste

redu

ction

Toincrease


advantagein

theprintin

gindu

stry

Pareto

chartE-Kanban

system

SOP

checksheet

Custom

erdemandhasbeen

met

bycreatin

gbetter

processesand

improved

productcost

Laborcost

minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof


improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

Toincrease

efficiencyand

standardization

Toelim

inateproducts

andother

materialsthat

areno

long

erused

Currentstatemap

spaghettid

iagram

VSM

5SP

oka-yoke

Elim

inated

1163man

hoursof

annu


from

acylin

der-fillin

gprocessat

onefacility

Productiv

ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)














679


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)














Thomas et al (2009)












in the market




To reduce cost

Num

ber

of A

rtic

les

10987654

23

10


680

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)













(1) time-consuming



681


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)



























Thomas et al (2008)






Snee (2010)


682

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)












Timans et al (2012)




Timans et al (2012)


Timans et al (2012)







Timans et al (2012)

(continued )


sector

683


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)






Timans et al (2012)














Thomas et al (2008)




Table VIII

684

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)








685


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)













686

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

References




















687


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)



















688

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




















689


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)










690

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




691


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




Inclusion Exclusion









Entriespapers

Relevantpapers

Country oforigins



670

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)







academic journals

671


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)







Num

ber

of A

rtic

les 10

12

0

2

4

6

8

Year of Publication


2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013


672

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)





(3) reduced cost



(6) reduced defects












Theme No of papers



sector

673


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Hom

efurnishing

(USA

)(Chakravorty

and

Shah2012)

Tochange

theoperationto

show

positiv

eresults

Toim

proveem

ployeesrsquomorale

Toim

proveproductqu

ality

and

manufacturing

operations

SIPO

CVSM

CampEanalysis

SMEDD

OEA

NOVA

Pareto

analysisP

oka-yoke

Improvem

entof

manufacturing


Improvem

entof

team

mem

bersrsquoskills

Improvem

entof

productio

ncapacity

Reductio

nin

costcycletim

ecustom


Reductio

nin

variationandwaste

from

operation


company

(USA

)(Akb

ulut-Bailey

etal2012)

Toim


nin

themarket

Toincrease

thebottom

lineby

redu

cing

thecost

ofoperations

CampEanalysisK

anban

Jidoka

Saleswentfrom

$30m

to$205myear

Reductio

nin

inventory

wastep

rodu

ctioncostlabor

timeandcycletim

eSign

ificant

improvem

entin

quality

Increase

inproductio

ncustom


Proprietarymilitary

products


2005)

Toredu

ceproductio

ncost

Toredu

cecycletim

ecustom

erreturnsbacklog

supp

ortlaborand

inventory

Toincrease

productio

ncapacity

SIPO

CCamp

EanalysisD

OE

SPC

processmapping

brainstorm

ing

50

overallreductio

nin

totalcost

53

redu

ctionin

cycletim

e82

redu

ctionin

custom

erreturnsbacklog

32

redu

ctionin

supp

ortlaborrequ

ired

52

increase

inproductio

ncapacity

50

redu

ctionin

inventory

Deeperun

derstand

ingof

productio

nprocess


(USA

)(Hardeman

and

Goethals2011)

Toim


the

shim

mingprocess

Toenhancethequ

ality

oftheproduct

CampEanalysisF

MEA

94

redu

ctionin

productdefects

Increasedsigm

avaluefrom

0868to

3207

Elim

inationof


cleanedup

Effectiv

estoragesystem

hasbeen

created

Sign

ificant

improvem

entin


Reductio

nin

theam

ount

ofproductscrapp

edSm

alleng

ineering

company

(UK)(Thomas

etal2009)

Toexam

inethevalid

ityof

anewLS

Sintegrated

approach

that

hasbeen

developedby

theresearchersin

the

stud

y

5SV

SMT

PMD

OEQ

FD

SPC


theyear

ofpound29000

Increase

incellOEEfrom

34to

55

Increase

inproductio

nby

31

perh

ourfrom15

to25

pphThisadded

2800additio

nalp

arts

perannu

m12

redu

ctionin

theuseof

energy

perannu

mReductio

nin

equipm

entdowntim

efrom

5to

2Abilityto

compete


ificantly

Increasedcustom

ersatisfaction

Company

productportfolio

shifted

toahigher-value

marketsector

Increasedaw

arenessof


forproblem

solving

(con

tinued)


674

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits


(Lee

andWei2009)

Todiscover

variationandwaste

causes

intheICTmoldchange

processandredu

ceit

Toredu

cethenu

mberofirregu

larpin

points

onapinb

oard

Processmapping

CampE

analysisA

NOVAF

MEA

5ST

PM

Increase

inproductio

nutilizatio

nrate

from

6677to

9271

with

in3months

Increase

inthroug

hput

by22500

PCBsperday

Sign

ificant

redu

ctionin

fixturesearch

timean

averageof

473-153min

Decreasein

erroneouspins

from

72to

115

with

in3monthsandto

18

with

in6months

Developmentof

aplan

forfuture

maintenance

andequipm

ent

replacem

ent

Tiremanufacturing

company

(India)

(Bhu

iyan

etal2006)

Toredu


productio

nVSM

5S

CampEanalysis

root-cause

analysis

Reductio

nin

defectivetires

intotalm

onthly

productio

nfrom

22-25to

15

with

inthefirst

month

Rotarysw

itches

manufacturing

(India)

(Vinodhetal2012)

Toredu


productio

nandstream

lineprocess

flow

Toincrease

custom

ersatisfaction

Toredu


Pareto

chartCamp

Eanalysis

VSM

control

chartsD

OE

Kanban

5SP

oka-yoke

10

redu

ctionin

productdefects

10

redu

ctionin

defectsin

each

stageof

keyperformance

metrics

7increase


Bettercustom

ersatisfaction

Reductio

nin

machine

breakd

owntim

eIncrease

inprofit

Morethan

50

redu

ctionin

workin

process(W

IP)inv

entory

Identified7typesof

waste

Increasedem

ployee

moraletowardcreativ

ethinking

Touch

panelm

anufacturing

(Taiwan)(Ch

enandLy

u2009)

Toim

provethequ

ality

ofthetouch

panel

Toincrease

custom

ersatisfaction


ality

Toim

proveyieldrate

VOC

CampEanalysisSIPOC

ANOVAP

aretoanalysis

SPC

DOEcurrent

state

map

Reductio

nin

defectsfrom

324

toless

than

15

Reductio

nin

productcost

andincrease

incustom

ersatisfaction

Developmentin

LSSmem

bersrsquoexperience

andkn

owledg

eof

advanced

statistical

training

such

asdesign

ofexperiments

(DOE)


during

theim

provem

entph

ase

The


thestam

pprocessyieldedaCp

kof

234

andPp

kof

225implying


Sigm

aqu

ality

standard

(con

tinued)

Table V

675


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Autom

obile

accessories

manufacturing

(India)

(Kum

aretal2006)

Toredu


the

finishedproduct

Towin

custom

erloyalty

Toenhancethebottom

line

Toredu

ceworkin

processinventory

Toredu

cecost

ofscrapandrework

Currentstatemap5S

TPM

VOC

Pareto

analysis

brainstorm

ing

DOE

controlchartsFM

EA

Sign

ificant

financialsaving

of$46500pery

eard

uetodefectredu

ction

Reductio

nin

machine

downtim

efrom

6to

1Over$33000saving

peryear

dueto

25

redu

ctionin

process

inventory

$20000may

besaveddu

etotheredu

ctioninworkp

lace

accidentsas

aresultof

housekeeping

procedures

Key

performance

metricshave

improved


erunit

(DPU



thus

theoverall

plantefficiency(OPE

)Reductionin

custom

ercomplaintsmachine

setuptim

eworkplace

accidents

Totalsavingsof

around

$140000

peryear

Autom

otivevalves

manufacturing

(India)

(Vinodhetal2011)

Toim

proveFT

RToredu


the


custom

ersatisfaction

SIPO

Cbrainstorm

ing

VOC

currentstatemap5S

VSM

ParetochartCamp

Eanalysiscontrol

chart

DOEK

anban

Custom


The

improvem

entof

first-timerigh

t(FTR)p

ercentagefrom

982to

99

would

save

28000

valves

permonth

from

rejection

Sign

ificant

saving

shave

been

achieved

Reductio

ninmachine

breakd

owntim

einventorychange

overtim

e(C

O)b

y25and

inmanufacturing

lead

timeby

1853

50

decrease

inDPU

1764

increase

inOEE

Reductio

nin

annu

almovem

ento

fmaterialsfrom

2040to

1300miles

hencethematerialm

ovem

entcost

hasredu

cedfrom

$187298

to$103886

peryear

Indu

strial

cleaning

equipm

entmanufacturing

(USA


2011)

Toredu

cecostby

15reducewaste

andprotectrevenu


quality

andmarketshare

Toincrease

capacity

by10

CTQanalysisS

IPOC

brainstorm

ingVSM

Pareto

analysisroot-cause

analysisF

MEAK

anban

$660000

redu

ctionin

cost

peryear

50

redu

ctionin

workcells

(con

tinued)

Table V

676

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Arm

aments

products

(USA

)(Corbett2011)

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e5ST

PMV

SMp

rocess

MapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e

5ST

PMV

SMp

rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won


HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts


illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

Toim

provecash

flow

Processmapping

CampE

analysisF

MEAS

PC5S

andmistake

proofin

g

$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50


(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

thecarrierrsquos

design

andmanufacture

5SV

SMk

aizen

brainstorm

ing

root-cause

analysis

Through

putof

remanufacturing

linenearly

tripled

Average

component

lead

timewas

redu

cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

andschedu

legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

cedefectsin

productio

nToredu

celosses

($300000)

from

electroniccomponent

loss

CampEanalysisP

aretochart

brainstorm

ing

5SV

SM

Poka-yokeSP

C

18

redu


losses

intheplantfrom$7680

to$6400

with

in16

weeks

oftheim

provem

entph

ase

Sign

ificant

redu

ctionin

productio

ncost

(con

tinued)

Table V

677


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Printin

gsampleboards

manufacturing

(USA

)(Roth

andFranchetti

2010)

Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe


productio

ncapacity

throug

hwaste

redu

ction

Toincrease


advantagein

theprintin

gindu

stry

Pareto

chartE-Kanban

system

SOP

checksheet

Custom

erdemandhasbeen

met

bycreatin

gbetter

processesand

improved

productcost

Laborcost

minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof


improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

Toincrease

efficiencyand

standardization

Toelim

inateproducts

andother

materialsthat

areno

long

erused

Currentstatemap

spaghettid

iagram

VSM

5SP

oka-yoke

Elim

inated

1163man

hoursof

annu


from

acylin

der-fillin

gprocessat

onefacility

Productiv

ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)














679


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)














Thomas et al (2009)












in the market




To reduce cost

Num

ber

of A

rtic

les

10987654

23

10


680

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)













(1) time-consuming



681


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)



























Thomas et al (2008)






Snee (2010)


682

BPMJ213

Dow

nloa

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by H

ER

IOT

WA

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UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)












Timans et al (2012)




Timans et al (2012)


Timans et al (2012)







Timans et al (2012)

(continued )


sector

683


Six Sigma

Dow

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ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)






Timans et al (2012)














Thomas et al (2008)




Table VIII

684

BPMJ213

Dow

nloa

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by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)








685


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)













686

BPMJ213

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by H

ER

IOT

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UN

IVE

RSI

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At 1

613

04

June

201

5 (P

T)

References




















687


Six Sigma

Dow

nloa

ded

by H

ER

IOT

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TT

UN

IVE

RSI

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At 1

613

04

June

201

5 (P

T)



















688

BPMJ213

Dow

nloa

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by H

ER

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UN

IVE

RSI

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At 1

613

04

June

201

5 (P

T)




















689


Six Sigma

Dow

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by H

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UN

IVE

RSI

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At 1

613

04

June

201

5 (P

T)










690

BPMJ213

Dow

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UN

IVE

RSI

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At 1

613

04

June

201

5 (P

T)




691


Six Sigma

Dow

nloa

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by H

ER

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UN

IVE

RSI

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At 1

613

04

June

201

5 (P

T)







academic journals

671


Six Sigma

Dow

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by H

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UN

IVE

RSI

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At 1

613

04

June

201

5 (P

T)







Num

ber

of A

rtic

les 10

12

0

2

4

6

8

Year of Publication


2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013


672

BPMJ213

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IVE

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TY

At 1

613

04

June

201

5 (P

T)





(3) reduced cost



(6) reduced defects












Theme No of papers



sector

673


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Hom

efurnishing

(USA

)(Chakravorty

and

Shah2012)

Tochange

theoperationto

show

positiv

eresults

Toim

proveem

ployeesrsquomorale

Toim

proveproductqu

ality

and

manufacturing

operations

SIPO

CVSM

CampEanalysis

SMEDD

OEA

NOVA

Pareto

analysisP

oka-yoke

Improvem

entof

manufacturing


Improvem

entof

team

mem

bersrsquoskills

Improvem

entof

productio

ncapacity

Reductio

nin

costcycletim

ecustom


Reductio

nin

variationandwaste

from

operation


company

(USA

)(Akb

ulut-Bailey

etal2012)

Toim


nin

themarket

Toincrease

thebottom

lineby

redu

cing

thecost

ofoperations

CampEanalysisK

anban

Jidoka

Saleswentfrom

$30m

to$205myear

Reductio

nin

inventory

wastep

rodu

ctioncostlabor

timeandcycletim

eSign

ificant

improvem

entin

quality

Increase

inproductio

ncustom


Proprietarymilitary

products


2005)

Toredu

ceproductio

ncost

Toredu

cecycletim

ecustom

erreturnsbacklog

supp

ortlaborand

inventory

Toincrease

productio

ncapacity

SIPO

CCamp

EanalysisD

OE

SPC

processmapping

brainstorm

ing

50

overallreductio

nin

totalcost

53

redu

ctionin

cycletim

e82

redu

ctionin

custom

erreturnsbacklog

32

redu

ctionin

supp

ortlaborrequ

ired

52

increase

inproductio

ncapacity

50

redu

ctionin

inventory

Deeperun

derstand

ingof

productio

nprocess


(USA

)(Hardeman

and

Goethals2011)

Toim


the

shim

mingprocess

Toenhancethequ

ality

oftheproduct

CampEanalysisF

MEA

94

redu

ctionin

productdefects

Increasedsigm

avaluefrom

0868to

3207

Elim

inationof


cleanedup

Effectiv

estoragesystem

hasbeen

created

Sign

ificant

improvem

entin


Reductio

nin

theam

ount

ofproductscrapp

edSm

alleng

ineering

company

(UK)(Thomas

etal2009)

Toexam

inethevalid

ityof

anewLS

Sintegrated

approach

that

hasbeen

developedby

theresearchersin

the

stud

y

5SV

SMT

PMD

OEQ

FD

SPC


theyear

ofpound29000

Increase

incellOEEfrom

34to

55

Increase

inproductio

nby

31

perh

ourfrom15

to25

pphThisadded

2800additio

nalp

arts

perannu

m12

redu

ctionin

theuseof

energy

perannu

mReductio

nin

equipm

entdowntim

efrom

5to

2Abilityto

compete


ificantly

Increasedcustom

ersatisfaction

Company

productportfolio

shifted

toahigher-value

marketsector

Increasedaw

arenessof


forproblem

solving

(con

tinued)


674

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits


(Lee

andWei2009)

Todiscover

variationandwaste

causes

intheICTmoldchange

processandredu

ceit

Toredu

cethenu

mberofirregu

larpin

points

onapinb

oard

Processmapping

CampE

analysisA

NOVAF

MEA

5ST

PM

Increase

inproductio

nutilizatio

nrate

from

6677to

9271

with

in3months

Increase

inthroug

hput

by22500

PCBsperday

Sign

ificant

redu

ctionin

fixturesearch

timean

averageof

473-153min

Decreasein

erroneouspins

from

72to

115

with

in3monthsandto

18

with

in6months

Developmentof

aplan

forfuture

maintenance

andequipm

ent

replacem

ent

Tiremanufacturing

company

(India)

(Bhu

iyan

etal2006)

Toredu


productio

nVSM

5S

CampEanalysis

root-cause

analysis

Reductio

nin

defectivetires

intotalm

onthly

productio

nfrom

22-25to

15

with

inthefirst

month

Rotarysw

itches

manufacturing

(India)

(Vinodhetal2012)

Toredu


productio

nandstream

lineprocess

flow

Toincrease

custom

ersatisfaction

Toredu


Pareto

chartCamp

Eanalysis

VSM

control

chartsD

OE

Kanban

5SP

oka-yoke

10

redu

ctionin

productdefects

10

redu

ctionin

defectsin

each

stageof

keyperformance

metrics

7increase


Bettercustom

ersatisfaction

Reductio

nin

machine

breakd

owntim

eIncrease

inprofit

Morethan

50

redu

ctionin

workin

process(W

IP)inv

entory

Identified7typesof

waste

Increasedem

ployee

moraletowardcreativ

ethinking

Touch

panelm

anufacturing

(Taiwan)(Ch

enandLy

u2009)

Toim

provethequ

ality

ofthetouch

panel

Toincrease

custom

ersatisfaction


ality

Toim

proveyieldrate

VOC

CampEanalysisSIPOC

ANOVAP

aretoanalysis

SPC

DOEcurrent

state

map

Reductio

nin

defectsfrom

324

toless

than

15

Reductio

nin

productcost

andincrease

incustom

ersatisfaction

Developmentin

LSSmem

bersrsquoexperience

andkn

owledg

eof

advanced

statistical

training

such

asdesign

ofexperiments

(DOE)


during

theim

provem

entph

ase

The


thestam

pprocessyieldedaCp

kof

234

andPp

kof

225implying


Sigm

aqu

ality

standard

(con

tinued)

Table V

675


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Autom

obile

accessories

manufacturing

(India)

(Kum

aretal2006)

Toredu


the

finishedproduct

Towin

custom

erloyalty

Toenhancethebottom

line

Toredu

ceworkin

processinventory

Toredu

cecost

ofscrapandrework

Currentstatemap5S

TPM

VOC

Pareto

analysis

brainstorm

ing

DOE

controlchartsFM

EA

Sign

ificant

financialsaving

of$46500pery

eard

uetodefectredu

ction

Reductio

nin

machine

downtim

efrom

6to

1Over$33000saving

peryear

dueto

25

redu

ctionin

process

inventory

$20000may

besaveddu

etotheredu

ctioninworkp

lace

accidentsas

aresultof

housekeeping

procedures

Key

performance

metricshave

improved


erunit

(DPU



thus

theoverall

plantefficiency(OPE

)Reductionin

custom

ercomplaintsmachine

setuptim

eworkplace

accidents

Totalsavingsof

around

$140000

peryear

Autom

otivevalves

manufacturing

(India)

(Vinodhetal2011)

Toim

proveFT

RToredu


the


custom

ersatisfaction

SIPO

Cbrainstorm

ing

VOC

currentstatemap5S

VSM

ParetochartCamp

Eanalysiscontrol

chart

DOEK

anban

Custom


The

improvem

entof

first-timerigh

t(FTR)p

ercentagefrom

982to

99

would

save

28000

valves

permonth

from

rejection

Sign

ificant

saving

shave

been

achieved

Reductio

ninmachine

breakd

owntim

einventorychange

overtim

e(C

O)b

y25and

inmanufacturing

lead

timeby

1853

50

decrease

inDPU

1764

increase

inOEE

Reductio

nin

annu

almovem

ento

fmaterialsfrom

2040to

1300miles

hencethematerialm

ovem

entcost

hasredu

cedfrom

$187298

to$103886

peryear

Indu

strial

cleaning

equipm

entmanufacturing

(USA


2011)

Toredu

cecostby

15reducewaste

andprotectrevenu


quality

andmarketshare

Toincrease

capacity

by10

CTQanalysisS

IPOC

brainstorm

ingVSM

Pareto

analysisroot-cause

analysisF

MEAK

anban

$660000

redu

ctionin

cost

peryear

50

redu

ctionin

workcells

(con

tinued)

Table V

676

BPMJ213

Dow

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TT

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At 1

613

04

June

201

5 (P

T)

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stry

Reasons

behind

implem

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gLS

SToolsandtechniqu

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aments

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(USA

)(Corbett2011)

Togain

financial

benefitsby

redu

cing

cost

andcycletim

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rocess

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ampEanalysisX

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FMEAcapability

analysisS

PCA

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DOEcontrol

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Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e

5ST

PMV

SMp

rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won


HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts


illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

Toim

provecash

flow

Processmapping

CampE

analysisF

MEAS

PC5S

andmistake

proofin

g

$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50


(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

thecarrierrsquos

design

andmanufacture

5SV

SMk

aizen

brainstorm

ing

root-cause

analysis

Through

putof

remanufacturing

linenearly

tripled

Average

component

lead

timewas

redu

cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

andschedu

legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

cedefectsin

productio

nToredu

celosses

($300000)

from

electroniccomponent

loss

CampEanalysisP

aretochart

brainstorm

ing

5SV

SM

Poka-yokeSP

C

18

redu


losses

intheplantfrom$7680

to$6400

with

in16

weeks

oftheim

provem

entph

ase

Sign

ificant

redu

ctionin

productio

ncost

(con

tinued)

Table V

677


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Printin

gsampleboards

manufacturing

(USA

)(Roth

andFranchetti

2010)

Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe


productio

ncapacity

throug

hwaste

redu

ction

Toincrease


advantagein

theprintin

gindu

stry

Pareto

chartE-Kanban

system

SOP

checksheet

Custom

erdemandhasbeen

met

bycreatin

gbetter

processesand

improved

productcost

Laborcost

minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof


improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

Toincrease

efficiencyand

standardization

Toelim

inateproducts

andother

materialsthat

areno

long

erused

Currentstatemap

spaghettid

iagram

VSM

5SP

oka-yoke

Elim

inated

1163man

hoursof

annu


from

acylin

der-fillin

gprocessat

onefacility

Productiv

ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

BPMJ213

Dow

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TT

UN

IVE

RSI

TY

At 1

613

04

June

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5 (P

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679


Six Sigma

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Thomas et al (2009)












in the market




To reduce cost

Num

ber

of A

rtic

les

10987654

23

10


680

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At 1

613

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June

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5 (P

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(1) time-consuming



681


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At 1

613

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June

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5 (P

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Thomas et al (2008)






Snee (2010)


682

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At 1

613

04

June

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5 (P

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Timans et al (2012)




Timans et al (2012)


Timans et al (2012)







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(continued )


sector

683


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At 1

613

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June

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5 (P

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Timans et al (2012)














Thomas et al (2008)




Table VIII

684

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At 1

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685


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686

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5 (P

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References




















687


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689


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691


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Num

ber

of A

rtic

les 10

12

0

2

4

6

8

Year of Publication


2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013


672

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5 (P

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(3) reduced cost



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Theme No of papers



sector

673


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5 (P

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operation


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etal2012)

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nin

themarket

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cing

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anban

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Reductio

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ctioncostlabor

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eSign

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entin

quality

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products


2005)

Toredu

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inventory

Toincrease

productio

ncapacity

SIPO

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50

overallreductio

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totalcost

53

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32

redu

ctionin

supp

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ired

52

increase

inproductio

ncapacity

50

redu

ctionin

inventory

Deeperun

derstand

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productio

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and

Goethals2011)

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the

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mingprocess

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ality

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CampEanalysisF

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redu

ctionin

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Increasedsigm

avaluefrom

0868to

3207

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inationof


cleanedup

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estoragesystem

hasbeen

created

Sign

ificant

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entin


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nin

theam

ount

ofproductscrapp

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alleng

ineering

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(UK)(Thomas

etal2009)

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theyear

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Increase

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forproblem

solving

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674

BPMJ213

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RSI

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613

04

June

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5 (P

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Reasons

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implem

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gLS

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(Lee

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intheICTmoldchange

processandredu

ceit

Toredu

cethenu

mberofirregu

larpin

points

onapinb

oard

Processmapping

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NOVAF

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Increase

inproductio

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nrate

from

6677to

9271

with

in3months

Increase

inthroug

hput

by22500

PCBsperday

Sign

ificant

redu

ctionin

fixturesearch

timean

averageof

473-153min

Decreasein

erroneouspins

from

72to

115

with

in3monthsandto

18

with

in6months

Developmentof

aplan

forfuture

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ent

replacem

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(India)

(Bhu

iyan

etal2006)

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inthefirst

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flow

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7increase


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inprofit

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entory

Identified7typesof

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ployee

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panelm

anufacturing

(Taiwan)(Ch

enandLy

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ality

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ality

Toim

proveyieldrate

VOC

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ANOVAP

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DOEcurrent

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than

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productcost

andincrease

incustom

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Developmentin

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andkn

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asdesign

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during

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ase

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thestam

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234

andPp

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ality

standard

(con

tinued)

Table V

675


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RSI

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613

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June

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5 (P

T)

Indu

stry

Reasons

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implem

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gLS

SToolsandtechniqu

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Autom

obile

accessories

manufacturing

(India)

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Toredu


the

finishedproduct

Towin

custom

erloyalty

Toenhancethebottom

line

Toredu

ceworkin

processinventory

Toredu

cecost

ofscrapandrework

Currentstatemap5S

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VOC

Pareto

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brainstorm

ing

DOE

controlchartsFM

EA

Sign

ificant

financialsaving

of$46500pery

eard

uetodefectredu

ction

Reductio

nin

machine

downtim

efrom

6to

1Over$33000saving

peryear

dueto

25

redu

ctionin

process

inventory

$20000may

besaveddu

etotheredu

ctioninworkp

lace

accidentsas

aresultof

housekeeping

procedures

Key

performance

metricshave

improved


erunit

(DPU



thus

theoverall

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custom

ercomplaintsmachine

setuptim

eworkplace

accidents

Totalsavingsof

around

$140000

peryear

Autom

otivevalves

manufacturing

(India)

(Vinodhetal2011)

Toim

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anban

Custom


The

improvem

entof

first-timerigh

t(FTR)p

ercentagefrom

982to

99

would

save

28000

valves

permonth

from

rejection

Sign

ificant

saving

shave

been

achieved

Reductio

ninmachine

breakd

owntim

einventorychange

overtim

e(C

O)b

y25and

inmanufacturing

lead

timeby

1853

50

decrease

inDPU

1764

increase

inOEE

Reductio

nin

annu

almovem

ento

fmaterialsfrom

2040to

1300miles

hencethematerialm

ovem

entcost

hasredu

cedfrom

$187298

to$103886

peryear

Indu

strial

cleaning

equipm

entmanufacturing

(USA


2011)

Toredu

cecostby

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CTQanalysisS

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MEAK

anban

$660000

redu

ctionin

cost

peryear

50

redu

ctionin

workcells

(con

tinued)

Table V

676

BPMJ213

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UN

IVE

RSI

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At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Arm

aments

products

(USA

)(Corbett2011)

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e5ST

PMV

SMp

rocess

MapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e

5ST

PMV

SMp

rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won


HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts


illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

Toim

provecash

flow

Processmapping

CampE

analysisF

MEAS

PC5S

andmistake

proofin

g

$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50


(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

thecarrierrsquos

design

andmanufacture

5SV

SMk

aizen

brainstorm

ing

root-cause

analysis

Through

putof

remanufacturing

linenearly

tripled

Average

component

lead

timewas

redu

cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

andschedu

legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

cedefectsin

productio

nToredu

celosses

($300000)

from

electroniccomponent

loss

CampEanalysisP

aretochart

brainstorm

ing

5SV

SM

Poka-yokeSP

C

18

redu


losses

intheplantfrom$7680

to$6400

with

in16

weeks

oftheim

provem

entph

ase

Sign

ificant

redu

ctionin

productio

ncost

(con

tinued)

Table V

677


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Printin

gsampleboards

manufacturing

(USA

)(Roth

andFranchetti

2010)

Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe


productio

ncapacity

throug

hwaste

redu

ction

Toincrease


advantagein

theprintin

gindu

stry

Pareto

chartE-Kanban

system

SOP

checksheet

Custom

erdemandhasbeen

met

bycreatin

gbetter

processesand

improved

productcost

Laborcost

minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof


improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

Toincrease

efficiencyand

standardization

Toelim

inateproducts

andother

materialsthat

areno

long

erused

Currentstatemap

spaghettid

iagram

VSM

5SP

oka-yoke

Elim

inated

1163man

hoursof

annu


from

acylin

der-fillin

gprocessat

onefacility

Productiv

ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

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TY

At 1

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June

201

5 (P

T)














679


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in the market




To reduce cost

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ber

of A

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10987654

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(1) time-consuming



681


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5 (P

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Snee (2010)


682

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613

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June

201

5 (P

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Timans et al (2012)




Timans et al (2012)


Timans et al (2012)







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(continued )


sector

683


Six Sigma

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613

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5 (P

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Timans et al (2012)














Thomas et al (2008)




Table VIII

684

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At 1

613

04

June

201

5 (P

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685


Six Sigma

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686

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613

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June

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5 (P

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687


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688

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(3) reduced cost



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Theme No of papers



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5 (P

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Indu

stry

Reasons

behind

implem

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gLS

SToolsandtechniqu

esBenefits

Hom

efurnishing

(USA

)(Chakravorty

and

Shah2012)

Tochange

theoperationto

show

positiv

eresults

Toim

proveem

ployeesrsquomorale

Toim

proveproductqu

ality

and

manufacturing

operations

SIPO

CVSM

CampEanalysis

SMEDD

OEA

NOVA

Pareto

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oka-yoke

Improvem

entof

manufacturing


Improvem

entof

team

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bersrsquoskills

Improvem

entof

productio

ncapacity

Reductio

nin

costcycletim

ecustom


Reductio

nin

variationandwaste

from

operation


company

(USA

)(Akb

ulut-Bailey

etal2012)

Toim


nin

themarket

Toincrease

thebottom

lineby

redu

cing

thecost

ofoperations

CampEanalysisK

anban

Jidoka

Saleswentfrom

$30m

to$205myear

Reductio

nin

inventory

wastep

rodu

ctioncostlabor

timeandcycletim

eSign

ificant

improvem

entin

quality

Increase

inproductio

ncustom


Proprietarymilitary

products


2005)

Toredu

ceproductio

ncost

Toredu

cecycletim

ecustom

erreturnsbacklog

supp

ortlaborand

inventory

Toincrease

productio

ncapacity

SIPO

CCamp

EanalysisD

OE

SPC

processmapping

brainstorm

ing

50

overallreductio

nin

totalcost

53

redu

ctionin

cycletim

e82

redu

ctionin

custom

erreturnsbacklog

32

redu

ctionin

supp

ortlaborrequ

ired

52

increase

inproductio

ncapacity

50

redu

ctionin

inventory

Deeperun

derstand

ingof

productio

nprocess


(USA

)(Hardeman

and

Goethals2011)

Toim


the

shim

mingprocess

Toenhancethequ

ality

oftheproduct

CampEanalysisF

MEA

94

redu

ctionin

productdefects

Increasedsigm

avaluefrom

0868to

3207

Elim

inationof


cleanedup

Effectiv

estoragesystem

hasbeen

created

Sign

ificant

improvem

entin


Reductio

nin

theam

ount

ofproductscrapp

edSm

alleng

ineering

company

(UK)(Thomas

etal2009)

Toexam

inethevalid

ityof

anewLS

Sintegrated

approach

that

hasbeen

developedby

theresearchersin

the

stud

y

5SV

SMT

PMD

OEQ

FD

SPC


theyear

ofpound29000

Increase

incellOEEfrom

34to

55

Increase

inproductio

nby

31

perh

ourfrom15

to25

pphThisadded

2800additio

nalp

arts

perannu

m12

redu

ctionin

theuseof

energy

perannu

mReductio

nin

equipm

entdowntim

efrom

5to

2Abilityto

compete


ificantly

Increasedcustom

ersatisfaction

Company

productportfolio

shifted

toahigher-value

marketsector

Increasedaw

arenessof


forproblem

solving

(con

tinued)


674

BPMJ213

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613

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June

201

5 (P

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stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits


(Lee

andWei2009)

Todiscover

variationandwaste

causes

intheICTmoldchange

processandredu

ceit

Toredu

cethenu

mberofirregu

larpin

points

onapinb

oard

Processmapping

CampE

analysisA

NOVAF

MEA

5ST

PM

Increase

inproductio

nutilizatio

nrate

from

6677to

9271

with

in3months

Increase

inthroug

hput

by22500

PCBsperday

Sign

ificant

redu

ctionin

fixturesearch

timean

averageof

473-153min

Decreasein

erroneouspins

from

72to

115

with

in3monthsandto

18

with

in6months

Developmentof

aplan

forfuture

maintenance

andequipm

ent

replacem

ent

Tiremanufacturing

company

(India)

(Bhu

iyan

etal2006)

Toredu


productio

nVSM

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root-cause

analysis

Reductio

nin

defectivetires

intotalm

onthly

productio

nfrom

22-25to

15

with

inthefirst

month

Rotarysw

itches

manufacturing

(India)

(Vinodhetal2012)

Toredu


productio

nandstream

lineprocess

flow

Toincrease

custom

ersatisfaction

Toredu


Pareto

chartCamp

Eanalysis

VSM

control

chartsD

OE

Kanban

5SP

oka-yoke

10

redu

ctionin

productdefects

10

redu

ctionin

defectsin

each

stageof

keyperformance

metrics

7increase


Bettercustom

ersatisfaction

Reductio

nin

machine

breakd

owntim

eIncrease

inprofit

Morethan

50

redu

ctionin

workin

process(W

IP)inv

entory

Identified7typesof

waste

Increasedem

ployee

moraletowardcreativ

ethinking

Touch

panelm

anufacturing

(Taiwan)(Ch

enandLy

u2009)

Toim

provethequ

ality

ofthetouch

panel

Toincrease

custom

ersatisfaction


ality

Toim

proveyieldrate

VOC

CampEanalysisSIPOC

ANOVAP

aretoanalysis

SPC

DOEcurrent

state

map

Reductio

nin

defectsfrom

324

toless

than

15

Reductio

nin

productcost

andincrease

incustom

ersatisfaction

Developmentin

LSSmem

bersrsquoexperience

andkn

owledg

eof

advanced

statistical

training

such

asdesign

ofexperiments

(DOE)


during

theim

provem

entph

ase

The


thestam

pprocessyieldedaCp

kof

234

andPp

kof

225implying


Sigm

aqu

ality

standard

(con

tinued)

Table V

675


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613

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June

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5 (P

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Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Autom

obile

accessories

manufacturing

(India)

(Kum

aretal2006)

Toredu


the

finishedproduct

Towin

custom

erloyalty

Toenhancethebottom

line

Toredu

ceworkin

processinventory

Toredu

cecost

ofscrapandrework

Currentstatemap5S

TPM

VOC

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analysis

brainstorm

ing

DOE

controlchartsFM

EA

Sign

ificant

financialsaving

of$46500pery

eard

uetodefectredu

ction

Reductio

nin

machine

downtim

efrom

6to

1Over$33000saving

peryear

dueto

25

redu

ctionin

process

inventory

$20000may

besaveddu

etotheredu

ctioninworkp

lace

accidentsas

aresultof

housekeeping

procedures

Key

performance

metricshave

improved


erunit

(DPU



thus

theoverall

plantefficiency(OPE

)Reductionin

custom

ercomplaintsmachine

setuptim

eworkplace

accidents

Totalsavingsof

around

$140000

peryear

Autom

otivevalves

manufacturing

(India)

(Vinodhetal2011)

Toim

proveFT

RToredu


the


custom

ersatisfaction

SIPO

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VOC

currentstatemap5S

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anban

Custom


The

improvem

entof

first-timerigh

t(FTR)p

ercentagefrom

982to

99

would

save

28000

valves

permonth

from

rejection

Sign

ificant

saving

shave

been

achieved

Reductio

ninmachine

breakd

owntim

einventorychange

overtim

e(C

O)b

y25and

inmanufacturing

lead

timeby

1853

50

decrease

inDPU

1764

increase

inOEE

Reductio

nin

annu

almovem

ento

fmaterialsfrom

2040to

1300miles

hencethematerialm

ovem

entcost

hasredu

cedfrom

$187298

to$103886

peryear

Indu

strial

cleaning

equipm

entmanufacturing

(USA


2011)

Toredu

cecostby

15reducewaste

andprotectrevenu


quality

andmarketshare

Toincrease

capacity

by10

CTQanalysisS

IPOC

brainstorm

ingVSM

Pareto

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analysisF

MEAK

anban

$660000

redu

ctionin

cost

peryear

50

redu

ctionin

workcells

(con

tinued)

Table V

676

BPMJ213

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IVE

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613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Arm

aments

products

(USA

)(Corbett2011)

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e5ST

PMV

SMp

rocess

MapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e

5ST

PMV

SMp

rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won


HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts


illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

Toim

provecash

flow

Processmapping

CampE

analysisF

MEAS

PC5S

andmistake

proofin

g

$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50


(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

thecarrierrsquos

design

andmanufacture

5SV

SMk

aizen

brainstorm

ing

root-cause

analysis

Through

putof

remanufacturing

linenearly

tripled

Average

component

lead

timewas

redu

cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

andschedu

legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

cedefectsin

productio

nToredu

celosses

($300000)

from

electroniccomponent

loss

CampEanalysisP

aretochart

brainstorm

ing

5SV

SM

Poka-yokeSP

C

18

redu


losses

intheplantfrom$7680

to$6400

with

in16

weeks

oftheim

provem

entph

ase

Sign

ificant

redu

ctionin

productio

ncost

(con

tinued)

Table V

677


Six Sigma

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UN

IVE

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At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Printin

gsampleboards

manufacturing

(USA

)(Roth

andFranchetti

2010)

Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe


productio

ncapacity

throug

hwaste

redu

ction

Toincrease


advantagein

theprintin

gindu

stry

Pareto

chartE-Kanban

system

SOP

checksheet

Custom

erdemandhasbeen

met

bycreatin

gbetter

processesand

improved

productcost

Laborcost

minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof


improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

Toincrease

efficiencyand

standardization

Toelim

inateproducts

andother

materialsthat

areno

long

erused

Currentstatemap

spaghettid

iagram

VSM

5SP

oka-yoke

Elim

inated

1163man

hoursof

annu


from

acylin

der-fillin

gprocessat

onefacility

Productiv

ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

BPMJ213

Dow

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ded

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UN

IVE

RSI

TY

At 1

613

04

June

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5 (P

T)














679


Six Sigma

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IVE

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At 1

613

04

June

201

5 (P

T)














Thomas et al (2009)












in the market




To reduce cost

Num

ber

of A

rtic

les

10987654

23

10


680

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)













(1) time-consuming



681


Six Sigma

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IVE

RSI

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613

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June

201

5 (P

T)



























Thomas et al (2008)






Snee (2010)


682

BPMJ213

Dow

nloa

ded

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ER

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WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)












Timans et al (2012)




Timans et al (2012)


Timans et al (2012)







Timans et al (2012)

(continued )


sector

683


Six Sigma

Dow

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ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)






Timans et al (2012)














Thomas et al (2008)




Table VIII

684

BPMJ213

Dow

nloa

ded

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ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)








685


Six Sigma

Dow

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IVE

RSI

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613

04

June

201

5 (P

T)













686

BPMJ213

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UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

References




















687


Six Sigma

Dow

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IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)



















688

BPMJ213

Dow

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TT

UN

IVE

RSI

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At 1

613

04

June

201

5 (P

T)




















689


Six Sigma

Dow

nloa

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UN

IVE

RSI

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At 1

613

04

June

201

5 (P

T)










690

BPMJ213

Dow

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IVE

RSI

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At 1

613

04

June

201

5 (P

T)




691


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Hom

efurnishing

(USA

)(Chakravorty

and

Shah2012)

Tochange

theoperationto

show

positiv

eresults

Toim

proveem

ployeesrsquomorale

Toim

proveproductqu

ality

and

manufacturing

operations

SIPO

CVSM

CampEanalysis

SMEDD

OEA

NOVA

Pareto

analysisP

oka-yoke

Improvem

entof

manufacturing


Improvem

entof

team

mem

bersrsquoskills

Improvem

entof

productio

ncapacity

Reductio

nin

costcycletim

ecustom


Reductio

nin

variationandwaste

from

operation


company

(USA

)(Akb

ulut-Bailey

etal2012)

Toim


nin

themarket

Toincrease

thebottom

lineby

redu

cing

thecost

ofoperations

CampEanalysisK

anban

Jidoka

Saleswentfrom

$30m

to$205myear

Reductio

nin

inventory

wastep

rodu

ctioncostlabor

timeandcycletim

eSign

ificant

improvem

entin

quality

Increase

inproductio

ncustom


Proprietarymilitary

products


2005)

Toredu

ceproductio

ncost

Toredu

cecycletim

ecustom

erreturnsbacklog

supp

ortlaborand

inventory

Toincrease

productio

ncapacity

SIPO

CCamp

EanalysisD

OE

SPC

processmapping

brainstorm

ing

50

overallreductio

nin

totalcost

53

redu

ctionin

cycletim

e82

redu

ctionin

custom

erreturnsbacklog

32

redu

ctionin

supp

ortlaborrequ

ired

52

increase

inproductio

ncapacity

50

redu

ctionin

inventory

Deeperun

derstand

ingof

productio

nprocess


(USA

)(Hardeman

and

Goethals2011)

Toim


the

shim

mingprocess

Toenhancethequ

ality

oftheproduct

CampEanalysisF

MEA

94

redu

ctionin

productdefects

Increasedsigm

avaluefrom

0868to

3207

Elim

inationof


cleanedup

Effectiv

estoragesystem

hasbeen

created

Sign

ificant

improvem

entin


Reductio

nin

theam

ount

ofproductscrapp

edSm

alleng

ineering

company

(UK)(Thomas

etal2009)

Toexam

inethevalid

ityof

anewLS

Sintegrated

approach

that

hasbeen

developedby

theresearchersin

the

stud

y

5SV

SMT

PMD

OEQ

FD

SPC


theyear

ofpound29000

Increase

incellOEEfrom

34to

55

Increase

inproductio

nby

31

perh

ourfrom15

to25

pphThisadded

2800additio

nalp

arts

perannu

m12

redu

ctionin

theuseof

energy

perannu

mReductio

nin

equipm

entdowntim

efrom

5to

2Abilityto

compete


ificantly

Increasedcustom

ersatisfaction

Company

productportfolio

shifted

toahigher-value

marketsector

Increasedaw

arenessof


forproblem

solving

(con

tinued)


674

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits


(Lee

andWei2009)

Todiscover

variationandwaste

causes

intheICTmoldchange

processandredu

ceit

Toredu

cethenu

mberofirregu

larpin

points

onapinb

oard

Processmapping

CampE

analysisA

NOVAF

MEA

5ST

PM

Increase

inproductio

nutilizatio

nrate

from

6677to

9271

with

in3months

Increase

inthroug

hput

by22500

PCBsperday

Sign

ificant

redu

ctionin

fixturesearch

timean

averageof

473-153min

Decreasein

erroneouspins

from

72to

115

with

in3monthsandto

18

with

in6months

Developmentof

aplan

forfuture

maintenance

andequipm

ent

replacem

ent

Tiremanufacturing

company

(India)

(Bhu

iyan

etal2006)

Toredu


productio

nVSM

5S

CampEanalysis

root-cause

analysis

Reductio

nin

defectivetires

intotalm

onthly

productio

nfrom

22-25to

15

with

inthefirst

month

Rotarysw

itches

manufacturing

(India)

(Vinodhetal2012)

Toredu


productio

nandstream

lineprocess

flow

Toincrease

custom

ersatisfaction

Toredu


Pareto

chartCamp

Eanalysis

VSM

control

chartsD

OE

Kanban

5SP

oka-yoke

10

redu

ctionin

productdefects

10

redu

ctionin

defectsin

each

stageof

keyperformance

metrics

7increase


Bettercustom

ersatisfaction

Reductio

nin

machine

breakd

owntim

eIncrease

inprofit

Morethan

50

redu

ctionin

workin

process(W

IP)inv

entory

Identified7typesof

waste

Increasedem

ployee

moraletowardcreativ

ethinking

Touch

panelm

anufacturing

(Taiwan)(Ch

enandLy

u2009)

Toim

provethequ

ality

ofthetouch

panel

Toincrease

custom

ersatisfaction


ality

Toim

proveyieldrate

VOC

CampEanalysisSIPOC

ANOVAP

aretoanalysis

SPC

DOEcurrent

state

map

Reductio

nin

defectsfrom

324

toless

than

15

Reductio

nin

productcost

andincrease

incustom

ersatisfaction

Developmentin

LSSmem

bersrsquoexperience

andkn

owledg

eof

advanced

statistical

training

such

asdesign

ofexperiments

(DOE)


during

theim

provem

entph

ase

The


thestam

pprocessyieldedaCp

kof

234

andPp

kof

225implying


Sigm

aqu

ality

standard

(con

tinued)

Table V

675


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Autom

obile

accessories

manufacturing

(India)

(Kum

aretal2006)

Toredu


the

finishedproduct

Towin

custom

erloyalty

Toenhancethebottom

line

Toredu

ceworkin

processinventory

Toredu

cecost

ofscrapandrework

Currentstatemap5S

TPM

VOC

Pareto

analysis

brainstorm

ing

DOE

controlchartsFM

EA

Sign

ificant

financialsaving

of$46500pery

eard

uetodefectredu

ction

Reductio

nin

machine

downtim

efrom

6to

1Over$33000saving

peryear

dueto

25

redu

ctionin

process

inventory

$20000may

besaveddu

etotheredu

ctioninworkp

lace

accidentsas

aresultof

housekeeping

procedures

Key

performance

metricshave

improved


erunit

(DPU



thus

theoverall

plantefficiency(OPE

)Reductionin

custom

ercomplaintsmachine

setuptim

eworkplace

accidents

Totalsavingsof

around

$140000

peryear

Autom

otivevalves

manufacturing

(India)

(Vinodhetal2011)

Toim

proveFT

RToredu


the


custom

ersatisfaction

SIPO

Cbrainstorm

ing

VOC

currentstatemap5S

VSM

ParetochartCamp

Eanalysiscontrol

chart

DOEK

anban

Custom


The

improvem

entof

first-timerigh

t(FTR)p

ercentagefrom

982to

99

would

save

28000

valves

permonth

from

rejection

Sign

ificant

saving

shave

been

achieved

Reductio

ninmachine

breakd

owntim

einventorychange

overtim

e(C

O)b

y25and

inmanufacturing

lead

timeby

1853

50

decrease

inDPU

1764

increase

inOEE

Reductio

nin

annu

almovem

ento

fmaterialsfrom

2040to

1300miles

hencethematerialm

ovem

entcost

hasredu

cedfrom

$187298

to$103886

peryear

Indu

strial

cleaning

equipm

entmanufacturing

(USA


2011)

Toredu

cecostby

15reducewaste

andprotectrevenu


quality

andmarketshare

Toincrease

capacity

by10

CTQanalysisS

IPOC

brainstorm

ingVSM

Pareto

analysisroot-cause

analysisF

MEAK

anban

$660000

redu

ctionin

cost

peryear

50

redu

ctionin

workcells

(con

tinued)

Table V

676

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Arm

aments

products

(USA

)(Corbett2011)

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e5ST

PMV

SMp

rocess

MapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e

5ST

PMV

SMp

rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won


HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts


illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

Toim

provecash

flow

Processmapping

CampE

analysisF

MEAS

PC5S

andmistake

proofin

g

$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50


(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

thecarrierrsquos

design

andmanufacture

5SV

SMk

aizen

brainstorm

ing

root-cause

analysis

Through

putof

remanufacturing

linenearly

tripled

Average

component

lead

timewas

redu

cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

andschedu

legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

cedefectsin

productio

nToredu

celosses

($300000)

from

electroniccomponent

loss

CampEanalysisP

aretochart

brainstorm

ing

5SV

SM

Poka-yokeSP

C

18

redu


losses

intheplantfrom$7680

to$6400

with

in16

weeks

oftheim

provem

entph

ase

Sign

ificant

redu

ctionin

productio

ncost

(con

tinued)

Table V

677


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Printin

gsampleboards

manufacturing

(USA

)(Roth

andFranchetti

2010)

Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe


productio

ncapacity

throug

hwaste

redu

ction

Toincrease


advantagein

theprintin

gindu

stry

Pareto

chartE-Kanban

system

SOP

checksheet

Custom

erdemandhasbeen

met

bycreatin

gbetter

processesand

improved

productcost

Laborcost

minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof


improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

Toincrease

efficiencyand

standardization

Toelim

inateproducts

andother

materialsthat

areno

long

erused

Currentstatemap

spaghettid

iagram

VSM

5SP

oka-yoke

Elim

inated

1163man

hoursof

annu


from

acylin

der-fillin

gprocessat

onefacility

Productiv

ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)














679


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)














Thomas et al (2009)












in the market




To reduce cost

Num

ber

of A

rtic

les

10987654

23

10


680

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)













(1) time-consuming



681


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)



























Thomas et al (2008)






Snee (2010)


682

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)












Timans et al (2012)




Timans et al (2012)


Timans et al (2012)







Timans et al (2012)

(continued )


sector

683


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)






Timans et al (2012)














Thomas et al (2008)




Table VIII

684

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)








685


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)













686

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

References




















687


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)



















688

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




















689


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)










690

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




691


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits


(Lee

andWei2009)

Todiscover

variationandwaste

causes

intheICTmoldchange

processandredu

ceit

Toredu

cethenu

mberofirregu

larpin

points

onapinb

oard

Processmapping

CampE

analysisA

NOVAF

MEA

5ST

PM

Increase

inproductio

nutilizatio

nrate

from

6677to

9271

with

in3months

Increase

inthroug

hput

by22500

PCBsperday

Sign

ificant

redu

ctionin

fixturesearch

timean

averageof

473-153min

Decreasein

erroneouspins

from

72to

115

with

in3monthsandto

18

with

in6months

Developmentof

aplan

forfuture

maintenance

andequipm

ent

replacem

ent

Tiremanufacturing

company

(India)

(Bhu

iyan

etal2006)

Toredu


productio

nVSM

5S

CampEanalysis

root-cause

analysis

Reductio

nin

defectivetires

intotalm

onthly

productio

nfrom

22-25to

15

with

inthefirst

month

Rotarysw

itches

manufacturing

(India)

(Vinodhetal2012)

Toredu


productio

nandstream

lineprocess

flow

Toincrease

custom

ersatisfaction

Toredu


Pareto

chartCamp

Eanalysis

VSM

control

chartsD

OE

Kanban

5SP

oka-yoke

10

redu

ctionin

productdefects

10

redu

ctionin

defectsin

each

stageof

keyperformance

metrics

7increase


Bettercustom

ersatisfaction

Reductio

nin

machine

breakd

owntim

eIncrease

inprofit

Morethan

50

redu

ctionin

workin

process(W

IP)inv

entory

Identified7typesof

waste

Increasedem

ployee

moraletowardcreativ

ethinking

Touch

panelm

anufacturing

(Taiwan)(Ch

enandLy

u2009)

Toim

provethequ

ality

ofthetouch

panel

Toincrease

custom

ersatisfaction


ality

Toim

proveyieldrate

VOC

CampEanalysisSIPOC

ANOVAP

aretoanalysis

SPC

DOEcurrent

state

map

Reductio

nin

defectsfrom

324

toless

than

15

Reductio

nin

productcost

andincrease

incustom

ersatisfaction

Developmentin

LSSmem

bersrsquoexperience

andkn

owledg

eof

advanced

statistical

training

such

asdesign

ofexperiments

(DOE)


during

theim

provem

entph

ase

The


thestam

pprocessyieldedaCp

kof

234

andPp

kof

225implying


Sigm

aqu

ality

standard

(con

tinued)

Table V

675


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Autom

obile

accessories

manufacturing

(India)

(Kum

aretal2006)

Toredu


the

finishedproduct

Towin

custom

erloyalty

Toenhancethebottom

line

Toredu

ceworkin

processinventory

Toredu

cecost

ofscrapandrework

Currentstatemap5S

TPM

VOC

Pareto

analysis

brainstorm

ing

DOE

controlchartsFM

EA

Sign

ificant

financialsaving

of$46500pery

eard

uetodefectredu

ction

Reductio

nin

machine

downtim

efrom

6to

1Over$33000saving

peryear

dueto

25

redu

ctionin

process

inventory

$20000may

besaveddu

etotheredu

ctioninworkp

lace

accidentsas

aresultof

housekeeping

procedures

Key

performance

metricshave

improved


erunit

(DPU



thus

theoverall

plantefficiency(OPE

)Reductionin

custom

ercomplaintsmachine

setuptim

eworkplace

accidents

Totalsavingsof

around

$140000

peryear

Autom

otivevalves

manufacturing

(India)

(Vinodhetal2011)

Toim

proveFT

RToredu


the


custom

ersatisfaction

SIPO

Cbrainstorm

ing

VOC

currentstatemap5S

VSM

ParetochartCamp

Eanalysiscontrol

chart

DOEK

anban

Custom


The

improvem

entof

first-timerigh

t(FTR)p

ercentagefrom

982to

99

would

save

28000

valves

permonth

from

rejection

Sign

ificant

saving

shave

been

achieved

Reductio

ninmachine

breakd

owntim

einventorychange

overtim

e(C

O)b

y25and

inmanufacturing

lead

timeby

1853

50

decrease

inDPU

1764

increase

inOEE

Reductio

nin

annu

almovem

ento

fmaterialsfrom

2040to

1300miles

hencethematerialm

ovem

entcost

hasredu

cedfrom

$187298

to$103886

peryear

Indu

strial

cleaning

equipm

entmanufacturing

(USA


2011)

Toredu

cecostby

15reducewaste

andprotectrevenu


quality

andmarketshare

Toincrease

capacity

by10

CTQanalysisS

IPOC

brainstorm

ingVSM

Pareto

analysisroot-cause

analysisF

MEAK

anban

$660000

redu

ctionin

cost

peryear

50

redu

ctionin

workcells

(con

tinued)

Table V

676

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Arm

aments

products

(USA

)(Corbett2011)

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e5ST

PMV

SMp

rocess

MapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e

5ST

PMV

SMp

rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won


HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts


illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

Toim

provecash

flow

Processmapping

CampE

analysisF

MEAS

PC5S

andmistake

proofin

g

$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50


(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

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andmanufacture

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SMk

aizen

brainstorm

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analysis

Through

putof

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linenearly

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component

lead

timewas

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cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

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legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

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productio

nToredu

celosses

($300000)

from

electroniccomponent

loss

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aretochart

brainstorm

ing

5SV

SM

Poka-yokeSP

C

18

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intheplantfrom$7680

to$6400

with

in16

weeks

oftheim

provem

entph

ase

Sign

ificant

redu

ctionin

productio

ncost

(con

tinued)

Table V

677


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manufacturing

(USA

)(Roth

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Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe


productio

ncapacity

throug

hwaste

redu

ction

Toincrease


advantagein

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gindu

stry

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chartE-Kanban

system

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checksheet

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erdemandhasbeen

met

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gbetter

processesand

improved

productcost

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minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof


improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

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efficiencyand

standardization

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inateproducts

andother

materialsthat

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long

erused

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iagram

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inated

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annu


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onefacility

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ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

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ployee

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theboard

Table V

678

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obile

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the

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custom

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line

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ceworkin

processinventory

Toredu

cecost

ofscrapandrework

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TPM

VOC

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ificant

financialsaving

of$46500pery

eard

uetodefectredu

ction

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nin

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efrom

6to

1Over$33000saving

peryear

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redu

ctionin

process

inventory

$20000may

besaveddu

etotheredu

ctioninworkp

lace

accidentsas

aresultof

housekeeping

procedures

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performance

metricshave

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erunit

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thus

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custom

ercomplaintsmachine

setuptim

eworkplace

accidents

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around

$140000

peryear

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otivevalves

manufacturing

(India)

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anban

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improvem

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first-timerigh

t(FTR)p

ercentagefrom

982to

99

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save

28000

valves

permonth

from

rejection

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ificant

saving

shave

been

achieved

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ninmachine

breakd

owntim

einventorychange

overtim

e(C

O)b

y25and

inmanufacturing

lead

timeby

1853

50

decrease

inDPU

1764

increase

inOEE

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nin

annu

almovem

ento

fmaterialsfrom

2040to

1300miles

hencethematerialm

ovem

entcost

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cedfrom

$187298

to$103886

peryear

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strial

cleaning

equipm

entmanufacturing

(USA


2011)

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cecostby

15reducewaste

andprotectrevenu


quality

andmarketshare

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capacity

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analysisF

MEAK

anban

$660000

redu

ctionin

cost

peryear

50

redu

ctionin

workcells

(con

tinued)

Table V

676

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esBenefits

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aments

products

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benefitsby

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cing

cost

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e5ST

PMV

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rocess

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ampEanalysisX

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analysisS

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causeanalysis

Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

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cing

cost

andcycletim

e

5ST

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rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won


HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts


illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

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provecash

flow

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CampE

analysisF

MEAS

PC5S

andmistake

proofin

g

$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50


(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

thecarrierrsquos

design

andmanufacture

5SV

SMk

aizen

brainstorm

ing

root-cause

analysis

Through

putof

remanufacturing

linenearly

tripled

Average

component

lead

timewas

redu

cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

andschedu

legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

cedefectsin

productio

nToredu

celosses

($300000)

from

electroniccomponent

loss

CampEanalysisP

aretochart

brainstorm

ing

5SV

SM

Poka-yokeSP

C

18

redu


losses

intheplantfrom$7680

to$6400

with

in16

weeks

oftheim

provem

entph

ase

Sign

ificant

redu

ctionin

productio

ncost

(con

tinued)

Table V

677


Six Sigma

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nloa

ded

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WA

TT

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IVE

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TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Printin

gsampleboards

manufacturing

(USA

)(Roth

andFranchetti

2010)

Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe


productio

ncapacity

throug

hwaste

redu

ction

Toincrease


advantagein

theprintin

gindu

stry

Pareto

chartE-Kanban

system

SOP

checksheet

Custom

erdemandhasbeen

met

bycreatin

gbetter

processesand

improved

productcost

Laborcost

minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof


improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

Toincrease

efficiencyand

standardization

Toelim

inateproducts

andother

materialsthat

areno

long

erused

Currentstatemap

spaghettid

iagram

VSM

5SP

oka-yoke

Elim

inated

1163man

hoursof

annu


from

acylin

der-fillin

gprocessat

onefacility

Productiv

ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

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Dow

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613

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201

5 (P

T)














Thomas et al (2009)












in the market




To reduce cost

Num

ber

of A

rtic

les

10987654

23

10


680

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ded

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TY

At 1

613

04

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201

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613

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201

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Timans et al (2012)




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(continued )


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Table VIII

684

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613

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201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Arm

aments

products

(USA

)(Corbett2011)

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e5ST

PMV

SMp

rocess

MapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

Improvem

ents

of91

inqu

ality

70

incost67

indeliv

ery

84

inrisk

$3bn

cost

benefit

from

2001

to2007

Won

Malcolm

BaldrigeNationalQ

ualityAward(M

BNQA)

Buildingproducts

(New

Zealand)

(Corbett2011)

Tobu

ildnichemarket

Togain

financial

benefitsby

redu

cing

cost

andcycletim

e

5ST

PMV

SMp

rocess

mapC

ampEanalysisX

Ymatrix

FMEAcapability

analysisS

PCA

NOVA

DOEcontrol

chartsroot-

causeanalysis

$28m

annu

alsaving

from

2002

to2007

Won


HoneywellInternatio

nalInc

(USA

)manufacturing

differentproducts

from

aerospaceproducts


illiam

andWillie2003)

Toredu

cefin

alproductsaleprices

by50

Toim

proveproductiv

itycapacity

bydoub

leTogrow

thebu

siness

to$1m

and

$250

thousand

sin

impact

Toim

provecash

flow

Processmapping

CampE

analysisF

MEAS

PC5S

andmistake

proofin

g

$3bin


1995

to2011

$12bgainsin

2002

asaresultof

wasteredu

ction

Cycletim

eredu

cedfrom

12to

10days


redu

cedsign

ificantly

from

300to

14Km

Reductionin

manufacturing

cost

by50


(USA

)(Kucner2009)

Toim

provequ

ality

reducecost

and

shortencycletim

ein

thecarrierrsquos

design

andmanufacture

5SV

SMk

aizen

brainstorm

ing

root-cause

analysis

Through

putof

remanufacturing

linenearly

tripled

Average

component

lead

timewas

redu

cedfrom

180to

40days

overtim

ewas

elim

inatedand

cost

andschedu

legoalswereregu

larly

achieved

Qualityandcommun

icationim

proved

sign

ificantly

Autom

otiveelectronic

component

assemblyplant

(Malaysia)

(Yietal2012)

Toredu

ceproductio

ncost

Toredu

cedefectsin

productio

nToredu

celosses

($300000)

from

electroniccomponent

loss

CampEanalysisP

aretochart

brainstorm

ing

5SV

SM

Poka-yokeSP

C

18

redu


losses

intheplantfrom$7680

to$6400

with

in16

weeks

oftheim

provem

entph

ase

Sign

ificant

redu

ctionin

productio

ncost

(con

tinued)

Table V

677


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Printin

gsampleboards

manufacturing

(USA

)(Roth

andFranchetti

2010)

Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe


productio

ncapacity

throug

hwaste

redu

ction

Toincrease


advantagein

theprintin

gindu

stry

Pareto

chartE-Kanban

system

SOP

checksheet

Custom

erdemandhasbeen

met

bycreatin

gbetter

processesand

improved

productcost

Laborcost

minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof


improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

Toincrease

efficiencyand

standardization

Toelim

inateproducts

andother

materialsthat

areno

long

erused

Currentstatemap

spaghettid

iagram

VSM

5SP

oka-yoke

Elim

inated

1163man

hoursof

annu


from

acylin

der-fillin

gprocessat

onefacility

Productiv

ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

BPMJ213

Dow

nloa

ded

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WA

TT

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IVE

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TY

At 1

613

04

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IVE

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613

04

June

201

5 (P

T)














Thomas et al (2009)












in the market




To reduce cost

Num

ber

of A

rtic

les

10987654

23

10


680

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

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IVE

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TY

At 1

613

04

June

201

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201

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Thomas et al (2008)






Snee (2010)


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201

5 (P

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Timans et al (2012)




Timans et al (2012)


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(continued )


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Table VIII

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Indu

stry

Reasons

behind

implem

entin

gLS

SToolsandtechniqu

esBenefits

Printin

gsampleboards

manufacturing

(USA

)(Roth

andFranchetti

2010)

Tomeetthe

projectedyearly

demand

of200000boards

(recently

143400

boardsyear)by

redu

cing

wasteinthe


productio

ncapacity

throug

hwaste

redu

ction

Toincrease


advantagein

theprintin

gindu

stry

Pareto

chartE-Kanban

system

SOP

checksheet

Custom

erdemandhasbeen

met

bycreatin

gbetter

processesand

improved

productcost

Laborcost

minim

ized

byestablishing

theoptim

alnu

mberof

employees

Reducethenu

mberof

defectsin

theproductio

nprocess

Qualityof


improved

Gases

andengineering

organizatio

n(USA

)(Waite

2013)

Tobe

leaner

andmoreefficient

Toelim

inatenon-valueadded

activ

ities

Toincrease

efficiencyand

standardization

Toelim

inateproducts

andother

materialsthat

areno

long

erused

Currentstatemap

spaghettid

iagram

VSM

5SP

oka-yoke

Elim

inated

1163man

hoursof

annu


from

acylin

der-fillin

gprocessat

onefacility

Productiv

ityincreasedby

18-48

depending

onthesite

Variableproductio

ncostdecreasedby

10-35

depending

onthesite

Increasedem

ployee

moraleacross

theboard

Table V

678

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in the market




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ber

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Timans et al (2012)


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Table VIII

684

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680

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Timans et al (2012)




Timans et al (2012)


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(continued )


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Table VIII

684

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(continued )


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Table VIII

684

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(continued )


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Table VIII

684

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Timans et al (2012)




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(continued )


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Table VIII

684

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Timans et al (2012)




Timans et al (2012)


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(continued )


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Table VIII

684

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Table VIII

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201

5 (P

T)




















689


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)










690

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




691


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)













686

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

References




















687


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)



















688

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




















689


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)










690

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




691


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

References




















687


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)



















688

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




















689


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)










690

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




691


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)



















688

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




















689


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)










690

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




691


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




















689


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)










690

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




691


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)










690

BPMJ213

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




691


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)




691


Six Sigma

Dow

nloa

ded

by H

ER

IOT

WA

TT

UN

IVE

RSI

TY

At 1

613

04

June

201

5 (P

T)

A Systematic literature review on Lean Six Sigma for manufacturing industry

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Transcript of A Systematic literature review on Lean Six Sigma for manufacturing industry