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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 06/08/2022 1 Dept of ISE

Lean, six sigma and lean six sigma

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Page 1: Lean, six sigma and lean six sigma

04/15/2023 Dept of ISE 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 EngineeringPES INSTITUTE OF TECHNOLOGY

Under the guidance ofNypunya Devraj

Assistant ProfessorDept of ISE

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Unstable economic conditions

Customer demands

Competition

Ability to change

Reliability and speed

Continuous improvement

Operations at lower

costIntroduction

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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

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Introduction

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Lean Six SigmaSix Sigma

Lean

Purpose

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Operations Strategy

• Two complementary models – process model and content model

• Decision areas – structural and infrastructural

• Competitive priorities

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Lean Manufacturing

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Six Sigma

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Lean Six Sigma

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Objectives of LSS

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An exploratory surveyStep 1 : Development of a theoretical conceptual model

Lean Manufacturing / Six Sigma / LSS

Decision AreasStructuralCapacityFacilitiesProcess technologyVertical IntegrationInfrastructuralOrganizationQualityPPCHuman resourcesNew Product IntroductionPMS

Competitive PrioritiesCostQualityReliabilitySpeedFlexibilityInnovation

R1

R2

H1

H1

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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)

5Classification 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)

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Step 3 : Statistical analysis of the results (1)

An exploratory survey

Decision Area : Facilities v/s Competitive priorities 12

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Step 3 : Statistical analysis of the results (2)

An exploratory survey

Decision Area : Vertical Integration v/s Competitive priorities 13

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Step 3 : Statistical analysis of the results (3)

An exploratory survey

Decision Area : PPC v/s Competitive priorities 14

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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.

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References[1] Skinner, W. 1969. “Manufacturing – Missing Link in Corporate Strategy.” Harvard Business Review 47 (3): 136–145. [2] 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): 113–121. [3] 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): 109–122. [4]Hayes, R., and S. Wheelwright. 1984. Restoring our Competitive Edge: Competing Through Manufacturing. New York, NY: Wiley. [5]Hill, T. 1983. “Manufacturing Strategic Role.” Journal of the Operational Research Society 34 (9): 853–860.

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Thank You

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