Processes complexity reduction with Six Sigma: A case of study in the electronics industry

Authors

  • Karla Guadalupe Martínez-González Departamento de calidad KEMET
  • Eddie Nahúm Armendáriz-Mireles Universidad Politécnica de Victoria
  • José Amparo Rodríguez-García Universidad Politécnica de Victoria
  • Carlos Adrián Calles-Arriaga Universidad Politécnica de Victoria
  • Enrique Rocha Rangel Universidad Politécnica de Victoria

DOI:

https://doi.org/10.18779/ingenio.v4i2.412

Keywords:

Complexity, Six Sigma, statistics tools, production system, DMAIC

Abstract

The complexity is inherent in any process. Therefore, the consequences of empirical management are an increase in risk, uncertainty, and unnecessary costs. However, different tools exist to measure and reduce the complexity of production systems. The value of Six Sigma is derived from the standardization of problem-solving and guidance on tools applicable to a project or problem to reduce complexity. How to guide people to suggest which tools to apply and in which order for a project or problem while reducing complexity is important. This research proposes the teaching and implementation of the essential tools of the Six Sigma methodology for non-expert professionals so that they can reduce the complexity of the systems and processes in their working environments. In addition, this paper shares principles successfully implemented around the world using Six Sigma. Finally, this study demonstrates the implementation of the DMAIC methodology through a case study in the electronic industry.

Downloads

Download data is not yet available.

References

Z. L. Chen, S. Li, y D. Tirupati, “A scenario-based stochastic programming approach for technology and capacity planning,” Comput. Oper. Res., 2002, doi: 10.1016/S0305-0548(00)00076-9.

M. Best y D. Neuhauser, “Walter A Shewhart, 1924, and the Hawthorne factory,” Quality and Safety in Health Care. 2006, doi: 10.1136/qshc.2006.018093.

G. Campatelli, P. Citti, y A. Meneghin, “Development of a simplified approach based on the EFQM model and Six Sigma for the implementation of TQM principles in a university administration,” Total Qual. Manag. Bus. Excell., 2011, doi: 10.1080/14783363.2011.585755.

C. C. Wang, K. S. Chen, C. H. Wang, y P. H. Chang, “Application of 6-sigma design system to developing an improvement model for multi-process multicharacteristic product qualityg,” 2011, doi: 10.1177/2041297510393464.

J. Wagensberg, Ideas sobre la complejidad del mundo. 2007.

R. Espejo y A. Reyes, Organizational systems: Managing complexity with the viable system model. Springer Science & Business Media, 2011.

B. Lahidji y W. Tucker, “Continuous quality improvement as a central tenet of TQM: History and current status,” Qual. Innov. Prosper., 2016, doi: 10.12776/QIP.V20I2.748.

D. Pacheco, I. Pergher, G. L. R. Vaccaro, C. F. Jung, y C. ten Caten, “18 comparative aspects between Lean and Six Sigma: Complementarity and implications,” Int. J. Lean Six Sigma, 2015, doi: 10.1108/IJLSS-05-2014-0012.

G. J. Hahn, N. Doganaksoy, y H. Roger, “The evolution of six sigma,” Qual. Eng., vol. 12, no. 3, pp. 317–326, 2000.

S. Indrawati y M. Ridwansyah, “Manufacturing Continuous Improvement Using Lean Six Sigma: An Iron Ores Industry Case Application,” Procedia Manuf., 2015, doi: 10.1016/j.promfg.2015.11.072.

A. Jayaram, “Lean six sigma approach for global supply chain management using industry 4.0 and IIoT,” 2016, doi: 10.1109/IC3I.2016.7917940.

H. Pérez-Ortiz, “El impacto de Lean Six Sigma en organizaciones latinoamericanas y sus factores crfticos de exito,” 2016. http://hdl.handle.net/11117/3873 (accessed Mar. 17, 2019).

K. Ganguly, “Improvement process for rolling mill through the DMAIC Six Sigma approach,” Int. J. Qual. Res., 2012.

K. Srinivasan, S. Muthu, S. R. Devadasan, y C. Sugumaran, “Enhancing effectiveness of shell and tube heat exchanger through six sigma DMAIC phases,” 2014, doi: 10.1016/j.proeng.2014.12.449.

J. A. Garza-Reyes, “Green lean and the need for Six Sigma,” Int. J. Lean Six Sigma, 2015, doi: 10.1108/IJLSS-04-2014-0010.

M. Uluskan, “A comprehensive insight into the Six Sigma DMAIC toolbox,” International Journal of Lean Six Sigma. 2016, doi: 10.1108/IJLSS-10-2015-0040.

S. Hakimi, S. M. Zahraee, y J. Mohd Rohani, “Application of Six Sigma DMAIC methodology in plain yogurt production process,” Int. J. Lean Six Sigma, 2018, doi: 10.1108/IJLSS-11-2016-0069.

R. Sharma, P. Gupta, y V. Saini, “Six Sigma Dmaic Methodology Implementation in Automobile Industry: a Case Study 2,” J. Manuf. Eng., 2018.

M. F. M. Isa y M. Usmen, “Improving university facilities services using Lean Six Sigma: a case study,” J. Facil. Manag., 2015, doi: 10.1108/JFM-09-2013-0048.

A. Laureani y J. Antony, “Leadership characteristics for Lean Six Sigma,” Total Qual. Manag. Bus. Excell., 2017, doi: 10.1080/14783363.2015.1090291.

K. Moosa y A. Sajid, “Critical analysis of Six Sigma implementation,” Total Qual. Manag. Bus. Excell., 2010, doi: 10.1080/14783363.2010.483100.

S. L. Furterer, Lean six sigma in service: Applications and case studies. 2016.

J. J. Cardiel-Ortega, R. Baeza-Serrato, y R. A. Lizarraga-Morales, “Development of a system dynamics model based on six sigma methodology,” Ing. e Investig., 2017, doi: 10.15446/ing.investig.v37n1.62270.

N. Yadav, K. Mathiyazhagan, y K. Kumar, “Application of Six Sigma to minimize the defects in glass manufacturing industry: A case study,” J. Adv. Manag. Res., 2019, doi: 10.1108/JAMR-11-2018-0102.

D. C. Montgomery y W. H. Woodall, “An overview of six sigma,” International Statistical Review. 2008, doi: 10.1111/j.1751-5823.2008.00061.x.

K. S. Chen, H. T. Chen, y T. C. Chang, “The construction and application of Six Sigma quality indices,” Int. J. Prod. Res., 2017, doi: 10.1080/00207543.2016.1246763.

R. W. Hoerl y R. D. Snee, “Post-financial meltdown: What do the services industries need from us now?,” Appl. Stoch. Model. Bus. Ind., 2009, doi: 10.1002/asmb.805.

J. Singh, H. Singh, A. Singh, y J. Singh, “Managing industrial operations by lean thinking using value stream mapping and six sigma in manufacturing unit: Case studies,” Manag. Decis., 2019, doi: 10.1108/MD-04-2017-0332.

M. Gottfredson y K. Aspinall, “Innovation versus complexity: What is too much of a good thing?,” Harvard Business Review. 2005.

A. Boon Sin, S. Zailani, M. Iranmanesh, y T. Ramayah, “Structural equation modelling on knowledge creation in Six Sigma DMAIC project and its impact on organizational performance,” Int. J. Prod. Econ., 2015, doi: 10.1016/j.ijpe.2015.06.007.

N. O. Erdil, C. B. Aktas, y O. M. Arani, “Embedding sustainability in lean six sigma efforts,” J. Clean. Prod., 2018, doi: 10.1016/j.jclepro.2018.07.048.

Downloads

Published

2021-07-13

How to Cite

Martínez-González, K. G., Armendáriz-Mireles, E. N., Rodríguez-García, J. A., Calles-Arriaga, C. A., & Rocha Rangel, E. (2021). Processes complexity reduction with Six Sigma: A case of study in the electronics industry. InGenio Journal, 4(2), 16–27. https://doi.org/10.18779/ingenio.v4i2.412

Issue

Vol. 4 No. 2 (2021)

Section

Articles

License

Copyright (c) 2021 Karla Guadalupe Martínez-González, Eddie Nahúm Armendáriz-Mireles, José Amparo Rodríguez-García, Carlos Adrián Calles-Arriaga, Enrique Rocha Rangel

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

Licensing Agreement

This journal provides free access to its content through its website following the principle that making research available free of charge to the public supports a larger exchange of global knowledge. 

Web content of the journal is distributed under a Attribution-NonCommercial-ShareAlike 4.0 International.

 

Authors may adopt other non-exclusive license agreements for the distribution of the version of the published work, provided that the initial publication in this journal is indicated. Authors are allowed and recommended to disseminate their work through the internet before and during the submission process, which can produce interesting exchanges and increase citations of the published work.