Lean Six Sigma: Study Material with Solved Assignments and Essays

Get access to study material on Lean Six Sigma with solved assignments, essays, and dissertations. Learn about Six Sigma concept for SCM, QFD matrix, benchmarking, Lean thinking, DFSS, SCOR model, and more. Find out key factors for implementing a successful Six Sigma program for SCM and Six Sigma applications for logistics and supply chain management.

LEAN SIX SIGMA

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Contents
Topic one questions...............................................................................................................................2
Question 1: Six sigma concept for SCM............................................................................................2
Question 2: Two advantages of developing and utilising a QFD matrix............................................2
Question 3: Each part of the QFD matrix..........................................................................................2
Question 4: Steps for benchmarking..................................................................................................3
Question 5: Description of six sigma tools........................................................................................4
Question 6: Last stage of DMAIC...................................................................................................10
Question 7: Lean thinking...............................................................................................................10
Question 8: Creating value stream process map..............................................................................11
Topic Two questions...........................................................................................................................11
Question 1: DFSS............................................................................................................................11
Question 2: Steps to redesign a supply chain process using DFSS..................................................11
Topic three questions...........................................................................................................................12
Question 1: Key factors for implementing a successful six sigma program for SCM......................12
Question 2: Six sigma applications for logistics and supply chain management.............................13
Topic four questions............................................................................................................................14
Question 1: SCOR Model................................................................................................................14
Strengths of the SCOR model......................................................................................................14
Weaknesses of the SCOR model.................................................................................................15
Question 2: SCOR Six Sigma (Lean) convergence..........................................................................15
SCOR add to six sigma................................................................................................................15
References...........................................................................................................................................17
Figure 1: Affinity Diagram......................................................................................................................5
Figure 2: Kano Model............................................................................................................................6
Figure 3: Pareto analysis........................................................................................................................7
Figure 4: Ishikawa Diagram....................................................................................................................8
Figure 5: Process flow chart...................................................................................................................9
Figure 6: Example of FMEA analysis......................................................................................................9
Figure 7: Example of Design of Experiment tool..................................................................................10
Figure 8 Supply chain process using DFSS............................................................................................12
Figure 9 SCOR add to six sigma............................................................................................................15

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Topic one questions
Question 1: Six sigma concept for SCM
Six sigma is utilised for making the process improvements which is essential in the
management of the operations and improving the quality of the overall processes such as
Supply Chain Management (Stanton, 2019). Six Sigma works on statistics hence it is an
effective tool that helps in predicting the future outcomes and also helps in bringing control
in the SCM which is critical for managing the demand and supply and hence bringing
efficiency in the overall process and decreasing the numbers of mistakes in the process.
Question 2: Two advantages of developing and utilising a QFD matrix
Different advantages of generating and utilising a QFD matrix has been showcased below:
 Customer driven: Since the development and utilisation of the QFD is done on the
basis of the demands of the customers hence the overall development process is
dependent on the wants of the consumers.
 Reduced development time: The likelihood of the design alters as the development of
this model emphasise on improvements that are done for satisfying the major
demands of the consumers. Higher attention towards requirements of the consumers
declines the threat that alteration will be needed lately in the life cycle of the project
(Quality-one, 2019).
Question 3: Each part of the QFD matrix
There are four parts of the QFD matrix. These include:
 Product definition: This phase starts with accumulation of the demands of the
customers and translating the demands of the customers into the product specification.
 Product development: In this part, the essential assemblies and parts are found out.
Essential product characteristics are cascaded down and translated to critical or key
parts and assembly specifications or characteristics.
 Process development: In this part, processes related to manufacturing and assembly
are planned on the basis of specifications of product and components. There is
development of process flow and essential process characteristics are also found out
(Borysowich, 2019).

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 Process quality control: Before launching of the production, QFD process recognizes
essential parts and process characteristics. Process parameters are found out and
suitable process control are created and applied.
The QFD development is done through an approach and is in the cycle where four phases are
used in its development. These are product planning QFD, Component Deployment QFD,
process planning QFD and quality control QFD (Stewart, 2017).
(Source: Master of Project Academy, 2019)
Question 4: Steps for benchmarking
There are 10 steps for bench marking. These include:
 Finding processes which is to be benchmarked: It is critical to find out the processes
that need to be set for benchmarking and in this process there is elaboration of the
departmental priorities.
 Determining firms to be benchmarked: It is critical to effectively find out the
organisations that need to be benchmarked. An incorrect choice will not allow the
benchmark to be done appropriately.
 Gather data: It is a critical step in which plans for collecting the data from the selected
targets.

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 Gap analysis: In this process there is analysis of the data accumulation and hence
performance lag is found out and accordingly the best attributes from the best
practices into a process that are ideal are found (Burke, 2019).
 Determining future trends: Find out future demands and the previous performance in
relation to their rivals, forecasting probable alterations.
 Reveal outcomes and sell the process: In this there is communication about the
benchmarking results and their impact to higher numbers of people in the firm and
motivating the audience to carry on with alterations.
 Attain accord of revised goals: In this there is revision of the goals to overcome the
gap in the performance found out in above step.
 Establishing of action plan: There must be designing of the step-by-step plan for
achieving the desired goals.
 Implementing plans and monitoring outcomes: The steps include executing the agreed
best-practice processes and daily monitoring of alterations.
 Recalibrate benchmarks: This step make sure that the firm stays on the cutting edge
by regular evaluation of the benchmarked practices.
Question 5: Description of six sigma tools
There are different types tools utilised in Six sigma. Among them the some of the tools that
can be utilised are:
Affinity diagram: This analytical tool is utilised for organising various types of ideas into
subcategories having common relationships or common themes. The methodology is known
to have been created by Jiro Kawakita and hence known as K-J method. This is a six-sigma
approach helps in organising things on the basis of relationships or common themes
(Sixsigmadaily, 2019).

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Figure 1: Affinity Diagram
(Source: Edrawsoft, 2019)
Kano model: It is a model of the consumer satisfaction and development of product which
was published in the year 1984 and is designed by Dr. Noriaki Kano. This researcher
suggests that products or services much bigger than just being a functionality. It is also
related to the customer’s emotions. This model is applied for relating the product
development to the customer satisfaction (Mindtools, 2019).

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Figure 2: Kano Model
(Source: Creative Safety Supply, 2017)
Pereto analysis: It is a technique utilised for the business decision making and it is based on
the 80/20 rule. It is also a tool that statistically splits a concise numbers of input factors as
having the largest numbers of influences on the overall results, either undesirable or
desirable. It is used by the managers to find out the issues that their department faces both
potential and actual.

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Figure 3: Pareto analysis
(Source: Haughey, 2019)
Brainstorming: This is a group creativity technique in which activities are done for finding
out the conclusion for any given problem. It is done by accumulating idea’s list
spontaneously contributed by their associates. Brainstorming is always used in the areas
where an innovative idea needs to be used for resolving any problem.
Fishbone or Ishikawa: This diagram illustrates about the causes that led to particular events.
Common utilisation of this tool is for product design as well as prevention of quality defect
by finding out the potential factors that causes these specific events.

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Figure 4: Ishikawa Diagram
(Source: RFFlow, 2019)
Process flow charts: Process flow chart is a tool that is utilised for providing a visual
illustration of the process steps. These flowcharts are also known to be as a Flow Diagrams or
Process Mapping. It is utilised for giving the strong understanding about the process and
finding operations that are non-value-adding (Moresteam, 2019).

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Figure 5: Process flow chart
(Source: The University Of Western Australia, 2019)
Failure mode and effects analysis: It is a process of revising higher numbers of assemblies,
subsystems and components as possible for finding potential failure modes in a system along
with their effects and causes. It is highly used in the quality assessment so as to find the
possible ways in which quality can get affected. Some of the types of this analysis are design,
process and functional.
Figure 6: Example of FMEA analysis
(Source: Asq.org, 2019)

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Design of experiments: It is a method that is used for designing of any activity that is aiming
to explain or describe the information variation under situations that are imagined to illustrate
the changes but it may also refer to the designing of the quasi-experiments. It is used in all
the departments for predicting the outcomes.
Figure 7: Example of Design of Experiment tool
(Source: Scibilia, 2012)
Question 6: Last stage of DMAIC
This is a step that hopes to accomplish the control over the operations such as quality control,
statistical process control, 5S and Mistake proofing (Asq, 2019).
Question 7: Lean thinking
In Lean thinking all the things are being eliminated that is actually not adding the value to the
overall product or process. This improves the overall quality of the process (Isixsigma, 2019).
Utilising both the methodologies together does a dramatic improvement in the quality, time
and cost of any process as problems are solving using statistical tools.

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Question 8: Creating value stream process map
It is good idea to implement value stream process map as it makes continuous advancements
in the process. Finding out the various parts of the value stream is generally the first step in
this (Cequea, 2017).
Topic Two questions
Question 1: DFSS
DFSS is considered as the process of the business management method that is linked to the
traditional Six Sigma. This is used within the industries that include marketing, finance,
waste management, and many others.
Benefits for supply chain design and management
 Use of the DFSS offers a structure in the formation stage to the company for the
management and supply chain design (Six Sigma, 2019).
 Improvement in quality is possible with the effective design of the product in Six
Sigma and it reduces the cost and enhances the reliability.
 It holds the benefit of providing the identification of key issues within the supply
chain design and management of it.
 DFSS hold benefit for the supply chain design and management in terms of the
financial management and improvement for the long-term.
Question 2: Steps to redesign a supply chain process using DFSS
Use of DFSS contributes effectively in redesigning procedure of the supply chain within a
business. The below-given image shows the steps that will be followed by the company for
bringing the changes in supply chain design. These steps include recognize, design, improve
and legalize. After all, sequence processes there is the implementation of new supply chain
design.

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Figure 8 Supply chain process using DFSS
(Source: Salah and Rahim, 2019)
Topic three questions
Question 1: Key factors for implementing a successful six sigma program for SCM
 Management leadership, commitment as well as involvement (Papic, Mladjenovic,
Carrión García and Aggrawal, 2017)
 Training and understanding the supply chain management of business
 Linking Six Sigma with supply chain operations
 Linking Six Sigma with suppliers
 Project selection and management (Kiatcharoenpol, Laosirihongthong, Chaiyawong
and Glincha-em, 2015)
Six-sigma method Difficulties and challenges

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Organization implements approach of Six Sigma with the motive to improve the product,
services and processes. However, it has been found that companies might deal with some
huddles while executing the approach of Six Sigma. Difficulties and challenges of the method
are given below -
 Absence of commitment towards the leadership
 Imperfect Six Sigma procedures knowledge (Munk, 2013)
 Poor Implementation of Six Sigma (that include no alignment with gaols, problems in
meeting the strategic objectives and many others)
Question 2: Six sigma applications for logistics and supply chain management
Waste management is one of the essential elements for logistics and supply chain
management for business. Reduction in waste is one of the major components of cost-
reduction programs that are implemented by the company. The steps are included in
eliminating the waste that is given below –
 Defects: - Fault generally happens when the product or service does not meet the
expectation of consumer. This element includes the identification of the root cause of
defects that can be eliminated (Munk, 2015).
 Overproduction: - The business facing the issue of water management needs long-
term therapy for overproduction to execute a pull scheme that leads to variations in
manufacture philosophy.
 Waiting: - Reduction in distraction and processes can assist to keep focused on their
effort.
 Non-value added processing: - Value stream Mapping should be used by the
company with the motive to analyse the process to eliminate without reducing the
quality of the product during the entire process of supply chain management.
 Transportation: - Transportation of product is important which is required to
consider while reducing the waste. The manufacturing procedures can decline the
non-required transportation by altering the input material into the completed products.
 Inventory: - The inventory waste is essential to be considered by the company for
which they eliminate the waste by reducing the gaps that occur in the process of
production and enhancing the method of forecasting which decline the need of the
inventory.

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 Motion: - Company can design the machine in a manner to decline the waste that
generally occurs due to misplacement.
 Unused Employees Talent: - The employees can make use of the rewards and
incentives to improve their talent within the company.
It is considered an example that Toyota wants to work on waste management for which they
want the project to be specified. The projects are specified considering the severity as well as
the need of it to the business. Waste management project is directly related to the business-
manufacturing units and others. The method of selecting the Waste management project of
Toyota is impacted by employees. Waste management includes different approaches that are
followed by the company for reducing waste. The implementation of the actions will be done
by the manager of Toyota who wants to bring changes in operations so that they can enhance
the productivity of employees. The benefits that will be gained by the Toyota Company are a
reduction in waste. The major weakness of the application of this approach is the need of an
expert who is aware of the Six Sigma approach and can do execution easily.
Topic four questions
Question 1: SCOR Model
The SCOR model is mentioned to as supply chain processes orientation model. It is one of
tool that business used with motive to acknowledge, improve, and interconnect the decisions
of SCM. Along with this, it includes the customers and suppliers of business. The three major
principles include procedure modelling, measuring performance and finest performs. SCOR
model includes the five distinct process-modelling building blocks that include Plan, Score,
Make, Deliver, and Return (Martin, 2019). Model addresses the business processes that are
essential to meet the demand of customers. It supports to explain procedures with entire
supply chain and offers ways to recover it.
Strengths of the SCOR model
 Model can go into the different heights of procedure detail that assist the business to
examine the supply chain.
 The courses of SCOR model are its strengths as it assists the company to comprehend
the five steps repeat repeatedly among the supplies, customers, and company. Every
step of the model is linked with a supply chain that is crucial in receiving the goods
successful along with every level.

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 The strength of model is that it is used by company to identify supply chain problems
within organisation (Lemghari, Okar and Sarsri, 2018).
 SCOR model strength is that it allows the full advantage of the capital investment,
formation of road map of supply chain and alignment of corporate functions.
Weaknesses of SCOR model
 The model is complex due to which it needs several parameters that might remain
time-consuming.
 SCOR model assumed but it does not explicitly acknowledge the requirement of
training, IT, quality on the administrative side (Sellitto, Pereira, Borchardt, da Silva,
and Viegas, 2015).
Question 2: SCOR Six Sigma (Lean) convergence
SCOR Six Sigma (Lean) convergence goal is to enhance company by enhancing system
performance, declining difference, and removing wasteful actions. The convergence
contributes to bridge the gap between constant improvement and planned enterprise planning.
SCOR add to six sigma
SCOR is applied to form the development initiatives and six-sigma carry out enhanced
schemes. SCOR can provide the structure to six-sigma approach that helps in bringing the
improvement in the supply chain of the company. On vice versa, six-sigma discover the root
causes and provide the information to SCOR for determining the opportunities (Swartwood,
2019).
Figure 9 SCOR add to six sigma
(Source: Swartwood, 2019)

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It can be applied to the real-world business in which the company will use the SCOR that
contribute in identifying the opportunities that are related to the operations of production,
warehouse, QC, purchasing and maintenance. For instance; considering an automobile
company apply this, then company make the scope of improvement and strategy alignment
that is part of SCOR. Further, approach six sigma adds process description of the automobile
company, the activities that the manager of the automobile will perform to get the results.

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