6Σ DMAIC Quick Reference
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Improving Performance of Epidemic Healthcare Management During COVID-19 Outbreak Using LSS DMAIC Approach: a Case Study for Bangladesh Aquib Irteza Reshad, Md
Proceedings of the 5th NA International Conference on Industrial Engineering and Operations Management, Detroit, Michigan, USA, August 10 - 14, 2020 Improving Performance of Epidemic Healthcare Management during COVID-19 Outbreak using LSS DMAIC Approach: A Case Study for Bangladesh Aquib Irteza Reshad, Md. Mozibur Rahman and Naquib Mahmud Chowdhury Department of Industrial and Production Engineering Bangladesh University of Engineering and Technology(BUET) Dhaka-1000 [email protected], [email protected], [email protected] Abstract The recent outbreak of coronavirus (COVID-19) pandemic has exposed the weakness of the existing healthcare facilities in developing countries like Bangladesh. The increasing amount of patients has made this condition more vulnerable. There is a high possibility that, these increasing amount of symptomatic patients might create a shortage in RT-PCR test kits in upcoming days. The objective of this study is to use Define, Measure, Analyze, Improve, and Control (DMAIC) in improving the epidemic healthcare management system during the COVID-19 outbreak in Bangladesh. The goal of this study is to use LSS methodology, especially the DMAIC improvement format in the existing dedicated healthcare management system for coronavirus treatment. The root cause analysis behind the higher response time and improper service for the Institute of Epidemiology, Disease Control and Research (IEDCR), and other dedicated healthcare providers regarding, coronavirus treatment in the current situation has been performed. FMEA (Failure Mode and Effect Analysis) was conducted in order to assess the potential failure modes in the existing healthcare management system. A simulation study regarding the implementation of pooled testing in Bangladesh for improving efficiency and optimizing the usage of RT-PCR test kits has also been carried out. -
A DMAIC Framework for Improving Software Quality in Organizations: Case Study at RK Company Team Composition
MCGILL UNIVERSITY Montreal, Quebec September 20 – 21, 2016 A DMAIC Framework for Improving Software Quality in Organizations: Case Study at RK Company Team Composition • Racha Karout • Anjali Awasthi Outline 1. Introduction 1.1 Background 1.2 Problem Definition 1.3 Research Objectives 2. Literature Review 3. Solution Approach 4. Conclusions and Future Works 1.1 Background • To compete in today‘s world, every business needs to improve. • Software has increasingly become a critical component in many industries (telecoms, banking, insurance, … etc.). • Software quality is crucial and poor quality is not acceptable. • Software development has not been consistently successful. What is Software Quality? • Software quality is the degree to which a system, component or process meets specified requirements, in other words, the degree to which a system, component or process meets customer or user needs or expectation (IEEE, 1991). • The software should not have bugs that reduce the quality attributes (functionality, reliability, usability and maintainability) (Chang et al., 2006). • There should not be issues that affect its ability to maintain or re-establish its level of performance. • Easy to use and maintain. 1.2 Problem Definition • In today’s market competition and the need for rapid delivery, software quality is often sacrificed, leading to the failure of the software project • The use of traditional methodology (waterfall) with the current market pace, continuous change of customer requirements and rapid development of technology plays a major role in poor software quality. • People jump to solutions without fully understanding the problem or finding the root cause of poor quality. 1.3 Research Objectives 1. -
Statistical Process Control for Monitoring Nonlinear Profiles: a Six Sigma Project on Curing Process
This is the author’s final, peer-reviewed manuscript as accepted for publication. The publisher-formatted version may be available through the publisher’s web site or your institution’s library. Statistical process control for monitoring nonlinear profiles: a six sigma project on curing process Shing I. Chang, Tzong-Ru Tsai, Dennis K. J. Lin, Shih-Hsiung Chou, & Yu-Siang Lin How to cite this manuscript If you make reference to this version of the manuscript, use the following information: Chang, S. I., Tsai, T., Lin, D. K. J., Chou, S., & Lin, Y. (2012). Statistical process control for monitoring nonlinear profiles: A six sigma project on curing process. Retrieved from http://krex.ksu.edu Published Version Information Citation: Chang, S. I., Tsai, T., Lin, D. K. J., Chou, S., & Lin, Y. (2012). Statistical process control for monitoring nonlinear profiles: A six sigma project on curing process. Quality Engineering, 24(2), 251-263. Copyright: Copyright © Taylor & Francis Group, LLC. Digital Object Identifier (DOI): doi:10.1080/08982112.2012.641149 Publisher’s Link: http://www.tandfonline.com/doi/abs/10.1080/08982112.2012.641149 This item was retrieved from the K-State Research Exchange (K-REx), the institutional repository of Kansas State University. K-REx is available at http://krex.ksu.edu Statistical Process Control for Monitoring Nonlinear Profiles: A Six Sigma Project on Curing Process Shing I Chang1, Tzong‐Ru Tsai2, Dennis K.J. Lin3, Shih‐Hsiung Chou1 & Yu‐Siang Lin4 1Quality Engineering Laboratory, Department of Industrial and Manufacturing Systems Engineering, Kansas State University, USA 2Department of Statistics, Tamkang University, Danshui District, New Taipei City 25137 Taiwan 3Department of Statistics, Pennsylvania State University, USA 4Department of Industrial Management, National Taiwan University of Science and Technology, Taipei, Taiwan ABSTRACT Curing duration and target temperature are the most critical process parameters for high- pressure hose products. -
Process Mapping
December 2011 Contents Process Mapping 1. Introduction 1. Introduction 2. What is Process Mapping? 3. Why Process Map? Process map, also known as process flowchart, is used to describe a process. A process is defined as “a 4. Limitations of Process structured set of activities that transform inputs into Mapping outputs”. Processes should be measurable with clear performance indicators, and assist in defining 5. Types of Process Maps responsibilities, internal controls and work standards for 5.1. Relationship Map 5.2. Process Flowchart compliance, consistency and performance. Processes 5.3. Cross-Functional Process are strategic assets of an organisation that if well Map managed, will deliver a competitive advantage. 6. Key Steps in Process Mapping 7. Process Mapping “Dos and Don’ts” 2. What is Process Mapping? Case study A process map is a graphical representation and defines . Hughes Space and how an organisation performs work: the steps involved Communications Company and their sequence; who is responsible for each step; and . Construction Project Integrations (CPI) Pte Ltd how work groups interact. Process mapping refers to “activities involved in defining exactly what a business Recommended Readings entity does, who is responsible, to what standard a process should be completed and how the success of a References business process can be determined”. It visually describes the flow of activities of a process – the Upcoming Programmes sequence and interactions of related process steps, activities or tasks that make up an individual process, from beginning to end. A process map is usually read from left to right or from top to bottom. Arrows that go from right to left or bottom to top, also known as backflow, Please note: This Productivity Link is provided as are usually minimised as it can greatly confuse the part of our Productivity Information reader. -
Operational Excellence
Chapter 6 Operational Excellence ©2016 Montgomery County Community College Objectives This chapter provides an introduction to the role that Operational Excellence (OPEX or OE) plays in the continuous improvement of biomanufacturing operations. The chapter is not intended to serve as a comprehensive guide to every quality improvement, but rather as an overview of tools and techniques which illustrate many of the basic principles of Statistical Process Control (SPC). SPC is a methodology that uses statistical tools and analysis to monitor variations in a process in order to manage and control it. After completing this chapter the student will be able to: describe a process identify potential sources of waste in a process define when a process is “in control” versus “out of control” explain the simple tools used in Lean and Six Sigma improvement methodology list the steps in a Six Sigma process improvement select and apply general Lean Six Sigma tools to simulated problems recognize deployment challenges to OEX strategies 28 Chapter 6 - Operational Excellence Terms 5S (Sort, Straighten, Shine, Standardize, and Sustain): a workplace discipline used to ensure reliable work practices and a clean working environment; used in the West but originally from Japan. The term 5S is derived from the original Japanese usage of S-prefix words: Seiri, Seition, Seiso, Seiketsu, and Shitsuke. Andon: a visual management tool and component of the lean philosophy; these are lights placed on or adjacent to machines or production lines to indicate operation status. Correlation: a statistical relation between two or more variables such that systematic changes in the value of one variable are accompanied by systematic changes in the other. -
Lean Six Sigma Rapid Cycle Improvement Agenda
Lean Six Sigma Rapid Cycle Improvement Agenda 1. History of Lean and Six Sigma 2. DMAIC 3. Rapid Continuous Improvement – Quick Wins – PDSA – Kaizen Lean Six Sigma Lean Manufacturing Six Sigma (Toyota Production System) DMAIC • T.I.M.W.O.O.D • PROJECT CHARTER • 5S • FMEA • SMED • PDSA/PDCA • TAKT TIME • SWOT • KAN BAN • ROOT CAUSE ANALYSIS • JUST IN TIME • FMEA • ANDON • SIPOC • KAIZEN • PROCESS MAP • VALUE STREAM MAP • STATISTICAL CONTROLS Process Improvement 3 Lean Manufacturing • Lean has been around a long time: – Pioneered by Ford in the early 1900’s (33 hrs from iron ore to finished Model T, almost zero inventory but also zero flexibility!) – Perfected by Toyota post WWII (multiple models/colors/options, rapid setups, Kanban, mistake-proofing, almost zero inventory with maximum flexibility!) • Known by many names: – Toyota Production System – Just-In-Time – Continuous Flow • Outwardly focused on being flexible to meet customer demand, inwardly focused on reducing/eliminating the waste and cost in all processes Six Sigma • Motorola was the first advocate in the 80’s • Six Sigma Black Belt methodology began in late 80’s/early 90’s • Project implementers names includes “Black Belts”, “Top Guns”, “Change Agents”, “Trailblazers”, etc. • Implementers are expected to deliver annual benefits between $500,000 and $1,000,000 through 3-5 projects per year • Outwardly focused on Voice of the Customer, inwardly focused on using statistical tools on projects that yield high return on investment DMAIC Define Measure Analyze Improve Control • Project Charter • Value Stream Mapping • Replenishment Pull/Kanban • Mistake-Proofing/ • Process Constraint ID and • Voice of the Customer • Value of Speed (Process • Stocking Strategy Zero Defects Takt Time Analysis and Kano Analysis Cycle Efficiency / Little’s • Process Flow Improvement • Standard Operating • Cause & Effect Analysis • SIPOC Map Law) • Process Balancing Procedures (SOP’s) • FMEA • Project Valuation / • Operational Definitions • Analytical Batch Sizing • Process Control Plans • Hypothesis Tests/Conf. -
Business Process Improvement Methodologies: Common Factors and Their Respective Efficacies
BUSINESS PROCESS IMPROVEMENT METHODOLOGIES: COMMON FACTORS AND THEIR RESPECTIVE EFFICACIES Winston R. Nickerson A thesis submitted to The University of Gloucestershire in accordance with the requirements of the degree of Doctor of Business Administration in the Faculty of Business, Education & Professional Studies 10 November, 2014 ACKNOWLEDGEMENTS My heartfelt thanks go to my supervisor, Professor Gerald Watts. His expertise provided both insight and motivation - the two key factors which moulded this thesis into the final form that it has taken. His understanding of both the academic and business worlds helped me move beyond my preferred paradigms and enabled me to produce a dissertation that is acceptable to the academic community and benefits the business world. I acknowledge that, at times, I tried his patience with my resolve and proclivity to focus predominantly on this research’s contributions to business practices. I would also like to take this opportunity to acknowledge the business managers, consultants and practitioners who participated in the initial survey as well as the subsequent interview sets. The information they provided filled the enormous voids in evidence left by the available literature. This gap closure enabled me to analyse business process improvement methodologies in a unique manner and to an extent previously not available to the business community. i ABSTRACT Business process improvement (BPI) methodologies play an important role in increasing a business’s performance and its competitiveness. Since World War II, a number of these methodologies have been developed. Each of these held to a different philosophy as to what drives process improvement. Therefore, each focused on a seemingly unique aspect or parameter of business processes. -
Using DMAIC in Improvement of Customer Satisfaction and Facilities Provided at Commuter Stations
International Journal of Academic Research in Business and Social Sciences 2016, Vol. 6, No. 12 ISSN: 2222-6990 Using DMAIC in Improvement of Customer Satisfaction and Facilities provided at Commuter Stations Roslina Mustapha1, Nurul Fadly Habidin2 1Department of Business Management, Faculty of Management and Economics, Universiti Pendidikan Sultan Idris, 35900 Tanjung Malim, Perak, Malaysia 2Department of Management and Leadership, Faculty of Management and Economics, Universiti Pendidikan Sultan Idris, 35900 Tanjong Malim, Perak, Malaysia DOI: 10.6007/IJARBSS/6-i12/2564 URL: http://dx.doi.org/10.6007/IJARBSS/v6-i12/2564 Abstracts This paper discusses the use of six sigma approach to improvement of customer service and facilities at commuter stations. The management of commuter stations should be sensitive to the needs and desires of the passengers. In this study, DMAIC approach taking into accounts the views of the customer (VOC) to the dissatisfaction of commuter services and facilities available at commuter stations. Keywords: Six sigma, DMAIC, customer satisfaction, business management 1. Introduction The performance of a business, whether private or public sector is depends on customer satisfaction. For commuter service almost 20 years of presence in Malaysia, there are still some problems, especially to people with disabilities (PWDs) who want to use the commuter service. Using the six-sigma approach is one way to solve the problem of quality of service. Problem solving is an activity to change what is actually happening to what is supposed to happen (Evans & Lindsay, 2007). People with disabilities are not left behind in the services for commuters as it is one of the convenient public transports, safe and cheap. -
Six Sigma – a New Direction to Quality and Productivity Management
Proceedings of the World Congress on Engineering and Computer Science 2008 WCECS 2008, October 22 - 24, 2008, San Francisco, USA Six Sigma – A New Direction to Quality and Productivity Management Tushar N. Desai and Dr. R. L. Shrivastava Abstract - The fast changing economic conditions such as global competition, declining profit margin, customer demand B. Six Sigma for high quality product, product variety and reduced lead– Six Sigma is considered as a methodology of time etc. had a major impact on manufacturing industries. To implementing TQM. Six Sigma is an innovative approach to respond to these needs various industrial engineering and continuous process improvement and a TQM methodology. quality management strategies such as ISO 9000, Total Quality Since quality improvement is the prime ingredient of TQM, Management, Kaizen, Just–in–time manufacturing, Enterprise adding a Six Sigma program to the company’s current Resource Planning, Business Process Reengineering, Lean business system covers almost all the elements of TQM. Six management etc. have been developed. A new paradigm in this area of manufacturing strategies is Six Sigma. The Six Sigma Sigma has become a much broader umbrella compared to approach has been increasingly adopted world wide in the TQM. manufacturing sector in order to enhance productivity and Six Sigma Philosophy quality performance and to make the process robust to quality Six Sigma is a business performance improvement variations. strategy that aims to reduce the number of mistakes/defects This paper discusses the quality and productivity improvement in a manufacturing enterprise through a case to as low as 3.4 occasions per million opportunities. -
Overview of DMAIC
ST 435/535 Statistical Methods for Quality and Productivity Improvement / Statistical Process Control Overview of DMAIC DMAIC is a \structured problem-solving procedure" closely connected to Six Sigma. Its five steps are: Define opportunities; Measure performance; Analyze opportunity; Improve performance; Control performance. 1 / 22 The DMAIC Process Overview of DMAIC ST 435/535 Statistical Methods for Quality and Productivity Improvement / Statistical Process Control The Define step The Define step is largely non-statistical. Objectives Identify and validate the business improvement opportunity; Define critical customer requirements; Document processes; Establish project charter, build team. 2 / 22 The DMAIC Process The Define Step ST 435/535 Statistical Methods for Quality and Productivity Improvement / Statistical Process Control The Measure step The Measure step involves various statistical contributions. Objectives Determine what to measure; Develop and validate measurement systems; Manage measurement data collection; Determine Sigma performance level. 3 / 22 The DMAIC Process The Measure Step ST 435/535 Statistical Methods for Quality and Productivity Improvement / Statistical Process Control Deciding what to measure is sometimes straightforward (e.g. diameter of a shaft); often, however, a system or process can be characterized in many ways, and choosing one as a focus is a non-trivial decision. Similarly, how to measure it may be a serious decision. In some cases, there may be: a cheap and easy but imprecise method; a more expensive but precise method. The Measure step includes collecting baseline data: the performance of the system before improvement. 4 / 22 The DMAIC Process The Measure Step ST 435/535 Statistical Methods for Quality and Productivity Improvement / Statistical Process Control The Analyze step The Analyze step is inherently statistical. -
Introducing a Hybrid Business Process Mapping Model – a Comprehensive Framework Derived from the Idef0 and Flow Chart Methods
Introducing a hybrid business process mapping model – A comprehensive framework derived from the idef0 and flow chart methods Yousef A AL-Turki, Ph.D [email protected] Abstract Business process mapping has been heralded as a key method for improving Business Process Management. Thereby enhancing the efficiency and effectiveness of business operations. There are a number of critical success factors however that need to be in place in order to attain this. One of them is the method or technique to be used for the capture, documentation, modeling, communication and improvement of business processes. There exist a wide plethora of methods, each of them with a particular area of focus. This paper aims to select two of the common systems; Flow chart and IDEF0 and consider a hybrid model of process modeling that can avail complementary strengths and address gaps that exist within each of the approaches. The proposed model was tested against the scenario of manufacturing business process activities in order to assess and demonstrate its capabilities. A hybrid approach was developed and implemented against this scenario. It was found that the hybrid approach did manage to address gaps effectively. The new system offered greater precision, smoothness of activity flow and improved sequencing meanwhile retaining a level of simplicity that maintained the usability of the method. Nonetheless, the challenges that bear upon the success of process mapping continue to be relevant. process mapping focuses on the aspect of process change. Where insufficient attention is given to organizational change, process mapping projects will not reap the expected benefits. Keywords: Business process mapping, improving business process management, flow charts, IDEF0 Introduction Business processes may be considered as the heartbeat of the organization. -
A Six Sigma DMAIC and Simulation Case Study Peter Southard University of St
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by University of St. Thomas, Minnesota University of St. Thomas, Minnesota UST Research Online Operations and Supply Chain Management Faculty Operations and Supply Chain Management Publications 2012 RFID in Healthcare: A Six Sigma DMAIC and Simulation Case Study Peter Southard University of St. Thomas, Minnesota, [email protected] Chandra Cheru University of Michigan - Ann Arbor Sameer Kumar University of St. Thomas, Minnesota, [email protected] Follow this and additional works at: http://ir.stthomas.edu/ocbopmtpub Part of the Business Administration, Management, and Operations Commons, and the Management Sciences and Quantitative Methods Commons Recommended Citation Southard, Peter; Cheru, Chandra; and Kumar, Sameer, "RFID in Healthcare: A Six Sigma DMAIC and Simulation Case Study" (2012). Operations and Supply Chain Management Faculty Publications. 12. http://ir.stthomas.edu/ocbopmtpub/12 This Article is brought to you for free and open access by the Operations and Supply Chain Management at UST Research Online. It has been accepted for inclusion in Operations and Supply Chain Management Faculty Publications by an authorized administrator of UST Research Online. For more information, please contact [email protected]. Article Title Page RFID in Healthcare: A Six Sigma DMAIC and Simulation Case Study Author Details Peter B. Southard Opus College of Business, University of St. Thomas, St. Paul, MN, USA Charu Chandra Department of Management Studies, University of Michigan, Dearborn, MI, USA Sameer Kumar Opus College of Business, University of St. Thomas, Minneapolis, MN, USA Corresponding author: Sameer Kumar Corresponding Author’s Email: [email protected] Structured Abstract Purpose: Develop a business model to generate quantitative evidence of the benefits of implementing Radio Frequency Identification (RFID) technology limiting the scope to outpatient surgical processes in hospitals.