Purpose -Both lean and six sigma are key business process strategies which are employed by companies to enhance their manufacturing performance. However, whilst there is significant research information available on implementing these systems in a sequential manner, there is little information available relating to the integration of these approaches to provide a single and highly effective strategy for change in companies. The purpose of this paper is to develop and implement an integrated lean six sigma (LSS) model for manufacturing industry. Design/methodology/approach -Through the development of a case study approach, the paper chronicles the design, development and implementation of an integrated LSS model. The work in this paper builds upon the SME six sigma model that has been successfully implemented in a number of SMEs. The model is subsequently evaluated for its effectiveness in the subject company. Findings -This paper proposes an integrated approach to lean and six sigma model. Its development, refinement and implementation has been achieved through working closely with a subject company. The effectiveness of the approach is consequently evaluated highlighting the benefits the host organization received through this new approach by measuring the effects of implementation against internal company measures. Practical implications -The design, development and implementation of a LSS model shown in this paper provides a simple yet highly effective approach to achieving significant improvements in a company's product quality cost and delivery. The model combines contemporary lean and six sigma strategies and offers practicing production/process/manufacturing managers and engineers with a strategic framework for increasing productive efficiency and output. The paper provides a case study that highlights the application of the model in a subject company and as such further provides key implementation data for managers and engineers to adopt the model in a wide range of manufacturing organisations. Originality/value -The proposed LSS model contributes to the existing knowledge base on lean and six sigma systems and subsequently disseminates this information in order to provide impetus, guidance and support towards increasing the development companies in an attempt to move the UK manufacturing sector towards world class manufacturing performance.
PurposeThe effective implementation of the six sigma strategy within UK manufacturing industries, in particular SMEs, can be considered to be poor. SMEs cite high costs and complexity of implementation as being the major limiting factors as to its widespread use. This paper aims to describe the application of six sigma in an SME and to show how the company applied a cost‐effective six sigma methodology to eradicate a critical to quality (CTQ) issue. The paper seeks to conclude by developing a strategic framework for the widespread use of six sigma in SMEs.Design/methodology/approachThis paper applies the six sigma strategy in an SME in order to eradicate a major CTQ issue. It identifies the approach employed, the tools and techniques used and shows the savings that were made through the structured application of the DMAIC procedure, which is at the heart of the six sigma approach.FindingsThrough the correct application of experimental design approaches, this paper identifies the optimum parameter settings that enabled the company to eradicate the CTQ issue and achieve significant improvements in quality and cost from a modest financial outlay.Research limitations/implicationsThe design and implementation of an SME‐specific six sigma strategy and its application to a real engineering problem will enable companies to apply the techniques and to attain improvements in terms of cost and quality.Originality/valueThe application of the six sigma strategy and the resulting conclusions as to its effectiveness for industry are the real value of this paper. This paper will be valuable for quality professionals, design engineers and manufacturing specialists in a wide range of industries.
PurposeBoth total productive maintenance (TPM) and Six Sigma are key business process strategies, which are employed by companies to enhance their manufacturing performance. The purpose of this paper, therefore, will be to develop and implement an integrated Six Sigma maintenance (SSM) model for manufacturing industryDesign/methodology/approachThrough the development of a case study approach, the paper chronicles the design, development and implementation of an integrated Six Sigma maintenance (SSM) model. The model is subsequently evaluated for its effectiveness in the subject company.FindingsA model is proposed and the effectiveness of the approach is subsequently evaluated highlighting the benefits the host organization received through this new approach by measuring the effects of implementation against the seven quality, cost and delivery (QCD) measures.Practical implicationsThe design, development and implementation of a Six Sigma maintenance model shown in this paper provides a simple yet highly effective approach to achieving significant improvements in a company's product quality cost and delivery measures. The model combines contemporary business management techniques with total productive maintenance strategies and offers practicing maintenance managers and engineers a strategic framework for increasing productive efficiency and output.Originality/valueThe proposed SSM model contributes to the existing knowledge base on maintenance systems and subsequently disseminates this information in order to provide impetus, guidance and support towards increasing the development companies in an attempt to move the UK manufacturing sector towards world class manufacturing performance.
Suicidal and homicidal soldiers present one of the most frequent and challenging scenarios for deployed mental health providers. A chart review of 425 deployed soldiers seen for mental health reasons found that 127 (nearly 30%) had considered killing themselves and 67 (nearly 16%) had considered killing someone else (not the enemy) within the past month. Of these, 75 cases were considered severe enough to require immediate intervention. Interventions included unit watch, comprehensive treatment, and medical evacuation. Of the 75 dangerous soldiers, 5 were evacuated out of theater. The rest were returned to duty. Evacuation to a hospital in the rear is often the quickest and most risk-free option but is seldom the best choice for maintaining the fighting force. This article presents several case examples and describes methods for dealing with suicidal and homicidal soldiers during deployment.
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