1. Technical Seminar on Lean, Six Sigma and Lean Six Sigma : an analysis based on operations strategy By Spoorthi Sham 1PI14SSE12 Department of Information Science and Engineering PES INSTITUTE OF TECHNOLOGY Under the guidance of Nypunya Devraj Assistant Professor Dept of ISE 5/12/2015 1Dept of ISE
2. Unstable economic conditions Customer demands Competition Ability to change Reliability and speed Continuous improvement Operations at lower cost Introduction 5/12/2015 2Dept of ISE
3. Continuous improvement concepts Improved quality Reducing waste Simplifying production line Models based on these concepts Total Quality Management (TQM) Lean manufacturing Six sigma Lean six sigma Outcomes of using these models Adds value for stakeholders Gives a competitive edge Reduced cycle time 5/12/2015 3Dept of ISE Introduction
4. Lean Six Sigma Six Sigma Lean Purpose 5/12/2015 4Dept of ISE
5. Operations Strategy Two complementary models process model and content model Decision areas structural and infrastructural Competitive priorities 5/12/2015 5Dept of ISE
6. Lean Manufacturing 5/12/2015 6Dept of ISE
7. Six Sigma 5/12/2015 7Dept of ISE
8. Lean Six Sigma 5/12/2015 8Dept of ISE
9. Objectives of LSS 5/12/2015 9Dept of ISE
10. An exploratory survey Step 1 : Development of a theoretical conceptual model Lean Manufacturing / Six Sigma / LSS Decision Areas Structural Capacity Facilities Process technology Vertical Integration Infrastructural Organization Quality PPC Human resources New Product Introduction PMS Competitive Priorities Cost Quality Reliability Speed Flexibility Innovation R1 R2 H1 H1 5/12/2015 10Dept of ISE
11. Step 2 : Preparation of questionnaire and analysis of its result An exploratory survey Block Theme Scale 1 Identification of operations management model Nominal (multiple choice) 2 Identification of company and the respondent Nominal (multiple choice) 3 Identification of level of importance of competitive priorities Interval(the five-point Likert scale) 4 Level of change necessary in the decision areas of the company for the implementation of the operations management model Interval(the five-point Likert scale) 5 Classification of how much the actions in the decision areas from the use of the production management model adopted by the company contribute to the competitive priorities Interval(the five-point Likert scale) 5/12/2015 11Dept of ISE
12. Step 3 : Statistical analysis of the results (1) An exploratory survey Decision Area : Facilities v/s Competitive priorities 5/12/2015 12Dept of ISE
13. Step 3 : Statistical analysis of the results (2) An exploratory survey Decision Area : Vertical Integration v/s Competitive priorities 5/12/2015 13Dept of ISE
14. Step 3 : Statistical analysis of the results (3) An exploratory survey Decision Area : PPC v/s Competitive priorities 5/12/2015 14Dept of ISE
15. 5/12/2015 Dept of ISE 15 Conclusions Companies that deploy lean manufacturing, Six Sigma and LSS models achieve superior performance in competitive priorities like quality, reliability and speed. Application of LSS makes it possible to reach a wider range of competitive priorities compared to the isolated application of the models. In addition to cost reduction, the models allow the organizations to be faster, have superior quality, to offer greater reliability in products and services and flexibility to serve customers.
16. 5/12/2015 Dept of ISE 16 References  Skinner, W. 1969. Manufacturing Missing Link in Corporate Strategy. Harvard Business Review 47 (3): 136145.  Skinner, W. 1974. The Focused Factory. New Approach to Managing Manufacturing Sees our Productivity Crisis as the Problem of How to Compete. Harvard Business Review 52 (3): 113121.  Leong, G., D. Snyder, and P. Ward. 1990. Research in the Process and Content of Manufacturing Strategy. OMEGA International Journal of Management Science 18 (2): 109122. Hayes, R., and S. Wheelwright. 1984. Restoring our Competitive Edge: Competing Through Manufacturing. New York, NY: Wiley. Hill, T. 1983. Manufacturing Strategic Role. Journal of the Operational Research Society 34 (9): 853860.