Implementing Lean Six Sigma to improve the ratio of admissions to placements in an academic year: Statistical and Psychological case study of a technical institute K.V.S.S.B.Hareesh1‚ P.Lohith Reddy2 1‚ 2 Department of Industrial Engineering‚ GITAM University‚ Visakhapatnam‚ India The service sector has a substantial role in India‟s economy and it solely depends on the education sector for better innovations. Knowledge is the tryst to innovation‚ and sustainable innovation marvels in the crowded
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Lean Manufacturing‚ 5S and Six Sigma Page 1 of 8 We’re big fans of lean manufacturing practices‚ 5S and Six Sigma based on the results we’ve seen in metal casting plants as well as in other manufacturing companies. If you are not embracing and implementing these concepts‚ chances are your company is not moving forward. If you are not continually improving you are moving backwards relative to your competitors. LEAN MANUFACTURING Lean manufacturing is the implementation of the concept
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Building Dissertation 443 Topic Proposal Assignment BUILDING DISSERTATION 443 TOPIC PROPOSAL Title: LEAN SIX SIGMA: Analysis of its use within the Supply Chain of Oil and Gas Construction projects in Western Australia Name: Student Number: Unit Name: Email Address: Date Submitted: Daniel Foley 15487960 Building Dissertation 443 d_foley_@hotmail.com 27th March 2014 Word Count: 933 URL (if applicable): Curtin University of Technology By submitting this assignment‚ I declare
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In terms of Motorola’s resource deployment strategy‚ they boosted their budget for research and development and employee training worldwide. Finally‚ Motorola’s distinctive competence clearly revolves around their commitment to quality. It is the Six Sigma quality‚ a perfection rate of 99.9997%. 2. Describe how Motorola might have arrived at its current strategy as a result of a SWOT analysis. Motorola started to consider the threats or opportunity for the organization. As the Japanese firms
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January 5‚ 2011 Paradigm Shift: Creating a Continuous Improvement Culture Successful Lean Six Sigma (LSS) deployments rely on the ability of a deployment to effectively apply Six Sigma DMAIC methodologies with the ability to concurrently apply Lean tools in order to drive Continuous Improvement into the culture of the business. Designing a Lean Six Sigma deployment to be an integrated model ties together the Six Sigma well structured approach with the Lean approach of matching quantity and quality
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Lean Six Sigma Operational - Delegate Workbook Mistake Proofing Techniques 2 Learning Objectives At the end of this section delegates will be able to: • Explain the role of Mistake Proofing within Lean Six Sigma • Recognise that defects can be eliminated (100% of the time) • Understand that Mistake Proofing should be focused on process steps that rely on operator vigilance and concentration • Recognise that simple‚ low cost devices can be the most effective solutions • Use a simple
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focuses on improving quality by taking best practices from a peer organization. Quality Function Deployment (QFD)- “A structured process for planning the design of a new product or service or for redesigning an existing one.” QFD also compares well to Six Sigma. Booth tools have a strong element of customer focus with an equal focus on actual production processes‚ planning and measuring. QFD differs to MBNQA as it does little to focus on management or a strategic vision. It focuses primarily on what
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Organizational Culture � PAGE �10� Reading an Organization’s Culture: General Electric (GE) Introduction Every business has its own set of values and beliefs that make up an organizational culture that is unique to each specific business. "_Organizational Culture_ is a complex set of basic underlying assumptions and deeply held beliefs shared by all members of the group that operate at a preconscious level and drive in important ways the behavior of individuals in the organizational context"
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rP os t BAB697 DECEMBER 2011 Best Buy: op yo Merging Lean Six Sigma with Innovation Culture of Innovation at Best Buy Best Buy Co. Inc.‚ based in Richfield‚ Minnesota‚ was a specialty retailer of consumer electronics and appliances‚ with 19% US market share and international operations in Mexico‚ Canada‚ China‚ Turkey and the United Kingdom. Including its subsidiaries‚ the company operated more than 4‚000 retail stores and automated shops in airports and malls. Sales for fiscal
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programmes and interviewing & selection. Six Sigma deployment in FY-11 was focused on improving process capability & reliability issues as per the needs of individual manufacturing sites. A total of 85 projects were executed leading to financial benefit of Rs. 26 Crore for the year 2010-11. As a part of Six Sigma deployment process‚ 9 Reliance Certified Black Belts – Wave 1 (RCBB-1) are working across manufacturing divisions and have‚ in turn‚ developed 305 Six Sigma Green Belts in 2009-11. Total project
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