The Experts below are selected from a list of 23730 Experts worldwide ranked by ideXlab platform
Jiju Antony - One of the best experts on this subject based on the ideXlab platform.
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common myths of Six Sigma demystified
International Journal of Quality & Reliability Management, 2008Co-Authors: Maneesh Kumar, Douglas C Montgomery, Christian N. Madu, Jiju Antony, Sung Hyun ParkAbstract:Purpose – Six Sigma has been part of our business lexicon for more than a decade. Debates on its emergence as a strategic initiative have created critics who consider it as an old wine in a new bottle. Is Six Sigma a management fad? This article presents some common myths and realities of Six Sigma business strategy. The paper provides an excellent resource for those people who would like to know whether Six Sigma is just a management fad or fact. Design/methodology/approach – The paper discusses some common myths and realities of Six Sigma by critically reviewing the existing literature on Six Sigma and also provides a greater insight into the viewpoints of leading academics and practitioners. Findings – Six Sigma is neither a fad nor just another quality initiative. It relies on factual data coupled with hard work and is a disciplined and structured problem-solving methodology. The authors strongly argue its integration with other continuous/breakthrough improvement initiatives for sustaining the merits of Six Sigma in the twenty-first century. The paper also elucidates the role of academia in further developing and establishing the best practices of Six Sigma management strategy. Six Sigma will evolve over time like many other initiatives – however, the key concepts, the principles of statistical thinking, tools and techniques of Six Sigma, will stay for many years, irrespective of whatever the “next big thing” will be. Practical implications – In the authors' opinion, Six Sigma will continue to grow as a powerful management initiative for achieving and sustaining operational and service excellence. However, what will eventually determine whether Six Sigma is viewed by businesses as just a passing management fad or not, largely depends on the leadership and success of its execution. The authors believe that organisations developing and implementing Six Sigma should not view it as an advertising banner for promotional purposes. Originality/value – The paper yields a great value to both researchers and practitioners of Six Sigma in dispelling the myths of Six Sigma, which have been quite prevalent in the business fraternity.
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Six Sigma for service processes
Business Process Management Journal, 2006Co-Authors: Jiju AntonyAbstract:Purpose – This paper attempts to demonstrate the power of Six Sigma, a disciplined approach to improving product, process or service quality, in the service industry.Design/methodology/approach – The paper presents the basic features that characterize Six Sigma followed by a simple methodology for Six Sigma applied to service operations. The paper also illustrates a set of tools and techniques used within Six Sigma for service process performance improvement. Key success factors for the implementation of Six Sigma in service organisations and the factors for selection of winning projects are also addressed.Findings – The paper draws the point that Six Sigma is not same as other quality initiatives such as TQM due to various misconceptions among many quality practitioners with these two philosophies. There are also limitations of Six Sigma and these are outlined and discussed.Originality/value – Although Six Sigma has been successfully implemented in many manufacturing industries, its application in the se...
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World Class Applications of Six Sigma
2006Co-Authors: Jiju Antony, Ricardo Bañuelas, Ashok KumarAbstract:Six Sigma Implementation at Dow Chemical Company: A Comprehensive Review Introduction The Dow Chemical Company The Six Sigma Program at Dow Preamble and Preparation The Six Sigma Journey Dow's Six Sigma Methodology at Variance The Staircase of Change Leadership Model for Six Sigma Implementation Six Sigma Project Organisational Structure Six Sigma tools, Techniques, Software and Information technology Tools and Techniques used by Dow for Six Sigma projects Six Sigma Software IT and Six Sigma at Dow Where is Dow on its Six Sigma Journey? Selected Case Studies Energy Conservation Studies Polycarbonate Unit Energy Reduction Project System Unit Energy Envelopment Project An Ergonomic Case Study (DMAIC Approach) Lessons and Insights from Dow's Six Sigma program Concluding Remarks Manufacturing Waste Reduction Using Six Sigma Methodology Introduction Project Selection Six Sigma Project: Re-winder Performance Define Phase Measure Phase Analyse Phase Improve Phase Sub-system CTQ Sigma level Gap's Transfer Function Control Phase Temporary Solution Sustained solution Process Capability Control Plan Conclusions Process Improvement at TATA STEEL using the ASPIRE-DMAIC approach Tata Steel Company ASPIRE and Six Sigma at TATA STEEL Project Selection Introduction to the project Purpose of Coke Quenching Quenching process ASPIRE DMAIC Approach The Define Phase The Measure Phase The Analyse Phase The Improve Phase The Control Phase Conclusion Improving Product Reliability Using Six Sigma Introduction Six Sigma in the Collaborative Company DMAIC Case Study Define Phase Define the Problem Define the Advocacy team Potential Financial Benefits Project Charter Measure Phase Process Mapping Identify potential causal factors Identify stakeholders' issues Measurement System Analysis Analysis Phase Improve Phase Control Phase Financial confirmation of process capability Stakeholder's issues revisited Agree line inspection frequency Conclusion Reducing the Engine Overheating problem in an Automotive Company using Six Sigma Introduction Case Study Define Phase Measure Phase Analysis Phase Improve Phase Control Phase Key results and financial savings generated from the project Key ingredients of Six Sigma project implementation Conclusion An Application of Six Sigma Methodology to the manufacture of Coal Products Introduction Company background Define Phase Product, Customers and CTQs Project Charter Business Case Statement of the Problem Project Goal Project Scope Team formation Milestones and Communications plan Business process mapping Measure Phase Measurement System Analysis Process Baseline Process Description Analyse Phase Improve Phase Control Phase Economic Benefits obtained Conclusions, comments and lessons learned Six Sigma in Healthcare: A Case Study with Commonwealth Health Corporation (CHC) Introduction to CHC Why Six Sigma in CHC? Six Sigma structure at CHC Six Sigma Methodology Benefits of Six Sigma Critical Success Factors of Six Sigma in Healthcare Clinical Project Example using DMAIC Define Measure Analyse Improve Control Conclusion Six Sigma within Doosan Heavy Industries and Construction Company Introduction Background to Doosan Heavy Industry Doosan's Six Sigma Framework Top level management commitment Stakeholder involvement Training scheme and project team activities Measurement system How to select project themes in Doosan? Doosan's Black Belt Course Case Study Define Measure Analyze Improve Control Doosan's Future Plans in Six Sigma Lean Manufacturing and Six Sigma Differences between Lean and Six Sigma Synergy effect Conclusion Application of Six Sigma in Banking Industry Introduction Why Six Sigma in the Banking Industry? Adoption of Six Sigma in the Banking Industry Introduction to JP Morgan Chase and its use of Six Sigma Introduction to JPMC Investors Services Define Measure Analyze Improve/Implement Control and Project Results Conclusion Some Challenges of Six Sigma in the Banking Industry Future Trends of Six Sigma in Banking Six Sigma Approach to reducing fall hazards among cargo handlers working on top of cargo containers: a case study Introduction and Background Problem Statement Details of cargo handling activities Objectives and overview Define Past statistics on fall accidents in the cargo handling industry in Hong Kong Interview surveys to establish the Working procedures Measure Preliminary interview Measurement tree Questionnaire development Reliability of the questionnaire Measurement I Measurement II Measurement III Analyse Critical factor I Critical factor II Critical factor III Most critical procedure Improve Solution I Solution II Solution III Solution IV Control Conclusion Six Sigma for Government IT: Strategy & Tactics for Washington, DC Introduction Motivations Six Sigma and Quality Concepts Information Technology Infrastructure Library Information Technology Infrastructure Library Maturity Assessment and Improvement of Service Level Management Assessment and Improvement of Capacity Management Assessment and Improvement of Financial Management Assessment and Improvement of Availability Management Availability management - Define and Measure Phases Availability Management - Analyse Phase and Benchmarking Availability Management Conclusions Assessment and Improvement of Service Continuity Define, Measure and Analyse Phases for Service Continuity Continuity Design Phase Continuity Verify Phase Conclusion Increasing Newspaper Accuracy - A Case Study Introduction Define Phase Measure Phase Analyse Phase Improve Phase Control Phase Results Success Factors and lessons Learned Deploying Six Sigma Company-wide An Application of Six Sigma in Human Resources Alan Harrison Introduction Before Improvements Define Phase People Processes Definition of customer needs and objectives Measure Key Performance Indicators Cost of Poor Quality Analyse Improve Control Achieved Benefits Conclusion
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going from Six Sigma to design for Six Sigma an exploratory study using analytic hierarchy process
The Tqm Magazine, 2003Co-Authors: Ricardo Bañuelas, Jiju AntonyAbstract:Six Sigma has been considered a business strategy that employs a well‐structured continuous improvement methodology to tackle process variability and drive out waste from the business processes using statistical tools and techniques. This paper first examines the differences and similarities of Six‐Sigma improvement methodology compared with the DFSS approach. This work illustrates the use of analytical hierarchy process (AHP), a multiple criteria decision‐making technique, for the evaluation of Six‐Sigma projects in order to determine when the Six‐Sigma approach becomes a priority over DFSS. The use of AHP to determine the transition from Six Sigma to design for Six Sigma represents a major challenge to many researchers today, as very little has been done on this subject.
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Design for Six Sigma
Manufacturing Engineer, 2002Co-Authors: Jiju Antony, R. Banuelas CoronadoAbstract:The concept of implementation of Six Sigma methodology was pioneered at Motorola in the 1980s with the aim of reducing quality costs. Six Sigma methodology has evolved into a statistically oriented approach to process, product or service quality improvement. It is a business performance improvement strategy used to improve profitability, to drive out waste in business processes and to improve the efficiency of all operations that meet or exceed customers' needs and expectations. A performance level of Six Sigma equates to 3-4 defects per million opportunities, where Sigma is a statistical measure of the amount of variation around the process average. The average Sigma level for most companies is three Sigma. The authors offer guidance as to how companies may achieve Six Sigma performance. Organisations that have adopted the principles and concepts of Six Sigma methodology have realised that once they have achieved Five Sigma quality levels the only way to surpass the Five Sigma quality level is to redesign their products, processes and services from scratch. These circumstances have led to the development of what we call today 'design for Six Sigma'. Design for Six Sigma is a powerful approach to designing products, processes and services in a cost-effective and simple manner, to meet the needs and expectations of the customer.
Thong Ngee Goh - One of the best experts on this subject based on the ideXlab platform.
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Six triumphs and Six tragedies of Six Sigma
Quality Engineering, 2010Co-Authors: Thong Ngee GohAbstract:ABSTRACT Six Sigma as a quality improvement framework has enjoyed an unprecedented long period of popularity. This article brings out factors that contribute to the uniqueness of Six Sigma, with its extensions and derivatives such as Design for Six Sigma and Lean Six Sigma. Those features that have brought about an impetus for quality improvement are regarded as “triumphs” of Six Sigma, whereas some worrying trends in the practice of Six Sigma are labeled as “tragedies.” Clearly, industry should leverage on the strengths of Six Sigma and be careful not to become unwitting victims of the weaknesses. A realistic and balanced view is certainly called for at this juncture, and the advantages and pitfalls associated with Six Sigma should be fully recognized if Six Sigma is to continue its “winning streak” of the past quarter of a century.
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Six Sigma: a SWOT analysis
International Journal of Six Sigma and Competitive Advantage, 2006Co-Authors: Thong Ngee Goh, Shao Wei Lam, Loon Ching Tang, Yin Feng GaoAbstract:Six Sigma as an initiative for quality improvement and business excellence has been a subject of intense study and discussion in the past 15 years. Although concepts and templates, such as Define-Measure-Analyse-Improve-Control (DMAIC), have been frequently presented and advocated, there exist a number of different perspectives as to what fundamentally Six Sigma is capable of. In this paper, we examine the Strengths, Weaknesses, Opportunities and Threats (SWOT) associated with the application of the common version of Six Sigma. Some statistical, engineering and management aspects are considered. Thus, a realistic technical as well as management review of Six Sigma is made, 20 years after its inception.
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Six Sigma in software quality
The Tqm Magazine, 2003Co-Authors: G.y. Hong, Thong Ngee GohAbstract:The success of Six Sigma in manufacturing in the past decade has encouraged moves to explore Six Sigma applications to other domains, such as the software industry, for performance improvement. Owing to the uniqueness of software processes, there have been disagreements as to whether Six Sigma should be adopted in software design processes. In this paper, we discuss the applicability of the Six Sigma framework to software. Some myths and facts about the Six Sigma Software Program (6SSP) are discussed. We also address some common misconceptions on the potential of Six Sigma in software, as well as some actual practical challenges. A framework is suggested for practitioners and managers interested in exploiting the benefits of statistical analysis in general, and 6SSP in particular. Some ideas are also raised on what remains to be done to make 6SSP work.
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a strategic assessment of Six Sigma
Quality and Reliability Engineering International, 2002Co-Authors: Thong Ngee GohAbstract:Six Sigma as a quality improvement framework has been gaining considerable attention in recent years. The hyperbole that often accompanied the presentation and adoption of Six Sigma in industry could lead to unrealistic expectations as to what Six Sigma is truly capable of achieving. In this paper, some strategic perspectives on the subject are presented, highlighting the potential and possible limitations of Six Sigma applications particularly in a knowledge-based environment. Without delving into the mechanics of the subject in detail, the points raised could be useful to those deliberating on the appropriateness of Six Sigma to their respective organizations. Copyright © 2002 John Wiley & Sons, Ltd.
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Six Sigma: Advanced Tools for Black Belts and Master Black Belts - A Strategic Assessment of Six Sigma
Quality and Reliability Engineering International, 2002Co-Authors: Thong Ngee GohAbstract:Six Sigma as a quality improvement framework has been gaining considerable attention in recent years. The hyperbole that often accompanied the presentation and adoption of Six Sigma in industry could lead to unrealistic expectations as to what Six Sigma is truly capable of achieving. In this paper, some strategic perspectives on the subject are presented, highlighting the potential and possible limitations of Six Sigma applications particularly in a knowledge-based environment. Without delving into the mechanics of the subject in detail, the points raised could be useful to those deliberating on the appropriateness of Six Sigma to their respective organizations. Copyright © 2002 John Wiley & Sons, Ltd.
Adrian S Choo - One of the best experts on this subject based on the ideXlab platform.
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Six Sigma definition and underlying theory
Journal of Operations Management, 2008Co-Authors: Roger G. Schroeder, Kevin W Linderman, Charles Liedtke, Adrian S ChooAbstract:Abstract Six Sigma has been gaining momentum in industry; however, academics have conducted little research on this emerging phenomenon. Understanding Six Sigma first requires providing a conceptual definition and identifying an underlying theory. In this paper we use the grounded theory approach and the scant literature available to propose an initial definition and theory of Six Sigma. Our research argues that although the tools and techniques in Six Sigma are strikingly similar to prior approaches to quality management, it provides an organizational structure not previously seen. This emergent structure for quality management helps organizations more rigorously control process improvement activities, while at the same time creating a context that enables problem exploration between disparate organizational members. Although Six Sigma provides benefits over prior approaches to quality management, it also creates new challenges for researchers and practitioners.
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Six Sigma a goal theoretic perspective
Journal of Operations Management, 2003Co-Authors: Kevin W Linderman, Srilata Zaheer, Roger G. Schroeder, Adrian S ChooAbstract:Abstract Six Sigma is a phenomenon that is gaining wide acceptance in industry, but lacks a theoretical underpinning and a basis for research other than “best practice” studies. Rigorous academic research of Six Sigma requires the formulation and identification of useful theories related to the phenomenon. Accordingly, this paper develops an understanding of the Six Sigma phenomena from a goal theoretic perspective. After reviewing the goal theory literature, these concepts, when applied to Six Sigma, suggest some propositions for future research. This paper can help serve as a foundation for developing scientific knowledge about Six Sigma.
Sung Hyun Park - One of the best experts on this subject based on the ideXlab platform.
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common myths of Six Sigma demystified
International Journal of Quality & Reliability Management, 2008Co-Authors: Maneesh Kumar, Douglas C Montgomery, Christian N. Madu, Jiju Antony, Sung Hyun ParkAbstract:Purpose – Six Sigma has been part of our business lexicon for more than a decade. Debates on its emergence as a strategic initiative have created critics who consider it as an old wine in a new bottle. Is Six Sigma a management fad? This article presents some common myths and realities of Six Sigma business strategy. The paper provides an excellent resource for those people who would like to know whether Six Sigma is just a management fad or fact. Design/methodology/approach – The paper discusses some common myths and realities of Six Sigma by critically reviewing the existing literature on Six Sigma and also provides a greater insight into the viewpoints of leading academics and practitioners. Findings – Six Sigma is neither a fad nor just another quality initiative. It relies on factual data coupled with hard work and is a disciplined and structured problem-solving methodology. The authors strongly argue its integration with other continuous/breakthrough improvement initiatives for sustaining the merits of Six Sigma in the twenty-first century. The paper also elucidates the role of academia in further developing and establishing the best practices of Six Sigma management strategy. Six Sigma will evolve over time like many other initiatives – however, the key concepts, the principles of statistical thinking, tools and techniques of Six Sigma, will stay for many years, irrespective of whatever the “next big thing” will be. Practical implications – In the authors' opinion, Six Sigma will continue to grow as a powerful management initiative for achieving and sustaining operational and service excellence. However, what will eventually determine whether Six Sigma is viewed by businesses as just a passing management fad or not, largely depends on the leadership and success of its execution. The authors believe that organisations developing and implementing Six Sigma should not view it as an advertising banner for promotional purposes. Originality/value – The paper yields a great value to both researchers and practitioners of Six Sigma in dispelling the myths of Six Sigma, which have been quite prevalent in the business fraternity.
Rip Stauffer - One of the best experts on this subject based on the ideXlab platform.
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Winter Simulation Conference - Six Sigma: enhancing Six Sigma through simulation with iGrafx process for Six Sigma
2001Co-Authors: Brian M. Mccarthy, Rip StaufferAbstract:Simulation of business and manufacturing processes has been helping companies improve their operations for several decades. During that time, business improvement programs have appeared, disappeared, grown and evolved. Six Sigma introduced another way of thinking about process improvement by focusing primarily on the financial impact and how defect reduction, customer satisfaction and improved processes all contribute. Only recently has Six Sigma broadly accepted the benefits and approach of simulation to streamline projects, improve results and instill a deeper understanding and appreciation of"the process." This paper begins with an overview of Six Sigma, followed by a description of the benefits of iGrafx Process for Six Sigma to a Six Sigma Black Belt and ends with an example of the benefits received by one company through the use of simulation.
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Enhancing Six Sigma through simulation with iGrafx Process for Six Sigma
Proceeding of the 2001 Winter Simulation Conference (Cat. No.01CH37304), 2001Co-Authors: Brian M. Mccarthy, Rip StaufferAbstract:Simulation of business and manufacturing processes has been helping companies improve their operations for several decades. During that time, business improvement programs have appeared, disappeared, grown and evolved. Six Sigma introduced another way of thinking about process improvement by focusing primarily on the financial impact and how defect reduction, customer satisfaction and improved processes all contribute. Only recently has Six Sigma broadly accepted the benefits and approach of simulation to streamline projects, improve results and instill a deeper understanding and appreciation of "the process." This paper begins with an overview of Six Sigma, followed by a description of the benefits of iGrafx Process for Six Sigma to a Six Sigma Black Belt and ends with an example of the benefits received by one company through the use of simulation.
