Implementing the Lean Sigma framework in an Indian SME: a case study

Kumar, Mukesh; Antony, Jiju; Singh, Ritesh Kumar; Tiwari, Manoj Kumar; Perry, Daniel

doi:10.1080/09537280500483350

Cited by 371 publications

(338 citation statements)

References 11 publications

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“…Lean practices can eliminate waste better than the non-systematic, empirical methods that SMEs often use (Kumar et al 2006). According to lean thinking, there are different types of waste that can be addressed and eliminated.…”

Section: Introductionmentioning

confidence: 99%

Applying lean thinking in the food supply chains: a case study

Vlachos

2015

Production Planning & Control

103

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The purpose of the study is to examine the adoption and implementation of lean thinking in food supply chains. Since the majority of food companies are small and medium food enterprises (SMEs), a lean action plan was developed taking into account the particularities of SMEs. The methodology used was a case study research of a UK tea company. An action research approach was adopted to study the lean process and diagnose the problems which occurred during lean implementation. The present study developed a lean action plan

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Section: Introductionmentioning

confidence: 99%

Applying lean thinking in the food supply chains: a case study

Vlachos

2015

Production Planning & Control

103

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“…Highlighting these issues within this paper is critical in that it offers a perspective to other LSS implementers of the key issues that should be taken care of while starting the new project. In this case, as with the work of Kumar et al (2006), convincing top management was the most difficult task. Although initially the management were enthusiastic towards implementing the SLSSF, when it came down to the full implementation and, the issue of changing the build stage to allow for adhesive injection, it became increasingly difficult to motivate management towards maintaining focus on the SLLSM.…”

Section: Figure 7 Improvements In Production Performance Following Slmentioning

confidence: 99%

Implementing Lean Six Sigma to overcome the production challenges in an aerospace company

Thomas

Francis

Fisher

et al. 2016

Production Planning & Control

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Lean Six Sigma (LSS) has established itself as one of the key business process improvement strategies available to companies today. With roots based in the single strategies of Lean and Six Sigma, LSS offers a dual strategy towards systematically reducing waste and increasing value whilst resolving Critical to Quality issues that affect consistency and repeatability in a product and process. This paper proposes a Strategic Lean Six Sigma Framework (SLSSF) that attempts to create an integrated approach between the Lean and Six Sigma elements and one that is capable of achieving greater efficiency of production whilst also ensuring that CTQ issues are eradicated from the production process. The case study involves the application of the SLLF in an aerospace manufacturing company. The work highlights the key stages of the framework before closing with an analysis of its effectiveness and the difficulties encountered in its application. When the LSS model was implemented it achieved significant improvements in business performance. The key improvements were seen as; Build time reduction of 20.5%, improved on-time-in-full (OTIF) delivery to customer by 26.5%, reduced Value Added time by 5% and, reduced Non-value added time by 44.5%. Also, estimated financial savings of over £2 Million are proposed.

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“…5s is a management provision technique in the manufacturing system , which reduces product complexity in work flow and giving perfect accuracy and more productivity with minimum time possibility (Gapp, R et al 2008). The use of 5s application is more better than a use of management principles (Kumar, M., et al 2006). The initial journey of 5s starts at Japanese house keeping works and most of the time it links with JIT and TPM related activities (Gapp, R et al 2008).…”

Section: Literature Reviewmentioning

confidence: 99%