A Lean Six Sigma framework for the reduction of ship loading commercial time in the iron ore pelletising industry

Abstract

Evidence suggests that specifically designed frameworks to implement Lean Six Sigma (LSS) projects to tackle particular problems are more effective than "generic" versions. This paper proposes an implementation framework to effectively deploy LSS to improve a key operation and performance indicator, i.e. ship loading commercial time, of one of the largest world producer of iron ore. This article therefore contributes with a refined framework to effectively implement LSS, and documents its successful application and effectiveness within the context of the case organisation. The LSS framework and project contributed in helping the studied organisation to improve both the capability of its ship loading process and commercial time by more than 30 percent, resulting in operational savings in the range of $300,000 USD per year. The systematic nature of the framework proposed also helped the organisation to establish a standardise routine to improve its operations. Managerial implications exposing the challenges faced during the implementation of LSS are also discussed to serve as lessons learnt to be considered in other LSS projects. Managers and engineers in charge of improving operations and processes can benefit from this paper as it can be used as a guide to direct the conduction of LSS projects and the empirical application of its principles and tools.

Green and lean: a Gemba–Kaizen model for sustainability enhancement

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A Lean Implementation Framework for the Mining Industry

“…The mining and automotive sectors intersect, as the first typically comprises individual and stand-alone business units that seek business improvement methods to pursue a reduction of operating costs, increase productivity and efficiency (Klippel et al 2008a;Chlebus et al 2015), achieve process optimisation (Castillo et al 2015), meeting targets and plans (Dunstan et al 2006), improve internal communications (Castillo et al 2015), and customers satisfaction (Garza-Reyes et al 2016). Fig.…”

“…More importantly, a few academics in the studies under review paid close attention to critical-to-satisfaction factors of their clients. These factors reflect a need for the voice of the customer (Garza-Reyes et al 2016) to be captured as organisational inputs and interpreted for business improvement outputs by Lean practices. A study by Castillo et al (2015) clearly shows that parameters for the study were elaborated in accordance to the goal, identified by the mining organisation-client.…”

Comparative Study between Lean Six Sigma and Lean-Agile for Quality Software Requirement

“…Measure phase is the second phase which most of the tools are adopted to collect data, to understand current organization which basically to understand "What-Is" scenario data [22]. However, [23], [24] utilized this phase to explore and to investigate the base line of manufacturing process.…”

“…There were many studies done to compare Lean and Agile approaches in terms of principles, methodologies, practices and tools to assist the researcher to evaluate and characterize similarities and differences at different perspective. Authors in [32], [23] performed a comparative study between Agile Methodologies towards Heavyweight software development by analyzing the differences between Waterfall and Agile in principles, project size, perspectives and strategies. Author in [34] presented the comparison study of seven agile methodologies to understand the characteristics, advantages and disadvantages.…”