Lean Six‐Sigma application in business process outsourced organization

Ray, Sanjit; John, Boby

doi:10.1108/20401461111189443

Cited by 20 publications

(8 citation statements)

References 6 publications

(6 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…They work closely with one another to determine the root cause of a problem and generate solutions (Ray and John, 2011;Satolo et al, 2009). Each project team member has knowledge and experience on subject matters.…”

Section: Six Sigma and Knowledge Creationmentioning

confidence: 98%

Structural equation modelling on knowledge creation in Six Sigma DMAIC project and its impact on organizational performance

Sin

Zailani

Iranmanesh

et al. 2015

International Journal of Production Economics

View full text Add to dashboard Cite

Section: Six Sigma and Knowledge Creationmentioning

confidence: 98%

Structural equation modelling on knowledge creation in Six Sigma DMAIC project and its impact on organizational performance

Sin

Zailani

Iranmanesh

et al. 2015

International Journal of Production Economics

View full text Add to dashboard Cite

“…Paciarotti et al (2011) point out that there are no significant data on the application of SVSM. Nevertheless, in their case study, Ray and John (2011) achieve a 75% reduction in the cycle time of the study operation using VSM. The analysis of the problem started with process mapping and after the brainstorming with the team members, the result of the discussion led to the use of the value stream map along with a cause-effect analysis to identify the root cause of the waste and then come to the identification of the solutions.…”

Section: Independent Journal Of Management and Production (Ijmandp)mentioning

confidence: 94%

Service value stream management (SVSM) - a case study

Moura

Bonadio

2021

Ind. Jour. Manag. & Prod.

View full text Add to dashboard Cite

Air transport accounts for a significant portion of all wealth production in the world. In the case of Brazil, although the air transport industry is undergoing profound changes because of the economic crisis, there is enormous potential for this market to resume growth, especially when compared to the number of passengers/inhabitant of already consolidated markets, such as the United States. However, to grow in this market, airlines need to be prepared to adapt to new dynamics and overcome the effects of the economy on the industry. This paper presents a case study of an airline that in the crisis period lost its market leadership and chose to restructure the business-to-business (B2B) sales department to achieve better results in its Business Process Management (BPM). It seeks to identify which factors led the company to lose this leadership from the perspective of its customers and propose a way to review internal processes, eliminating waste, so that the company can resume its position in the market. It has been applied lean service-focused concepts to raise possible causes, identifying and optimized internal sales department flows to create a more appropriate customer value proposition, and correcting for each type of waste mapped. The objective of this case study was to apply the concepts related to the Value Stream Map tool to reduce activities that do not add value, in a service area, of a large airline. The objective was to improve the company's Business Process Management, aiming at a lean, effective and efficient process, improving the organization's performance and competitiveness.

show abstract

“…. Perbaikan pada proses bertujuan untuk menghasilkan perbaikan pada hasil (Ray dan John, 2011). Tujuan dari penelitian ini adalah untuk mengurangi variasi pada produksi knalpot dengan menurunkan tingkat cacat pada produk tersebut.…”

Section: Pendahuluanunclassified

Peningkatan Kualitas Knalpot Pada Pt Fajar Indah Menggunakan Metode Six Sigma

Dharmawan¹,

Ekawati²

2016

JTI

View full text Add to dashboard Cite

PT Fajar Indah adalah perusahaan yang bergerak pada bidang otomotif dimana salah satu produk andalannya adalah knalpot Colt Diesel FE 120 PS. Selama tahun 2012 dan 2013 PT Fajar Indah mampu memproduksi hingga 2400 unit knalpot dengan tingkat defect sebesar 6-7%. Terdapat lima jenis kecacatan yang memengaruhi kualitas dari produk knalpot ini, yaitu defect kip tutup, defect pada ring, defect ukuran sarangan, defect ukuran potong plat, dan defect plat pecah. Untuk mengetahui apakah pada proses produksi knalpot ini perlu dilakukan perbaikan dan bagaimana caranya maka dilakukan analisis six sigma. Analisis dilakukan melalui proses DMAIC dimana untuk penentuan usulan perbaikan melalui analisis RCA dan FMEA. Berdasarkan hasil analisis didapatkan bahwa PT Fajar Indah memiliki nilai DPMO dan sigma sebesar 12.879 dan 3,73 yang menunjukkan bahwa perbaikan masih perlu dilakukan pada proses produksi knalpot. Usulan perbaikan yang dapat dilakukan antara lain adalah menyusun jadwal maintenance,menyusun work instruction serta melakukan pengawasan, perbaikan cara penyimpanan cetakan ring, menyediakan tempat khusus untuk plat sisa hasil pemotongan, menambah jumlah pekerja untuk bagian inspeksi, dan mencari supplier yang mampu menyediakan plat dengan kualitas yang standar. PT Fajar Indah is an automotive company which is one of their flagship products is muffler for Colt Diesel FE 120 PS. During 2012 and 2013, PT Fajar Indah was able to produced muffler up to 2400 unit with 6-7% defects rate. There are five type of defects that affects muffler’s quality which are lid’s defects, ring’s defects, defects of resonator’s size, defects of plate’s cutting size, and defects of broken plate. To determine whether improvements are needed in muffler’s prodution process and how they will be conducted so six sigma will be used for analysis. Analysis was conducted using DMAIC process, where recommended action for quality improvement were determined with RCA and FMEA. Result from analysis shows that PT Fajar Indah had 12,879 DPMO value and 3.73 sigma which mean that improvement is needed in muffler’s production process. Some recommended actions that can be done are maintenance scheduling, making work instruction and supervise it, improving storage method for ring’s model, provide place for plate scraps from cutting process, adding more workesr for products inspection, and looking for suppliers who are able to provide plate with standard quality.

show abstract

Lean Six‐Sigma application in business process outsourced organization

Cited by 20 publications

References 6 publications

Structural equation modelling on knowledge creation in Six Sigma DMAIC project and its impact on organizational performance

Structural equation modelling on knowledge creation in Six Sigma DMAIC project and its impact on organizational performance

Service value stream management (SVSM) - a case study

Peningkatan Kualitas Knalpot Pada Pt Fajar Indah Menggunakan Metode Six Sigma

Contact Info

Product

Resources

About