Lean Six Sigma in Case Studies

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1 Lean Six Sigma in Case Studies Student’s Name Course Name Instructor Date Author’s Note By submitting this assignment, I attest this submission represents my own work, and not that of another student, scholar, or internet source. I understand I am responsible for knowing and correctly utilizing referencing and bibliographical guidelines. I have not submitted this work for any other class.

2 Abstract The present study aims to comprehensively define and examine Lean Six Sigma and its role in contemporary business operations. The present study identifies the dual benefits of integrating Lean Six Sigma methodologies. The author elucidates the underlying principles of each technique, enabling readers to comprehend the distinctiveness of implementing said practice within their respective organizations. The DMAIC model and its constituent phases are explicated comprehensively to demonstrate a systematic approach to resolving obstacles. Keywords: Lean Six Sigma, lean thinking, six Sigma, DMAIC, value mapping

3 Introduction Businesses are always looking for new ways to increase productivity and revenue. Lean Six Sigma provides a structured method with a proven track record of success (Hall & Scott, 2016). Lean Six Sigma offers a new point of view for businesses that want to streamline their operations, cut down on waste, and maintain an advantage in a crowded industry. Defining Lean Six Sigma The combination of Lean and Six Sigma methodologies, both aimed at enhancing the efficiency and efficacy of an organization’s operations, resulted in the creation of Lean Six Sigma, which facilitates revenue generation and expansion. Lean Six Sigma provides a systematic method for finding, fixing, and verifying the effectiveness of organizational improvements. Implementing Lean Six Sigma helps businesses deal with difficulties in the current economic climate. Its implementation is a component of the never-ending process of improvement that gives and maintains a company’s competitive advantage (Costa et al., 2018). The first component is lean thinking, a technique that emphasizes speeding up internal processes and enhancing manufacturing efficiency (Hall & Scott, 2016). Users that use lean search strategies contribute value by eliminating needless activities, resources, and costs (Chugani et al., 2017). Those who practice lean thinking are strategically realigned to function methodically, aiming to optimize value and minimize extra expenses. According to Costa et al. (2018), the method was developed by Toyota during a period of economic recession in Japan, wherein the company was compelled to produce goods in limited quantities for a market that had come to a standstill.

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4 Six Sigma is a methodology that aims to enhance the quality of a business process (Hall and Scott, 2016). Motorola faced competition from a Japanese enterprise that employed a Lean- based approach. Motorola looked for ways to increase productivity and better serve its customers at a reasonable price (Nierola et al., 2021). Implementing the Six Sigma methodology in an organization’s process aims to minimize the occurrence of unpredictability, thereby enhancing the likelihood of success in the market. The Six Sigma process is characterized by a systematic, purpose-driven approach to eliminate recurring errors and potential obstacles. The steps involved in this process are designed to be logically structured and driven by a clear sense of purpose. Benefits of Lean Six Sigma Lean Six Sigma provides a powerful tool for solving business problems when used as an entire system. There are three main areas where benefits may be summed up: more satisfied clients, a more productive workplace, and a culture of constant development (Munteanu, 2017). The Lean Six Sigma methodology incorporates an understanding of human fallibility. It merges it with a data-driven approach to decision-making while also allowing for adaptability in response to changing circumstances. All individuals participating in the economy can utilize the aforementioned methodological tools and strategies. Lean Six Sigma may be easily implemented to reduce inefficiencies, speed up processes, boost output, save costs, and provide businesses an advantage in the market (Munteanu, 2017). Principles of Lean Thinking & Lean Six Sigma The five principles of lean thinking are the cornerstone for making long-term changes that boost a company’s worth. Adherence to these standards will increase output and enhance service quality. The best approach to gathering data for each principle will vary greatly across

5 various organizations. Lean thinking is used to evaluate all stakeholders, both internal and external. Current Value Leaders ask customers what they think their product or service is valuable. The value of an organization is reliant upon its ability to cater to the preferences and aversions of its consumers, thus underscoring the importance of discerning their inclinations. According to Almutairi et al. (2020), medical facilities must provide high-quality care and quick turnaround times to satisfy patients’ needs. Similarly, after a course, students provide teachers and the institution with valuable insight and insight into the viewpoint of students. Clarifying the advantages and disadvantages of an organization’s overall value is a crucial initial measure in applying lean thinking. Value Mapping The process of mapping value stream displays involves identifying the specific locations and timings of actions that contribute to the overall value of a given system. Leadership involves establishing a set of desired values and modifying the course of action by selectively incorporating or eliminating activities to achieve the desired outcome. The abovementioned principle necessitates a thorough analysis of the present operations and comprehensive documentation. It may require considerable time to depict the value stream accurately. It is advisable to start with a basic description of the activity and then add substages as leaders dig further into its relevance to value (Sommer & Blumenthal, 2019). Creating Flow

6 In the past, extra processes were eliminated from the value chain. There can be no breakdowns in the new value stream’s progress (Almutairi et al., 2020). At this stage, further waste-generating actions may be identified. Wasteful activities, known in Japan as Muda, include unnecessary repetition, excessive waiting, and extra precautions taken beyond what is necessary to deal with errors and accidents (Sommer & Blumenthal, 2019). While tools like process mapping and flow testing may be helpful, they won’t catch every inefficient action. Instead, engaging with workers and soliciting their input can provide valuable insights that can be used to refine lean practices. Testing the Value & Repeating it Once the final flow has been determined, a second round of value assessments with customers is warranted. A product or service is not created until there is a demand for it, a concept known as “letting the consumers pull” (Almutairi et al., 2020). Companies don’t force their new flow on customers. Instead, the value obtained must be measured when customers make a demand. The 5S methodology (sort, put in order, shine, standardize, and sustain) may help businesses consistently identify the stages that can be removed to save time and resources (Sommer & Blumenthal, 2019). Organizing tasks according to their frequency highlights the crucial processes that must be maintained, stabilizing the flow in a logical sequence that customers may access at their convenience. Bring into focus the procedures and their specifics that are necessary yet unproven. The whole team has to get on board with the new and enhanced processes that have been put in place. Finally, maintain the current pace and periodically assess its effectiveness to see where improvements may be made. 7 Principles of Lean Six Sigma

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7 Customer-centric Organizations only survive as long as their product or service is in demand. Failed businesses put external validation of their performance and product quality ahead of their internal performance evaluation. Employees in today’s businesses are taught that satisfying consumers is crucial (Hall & Scott, 2016). Lean Six Sigma is geared toward retaining and attracting customers by concentrating on their wants, needs, and desires. Customers often experience issues such as finding extra tasks, mistakes, process delays, and lengthy wait times (Hall & Scott, 2016). It’s important to hear the opinions of both internal and external customers. Customers’ feedback may be gathered via various channels (surveys, customer reviews, a legally compliant database, etc.) (Hall & Scott, 2016). The Value Stream, Flow, & Waste Elimination Lean Six Sigma combines lean thinking by analyzing a company’s value stream, process flow, and waste reduction potential. The efforts of these businesses directly result in products and services for customers. Performing a value stream analysis and optimizing it to the value that executives want to see from customers is the first step in reducing unnecessary expenditures. Each step along the value stream should be completely transparent to the customer and contribute value to the final product. Reviewing the stream periodically is necessary to keep a competitive edge in the market. Data Collection Before implementing modifications to an organization’s procedures, it is imperative to possess empirical evidence demonstrating the existing challenges and facilitating their resolution (Hall & Scott, 2016). It is imperative to uphold the integrity and accuracy of collections

8 comprising reports and metrics that effectively depict the organization’s status. Following the implementation of modifications, it is recommended that leaders maintain a reference report to facilitate comparisons between the current and intended activities, thereby enabling further evaluations. The extent of deviation from the intended outcome will ascertain the necessity and timing of taking appropriate measures. Employee Readiness Understanding the human capital and resources inside the company is crucial to its success. The steps of a business process cannot be completed without first gaining the appropriate training and experience. As the market evolves, equipping employees with the knowledge and abilities they’ll need to do their jobs well becomes more important. Employee engagement is essential to maintain employee autonomy and motivation for organizational progress. Systematic Improvements It’s unlikely that a company will continue if its operations become perfectly efficient. Competition from new entrants, technological advancements, and unforeseen difficulties. Lean Six Sigma recommends that businesses regularly do process evaluations to assess their current operations and identify improvement areas. Lean Six Sigma includes frameworks that detail how to deal with both new and current issues that arise in businesses (Hall & Scott, 2016). DMAIC: The Problem-Solving Process The DMAIC model of Lean Six Sigma comprises five stages: define, measure, analyze, improve, and control. The model comprises distinct phases complemented by various tools and techniques to facilitate optimal critical processes (Uluskan & Oda, 2020). The DMAIC model

9 has demonstrated a sound rationale by systematically examining each step. According to George et al. (2005), it is not advisable to overlook or bypass stages to expedite the problem-solving process, as individuals tend to have a propensity for expeditious solutions. The basic principles of Lean Six Sigma place significant emphasis on the necessity of possessing empirical evidence to substantiate the existence of a given issue. According to the DMAIC framework, leaders must identify the issue and confirm that it is urgent and potentially harmful if left unchecked (Hall and Scott, 2016). The statement above shall delineate the requisite resources, stipulated timeframe, and constituent elements of a prosperous outcome while maintaining reasonable expectations. In the measure phase, the issue is quantified to give decision-makers a picture of the existing state. This gives you something to work with, a starting point to alter things (Hall & Scott, 2016). A trustworthy data recording and analysis system is essential for producing realistic forecasts. At the end of the measure phase, you should have a mapped value stream, customer- and project-related variable data, and a strategy for gathering missing data (George et al., 2005). Leaders should look for the root causes of inefficiencies in the analysis phase (Hall & Scott, 2016Leaders should start with the value stream to emphasize wasteful processes and those that provide value to the product for consumers. They may be compared to preexisting standards to ensure processes run efficiently (Hall & Scott, 2016). In this step, you’ll review the data you gathered in the prior one and try to fill in any blanks. Multiple potential approaches toward implementation are evaluated, and the optimal one is ultimately selected. After collecting and evaluating pertinent information, a resolution can be devised during the enhancement process. The chosen solution outcomes in this stage are

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10 monitored and compared to the reference or baseline established during the measurement phase (Hall & Scott, 2016). When the outcomes of the enhancement stage show promise, we enter the control phase. Results from the new methods should be kept. Consequential impacts in any section of the organization may be monitored by inspections and obtaining measurements. Application of Lean Six Sigma Employing all available study techniques. The Lean Six Sigma methodology integrates research approaches, including qualitative, quantitative, and mixed methods, to conduct case study analysis and implement contemporary business strategies. The methodology involves employing multiple strategies until a satisfactory outcome is achieved. Conducting a singular type of study may result in an incomplete understanding of the phenomenon under investigation, thereby precluding the possibility of uncovering potential solutions. To comprehensively understand their position, individuals must gather and analyze quantitative and qualitative data. The Lean Six Sigma methodology was formulated to incorporate a comprehensive spectrum of cognitive faculties exhibited by human beings. Comprehending each pivotal stage entails delving into all avenues of inquiry, and the procedure is contingent upon the user’s willingness to be receptive to such an approach. Conclusion Combining the principles of lean thinking and the six sigma methods results in the Lean Six Sigma approach. The objective is to optimize the efficiency of the organization’s activities to enhance profitability and facilitate expansion. These approaches’ amalgamation capitalizes on their strengths to broaden the scope of possibilities and avenues for resolving issues. The critical thinking incorporates tools and techniques informed by Lean thinking and Lean Six Sigma

11 principles. The DMAIC model serves as the primary framework utilized in the Lean Six Sigma approach, enabling the identification and selection of an appropriate solution for organizational challenges. Leaders of all backgrounds can comprehend the Lean Six Sigma methodology, as it equips them with the necessary tools to comprehend their organization and identify optimal solutions for enhancing their market position.

12 References Almutairi, A. M., Salonitis, K., & Al-Ashaab, A. (2020). A framework for implementing lean principles in the supply chain management at health-care organizations: Saudi’s perspective. International Journal of Lean Six Sigma , 11(3), 463-492. http://dx.doi.org/10.1108/IJLSS-01-2019-0002 Chugani, N., Kumar, V., Garza-Reyes, J. A., Rocha-Lona, L., & Upadhyay, A. (2017). Investigating the green impact of lean, six Sigma, and lean six Sigma: A systematic literature review. International Journal of Lean Six Sigma , 8(1), 7-32. https://doi.org/10.1108/IJLSS-11-2015-0043 Costa, L. B. M., Godinho Filho, M., Fredendall, L. D., & Gómez Paredes, F. J. (2018). Lean, six sigma and lean six sigma in the Food Industry: A systematic literature review. Trends in Food Science & Technology , 82, 122-133. https://doi.org/10.1016/j.tifs.2018.10.002 Hall, J. & Scott, T. (2016). Lean Six Sigma: A Beginners Guide to Understanding and Practicing Lean Six Sigma . Columbia, SC: CreateSpace Receiving. Munteanu, A. M. C. (2017). Comparative analysis between lean, six Sigma, and lean six sigma concepts. Management and Economics Review, 2(1), 78-89. Niñerola, A., Sánchez-Rebull, M., & Hernández-Lara, A. (2021). Six Sigma literature: A bibliometric analysis. Total Quality Management & Business Excellence , 32(9-10), 959- 980. https://doi.org/10.1080/14783363.2019.1652091

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13 Sommer, A. C., & Blumenthal, E. Z. (2019). Implementation of lean and six sigma principles in ophthalmology for improving quality of care and patient flow. Survey of Ophthalmology , 64(5), 720-728. https://doi.org/10.1016/j.survophthal.2019.03.007 Uluskan, M., & Oda, E. P. (2020). A thorough six sigma DMAIC application for household appliance manufacturing systems: Oven door-panel alignment case. TQM Journal , 32(6), 1683-1714. https://doi.org/10.1108/TQM-06-2019-0171

Lean Six Sigma in Case Studies

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