Combining Six Sigma with Kaizen Blitz for Enhancing Process Interaction

Abstract:

It’s imperative to find appropriate way for company to achieve the goal to quickly respond to customer requirement and increase customer satisfaction. This encouraged them to adopt either Six Sigma for improving process through process interaction or Lean for reducing waste in processes. However, both Six Sigma and Lean have limitations. As a result, the enterprises tend to combine their strengths. This paper represents similarities and differences between Lean, Six Sigma and Kaizen. Furthermore, the integration between the techniques and tools of TQM, Six Sigma and Lean help to find a way integrating Six Sigma and Kaizen. The paper combines Six Sigma with Kaizen Blitz (DMAIC-KB) which is based on advantages of Six Sigma and Kaizen concept under PDCA cycle. This approach emphasizes on small project, customer requirement response and customer satisfaction in short time by detecting, analyzing and improving the problems and dysfunctions during process via process interaction.

• Periodical: Applied Mechanics and Materials (Volumes 26-28)
• Pages: 1220-1225
• DOI: https://doi.org/10.4028/www.scientific.net/AMM.26-28.1220
• Online since: June 2010
• Authors: Mao Zhu Jin, Zhi Wei Zhao
• Keywords: Kaizen Blitz, Lean, Process Interaction, Six Sigma, TQM

References

[1] Mahesh M., Wong Y. S. A Six-sigma approach for benchmarking of RP&M processes. Int J Adv Manuf Technol, 2006, 31: 374-387.

DOI: 10.1007/s00170-005-0201-z

[2] Andersson R., Eriksson H., Torstensson H. Similarities and differences between TQM six sigma and lean, The TQM Magazine, 2006, 18, 282-296.

DOI: 10.1108/09544780610660004

[3] Arnheiter D. E., Maleyeff J. The integration of lean management and Six Sigma, The TQM magazine, 2005, 17, 5-18.

DOI: 10.1108/09544780510573020

[4] Bendell T. A review and comparison of six sigma and the lean organizations, The TQM magazine, 2006, 18, 255-262.

DOI: 10.1108/09544780610659989

[5] Berger A. Continuous improvement and kaizen: standardization and organizational designs, Integrated Manufacturing Systems, 1997, 8, 110-117.

DOI: 10.1108/09576069710165792

[6] Chen H. C., Chen K. S. An application of six sigma methodology to enhance leisure service quality, Qual Quant, 2009, 2: 25-36.

DOI: 10.1007/s11135-009-9271-6

[7] Dahlgaard J. J., Dahlgaard-Park S. M. Lean production six sigma quality TQM and company culture, The TQM magazine, 2006, 18, 263-281.

DOI: 10.1108/09544780610659998

[8] George L. M. Lean Six Sigma: Combining Six Sigma Quality with Lean Speed, McGraw-Hill, USA, (2002).

DOI: 10.1201/b16401-11

[9] Eric L., Larry A. Developing an Assessment Tool for Two Organizations Using Six Sigma Principles, Engineering Management Journal, 2009, 21(4): 7-15.

[10] Kumar M., Antony J., Singh R. K., Tiwar M. K. Implementing the Lean Sigma framework in an Indian SME: a case study, Production Planning & Control, 2006, 17, 407-423.

DOI: 10.1080/09537280500483350

[11] Florian J., Susanne L., Gregor Z. Six sigma as a business process management method, in services: analysis of the key application problems, Inf Syst E-Bus Manage, 2010, 12: 26-38.

DOI: 10.1007/s10257-010-0128-2

[12] Pawar, T., L.A. Stauffer. A Comparison of Systematic Design and Design for Six Sigma. Proceedings of the 2007 International Conference on Engineering Design, (2007).

[13] Deshpande P. B., Tantalean R. Z. Unifying framework for six sigma and process control, Hydrocarbon Processing, 2009, 6: 73-76.