...bottom line companies develop better practices to streamline process, decrease supply and delivery times, cut costs, and increase efficiency. The technique to improve processes is known as Six Sigma. Companies, such as General Electric and Toyota have been utilizing Six Sigma principles to improve manufacturing processes and quality measures; however, the principles have not been widely used in marketing environments. Apply Six Sigma to Sales and Marketing The author of “Apply Six Sigma to Sales and Marketing” defines Six Sigma as a road map to problem solving. A blueprint for the steps needed to take to improve clearly defined issues. So, why are marketing departments failing to utilize Six Sigma principles? Non-believers are under the impression standard operating procedures limits the ability to adjust accordingly to shifting environments and hinder creative magic. According to the author, this is not the case. He believes the real factors for slow adaptation are: - Facilities: Unlike manufacturing facilities, the design is not built for problem solving, data collection, and assessment. - Professional backgrounds: A large number of Six Sigma professionals joined manufacturing companies, limiting knowledgeable professionals in the marketing field. Lack of understanding of the principles makes is difficult to develop a program. - Consumer purchasing patterns: What is the cause for action? Improved manufacturing processes led to increased sales, masking the need for improved...
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...UNLV Theses/Dissertations/Professional Papers/Capstones 10-1-2011 Lean and Six Sigma in Hospitality Organizations: Benefits, Challenges, and Implementation Justin M. Lancaster University of Nevada, Las Vegas Follow this and additional works at: http://digitalscholarship.unlv.edu/thesesdissertations Part of the Business Administration, Management, and Operations Commons, Hospitality Administration and Management Commons, and the Strategic Management Policy Commons Repository Citation Lancaster, Justin M., "Lean and Six Sigma in Hospitality Organizations: Benefits, Challenges, and Implementation" (2011). UNLV Theses/Dissertations/Professional Papers/Capstones. Paper 1150. This Professional Paper is brought to you for free and open access by Digital Scholarship@UNLV. It has been accepted for inclusion in UNLV Theses/ Dissertations/Professional Papers/Capstones by an authorized administrator of Digital Scholarship@UNLV. For more information, please contact marianne.buehler@unlv.edu. 1 Lean and Six Sigma in Hospitality Organizations: Benefits, Challenges, and Implementation. By Justin M. Lancaster Masters of Science University of Nevada Las Vegas 2011 A professional paper submitted in partial fulfillment of the requirements for the Master of Science Hotel Administration William F. Harrah College of Hotel Administration Graduate College University of Nevada, Las Vegas December 2011 Chair: Dr. Robert Woods 2 PART ONE Introduction The hospitality...
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...CHAPTER 1 INTRODUCTION 1.1 GENERAL OVERVIEW The Greek alphabet Sigma (σ) has become the statistical symbol and metric of process variation. The sigma scale of measurement is perfectly correlated to such characteristics as defects-per-unit, parts-per-million defectives, and the probability of a failure. A company’s performance is measured by the sigma level of their business processes. Traditionally companies accepted three or four sigma performance levels as the norm, despite the fact that these processes created between 6,200 and 67,000 defects per million opportunities The Six Sigma standard of 3.4 defects per million opportunities is a response to the increasing expectations of customers and the increased complexity of modern products and processes (Thomas Pyzdek) Six sigma is reportedly easier to apply than many other quality management programs because it provides information about the change needed and the programs to execute the change. The strategy it uses is a five-step improvement process: define, measure, analyse, improve and control (DMAIC). This process is deeply integrated with the overall goals of the organization and, as such, requires top down implementation. Six sigma is more intense, focused and detailed than any other quality improvement techniques (Sawant and Patasker 2014). DMAIC framework is a Integration of several techniques such as CTQ (Critical to quality), Process Mapping (SIPOC), DPMO (defects per million), and FMEA (failure mode and effects analysis)...
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...success which represents the guarantee for a performant enterprise. In this paper we presented the main concepts, the application and adaptation way in different contexts, both in industry and in services. We showed a modern tendency which is taking shape more and more in the contemporary economic context, such as the integration of this concept with the Six Sigma concept, and thus we can talk about Lean Six Sigma, as an integrator method which guarantees high-class quality and lower costs. KEY WORDS: lean management, quality, performances, Six Sigma, the diminution of the defaults JEL CLASSIFICATION: L15, L16, L25, M10, M11, M16 1. INTRODUCTION Researches on production technologies, operations and performance reflect the increasing context of industrial competition in the global economic environment. A key objective is the creation of a systematic knowledge base by applying the systemic approach and quantitative analysis, which will lead to a better understanding of fundamental factors, determinants of growth and industrial decline. An example is the Lean method and the Lean manufacturing principles, concepts and principles outlined after the researches on the international automotive industry. * Assoc. Prof., Ph.D., University „Constantin Brâncuşi” of Târgu-Jiu, Romania, amalia_venera@yahoo.com Assoc. Prof., Ph.D., University „Constantin Brâncuşi” of Târgu-Jiu, Romania, cecilia.rabontu@gmail.com Assoc. Prof., ,Ph.D., University „Constantin Brâncuşi” of Târgu-Jiu, Romania...
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...Armor School Research Library TDCD Fort Knox KY Bibliography March 2006 Lean Six Sigma Lean: Identifying 'waste' or ‘non-value-added activities’ from the customer perspective and then determining how to eliminate it the 'right' way. [Lean Six Sigma Institute] Lean Six Sigma: A business improvement methodology that maximizes shareholder value by achieving the fastest rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital. [Lean Six Sigma Institute] http://www.army.mil/aeioo/rc/terms.htm Army rallies troops behind Lean Six Sigma program (Author: RP news wires – February 11, 2006) The Army’s growing Lean Six Sigma program has its roots in a corporate method of eliminating wasted time, money and material. Lean Six Sigma integrates two independently developed improvement tools: Lean and Six Sigma. Lean is an outgrowth of the Toyota production system, and focuses on increasing efficiency and reducing cycle time by the elimination of waste. Six Sigma was developed by Motorola beginning in the 1970s as an approach to improving quality and effectiveness through statistical control. Its roots go back more than 150 years to a Prussian mathematician who introduced the concept of the normal curve. Together, Lean and Six Sigma are powerful tools in transforming organizations, Army Materiel Command officials said. They said Lean Six Sigma enables a culture of innovation that continuously listens to customers, questions the...
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...For the past twenty years many quality improvement methodologies have been used, including international standardization 9000, Zero Effect, Six Sigma, Lean, Total Quality Management, Work-Out, Balanced Scorecard, Baldridge, Business Process Re-engineering, and Plan-Do-Check-Act. Team Orange initially discussed using Total Quality Management, also called TQM, as a methodology for success as it involves customers and stakeholders as well as requesting input from all employees as a means to constantly improve quality. However, given the fast pace of this project, TQM ultimately was rejected because it lacks structure and a means to measure outcomes (Antony, 2009). Six Sigma was discussed nest, and eventually selected this methodology for its project, based on the consensus that Six Sigma will support assurance to stakeholders concerning the quality of implementing a Cloud based infrastructure including the associated software as a service and content delivery network into the NewwDeal information technology portfolio. Six Sigma tools and practices will also support the timely delivery of the project, create value for its stakeholders, and promote continuous improvement (Antony, 2009). The rationale for the decision is further described in the paragraphs below. According to Fehlmann (2004): Applying Six Sigma to software development makes software projects transparent to both management and customers. Transparency requires an important cultural change. As a result...
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...lower costs, higher-quality products and services, shorter lead times, and higher returns on investment in infrastructure and resources. To address issues of competitiveness and to uncover hidden value, our clients find that Lean Six Sigma technique is one of the most powerful platforms available. This research addresses the application of Lean and Six Sigma tools to increase the productivity and improve the quality in the steel industry. It illustrates the procedures of implementing lean tools in a process industry with emphasis on Value stream mapping, 5 s and six sigma tools. Study on Integrated applications of lean & six sigma tools in a continuous process industry are limited. The thesis hypothesizes that there are lot of opportunities for improvement in the process industries like steel if lean and six sigma tools are integrated and utilized. It systematically demonstrates how lean manufacturing tools when used appropriately can help the steel industry to eliminate waste, have better inventory control and how to implement six sigma tools to achieve better quality, reduce variation to get better overall financial profits and better operational procedure. This research studies in the areas of (a) Discuss the basic concepts of Six Sigma and lean production, (b) Identify the basic model...
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...The Impact of ‘Lean’ The purpose of this module: This module will look at how to manage within a lean environment and what considerations need to be taken account of when making management decisions. We will then look at the impact of lean across several industry sectors and conclude my looking at the way Lean and Six Sigma have become closely integrated. Timing: 60 – 90 minutes Lean Process Management When you start to undertake Lean reviews within an organization you have the opportunity to integrate it into the corporate strategy and long term vision for the business. Agreeing to review all production areas within a business to ensure they are efficient using lean methodology can make a big difference to the way you perform and deliver. Lean Process Management Many organizations use the balanced scorecard to report on their performance. The balanced scorecard reports on performance by four quadrants or areas to demonstrate how the business is moving towards its vision or corporate strategy. These areas are Financial, Customer, internal business processes and learning and growth. Lean has significant overlap with these areas to help develop and achieve the corporate goals. Lean Process Management It focuses on the customer and their values, it measures structured improvements, often with financial values, it puts quality and internal process improvement as a continual cycle and it engages with all employees offering ...
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...Importance of Six Sigma as Process and Sustainability Improvement in United Parcel Services Martin Tunggadjaja March 2013 ABSTRACT Six Sigma is a process improvement developed by Motorola in 1985 that encompasses a set of strategies and tools acquired in order to improve the current business practice and systematic processes to fulfill the objectives. It is initially designed to measure how many faults or defects are in the process so that they can be eliminated systematically as part of improvement to reduce weaknesses and reinforce quality. One of popular process improvement methodology that is part of Six Sigma is DMAIC, which consists of: Define, Measure, Analysis, Improve and Control. Originally Six Sigma was first incorporated into manufacturing industries; this methodology also applies well to logistics companies since the focus is customer-oriented. Supply chain management is a key strategic factor for increasing organizational effectiveness and for better realization of goals such as enhanced competitiveness, better customer care and increased profitability (Gunasekaran, Patel, Tirtiroglu, 2001, p71). Therefore, Six Sigma as shown to be successful in delivering business benefits through variation reduction (Knowles, Whicker, Femat, 2005, p51). This paper discusses how Six Sigma apply to the logistics processes and an example case study of United Parcel Service (UPS) incorporating this technique to reposition itself in the world’s most improved logistics and...
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...Juan A. Rodriguez LEAN & SIX SIGMA PROC 5000 May 9, 2013 Outline I. Introduction II. History of Lean and Six Sigma III. Lean Sigma IV. Six Sigma V. How Lean and Six Sigma are applied VI. Summary VII. Recommendation VIII. Conclusion Introduction: As our economic future hinges on the ability for organizations to cut cost and improve the quality of their products and services as well as develop new ideas in order to stay competitive, managers today still rely on concepts that stay constant throughout the years, those concepts are Six and Lean Sigma. These concepts are widely used by many organizations as an approach or a process for investigation to achieve better results and improvement in their daily operations, services and products. Throughout this research paper the focus will be centered on the history of Six and Lean Sigma, how both concepts helped revolutionize the fields of quality control and process management, Lean and Six Sigma’s emphasis on collective efforts and teamwork to the applied steps taken. Furthermore, the research paper will provide tables and examples of how both concepts are applied to organizations. History of Lean and Six Sigma: The origins of Six Sigma can be traced as far back as 1777 when Carl Frederick Gauss first introduced the concept as a measurement tool of the normal curve. In the 1920's the word 'sigma' was used by mathematicians and engineers as a symbol for a unit of measurement in product...
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...Abstract: This paper hypothesises that, whilst Six Sigma as a change and improvement strategy is delivering significant business benefit to practitioner organisations, it has not been successfully adapted to deliver similar benefits across supply chains. It demonstrates by reference to the literature that most published applications of Six Sigma in supply chains are related to the application of traditional internal Six Sigma methodologies to the internal processes of a supplier to the “Six Sigma Organisation”. In this paper, the issues particular to an application of Six Sigma in a broader supply chain context are discussed, with reference to specific supply chain issues. It is concluded that Six Sigma does have something novel to offer organisations over and above the contribution of existing approaches to supply chain improvement, and a conceptual model is proposed that is consistent with the literature and has potential to support such an introduction. Although rooted in the supply chain realm, SCOR adherents see a role for the methodology as the gatekeeper – identifying the projects most likely to render ROI using SCOR, Lean or Six Sigma. There is already a natural link between Lean and Six Sigma at the program and project execution level. The model integrates the Balanced Scorecard, SCOR model (Supply Chain Reference model) and Six Sigma DMAIC (define, measure, analyse and improve) methodology in a two-level framework. This is a strategic-level cycle, developing focused...
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...six sigma six sigma training, history, definitions - six sigma and quality management glossary Six Sigma is now according to many business development and quality improvement experts, the most popular management methodology in history. Six Sigma is certainly a very big industry in its own right, and Six Sigma is now an enormous 'brand' in the world of corporate development. Six Sigma began in 1986 as a statistically-based method to reduce variation in electronic manufacturing processes in Motorola Inc in the USA. Today, twenty-something years on, Six Sigma is used as an all-encompassing business performance methodology, all over the world, in organizations as diverse as local government departments, prisons, hospitals, the armed forces, banks, and multi-nationals corporations. While Six Sigma implementation continues apace in many of the world's largest corporations, many organizations and suppliers in the consulting and training communities have also seized on the Six Sigma concept, to package and provide all sorts of Six Sigma 'branded' training products and consultancy and services. Six Sigma has also spawned manay and various business books on the subject. Six Sigma, it might seem, is taking over the world. Interestingly while Six Sigma has become a very widely used 'generic' term, the name Six Sigma is actually a registered trademark of Motorola Inc., in the USA, who first pioneered Six Sigma methods in the 1980's. The original and technically correct spelling seems to be...
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...Introduction In race to be a leader, most companies are realizing that traditional management, manufacturing processes, and other orthodox approaches, are not enough. More effective methods are needed: • Lean Manufacturing • Six Sigma Lean “Lean is a way to specify value, line up value-creating actions in the best sequence, conduct those activities without interruption whenever someone requests them, and perform them more and more effectively. In short, lean thinking is lean because it provides a way to do more and more with less and less – less human effort, less human equipment, less time, and less space – while coming closer and closer to providing customers with exactly what they want.”- Womack and Jones (1996). “Becoming ‘lean’ is a process of eliminating waste with the goal of creating value.” – Womack & Jones There are FIVE overriding principles to Lean. Identify Customers and Specify Value - The starting point is to recognise that only a small fraction of the total time and effort in any organisation actually adds value for the end customer. By clearly defining Value for a specific product or service from the end customer’s perspective, all the non value activities - or waste - can be targeted for removal. Identify and Map the Value Stream – The Value Stream is the entire set of activities across all parts of the organisation involved in jointly delivering the product or service. This represents the end-to-end process that delivers the value to the...
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...Contents Introduction 3 What does TQM cover? 3 Deming 14 Principles of TQM 3 Total Quality and Six Sigma 5 Six sigma DMAIC process elements 6 Application where Six sigma is better 6 Difference between Six Sigma & Total Quality Management 6 Reasons for adopting Total quality Management 7 Accurate time to adopt Total Quality Management (TQM) 8 Total Quality Management Tools 9 Principles of Total Quality Management 11 1. Customer centric approach 12 2. Employee involvement 12 3. Process approach 13 4. Integrated system 13 5. Strategic & systematic approach 13 6. Fact-based decision making 14 7. Continual improvement 14 8. Communication 14 The Concept of Continuous Improvement by Total Quality Management 14 Benefits of Total Quality Management in an Organization 16 Conclusion 17 References: 18 Introduction Total Quality Management (TQM) is a philosophy with the enthusiasm of accomplishing the overall performance of the organization. This globally recognized strategic technique has several benefits that make TQM trustworthy and applicable toward the business people. These benefits may include improving consumer satisfaction, focusing on employee motivation, reducing waste and improving overall performance of the organization. TQM is a problem solving technique that particularly focuses on continuous improvement of the quality of product, process and service. In this approach the management and employee can work together for the overall...
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...SIX SIGMA exam preparation Here you are a pool of 200 questionS . For the exam there will be 50 questions from this pool (different wording, numbers etc. could be used in exam) to create the written or the oral sessions of the exam (words and numbers could be different from the questions presented here.) The Written Exam will start at 9:00 AM and will finish at 12:00 AM You will be allowed to bring in the classroom only a pen and a pencil / rubber and nothing else (no phone, NO pc Nor any other electronic device) the oral exam will start at 12:30 Up to 3 points will be given at the oral exam where we will review the answer given at the written exam and if needed we will choose other questions taken from the pool in order to probe the knowledge gained. The oral exam usually last 15 minutes per candidate. up to 2 points will be assigned by the teacher based on the presence and participation during the entire course. Slides and PDF Books (for your personal reference and interest only) are available on iCorsi. Lean Six Sigma Paolo Rossetti – 2014 – Page 1 of 12 POOLs of QUESTIONS 01 - Six Sigma in a Nutshell 1. 2. 3. 4. 5. 6. 7. 8. 9. What is quality? How Gavin defines quality using different “dimensions”? State and comment the 8 dimensions of quality. Which is the Six Sigma definition of quality? What does CTQ stands for? What types of CTQ exists? Which are the sources of variability in a product? How can variability be expressed in statistical terms? How Edward Deming...
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