Remember Me
Or use your Academic/Social account:


Or use your Academic/Social account:


You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.


Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message


Verify Password:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Garza-Reyes, J.; Al-Balushi, M.; Antony, J.; Kumar, V. (2016)
Publisher: Taylor & Francis
Languages: English
Types: Article
Evidence suggests that specifically designed frameworks to implement Lean Six Sigma (LSS) projects to tackle particular problems are more effective than “generic” versions. This paper proposes an implementation framework to effectively deploy LSS to improve a key operation and performance indicator, i.e. ship loading commercial time, of one of the largest world producer of iron ore. This article therefore contributes with a refined framework to effectively implement LSS, and documents its successful application and effectiveness within the context of the case organisation. The LSS framework and project contributed in helping the studied organisation to improve both the capability of its ship loading process and commercial time by more than 30 percent, resulting in operational savings in the range of $300,000 USD per year. The systematic nature of the framework proposed also helped the organisation to establish a standardise routine to improve its operations. Managerial implications exposing the challenges faced during the implementation of LSS are also discussed to serve as lessons learnt to be considered in other LSS projects. Managers and engineers in charge of improving operations and processes can benefit from this paper as it can be used as a guide to direct the conduction of LSS projects and the empirical application of its principles and tools.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Achanga, P., Shehab, E., Roy, R., Nelder, G., (2006, “Critical success factors for lean implementation within SMEs”, Journal of Manufacturing Technology Management, Vol. 17, No. 4, pp. 460-471.
    • Anand, G., Ward, P.T., Tatikonda, M.V. (2010), “Role of explicit and tacit knowledge in Six Sigma projects: An empirical examination of differential project success”, Journal of Operations Management, Vol. 28, No. 4, pp. 303-315.
    • de Treville, S., Antonakis, J., Edelson, N.M. (2005), “Can Standard Operating Procedures be Motivating? Reconciling Process Variability Issues and Behavioural Outcomes”, TQM & Business Excellence, Vol. 16, No. 2, pp. 231-241.
    • Deshmukh, S.V., Lakhe, R.R. (2009), “An innovation model of Six Sigma for SMEs: the TDMAIC model”, International Journal of Six Sigma and Competitive Advantage, Vol. 5, No. 2, pp. 187-203.
    • Dey, P.K., Bhattacharya, A., Ho, W. (2015), “Strategic supplier performance evaluation: A case-based action research of a UK manufacturing organisation”, International of Production Economics, Vol. 166, pp. 192-214.
    • Farooq, S., O'Brien, C. (2015), “An action research methodology for manufacturing technology selection: a supply chain perspective”, Production, Planning & Control, Vol. 26, No. 6, pp. 467-488.
    • Fortune, J., (1992), “Idea generation techniques for quality improvement”, International Journal of Quality and Reliability Management, Vol. 9, No. 6, pp. 32-38, 1992.
    • Furterer, S.L. (2009), Lean Six Sigma in service: applications and case studies, CRC Press.
    • Garza-Reyes, J.A., Oraifige, I., Soriano-Meier, H., Harmanto, D., Rocha-Lona, L. (2010), “An empirical application of Six Sigma and DMAIC methodology for business process improvement”, Proceedings of the 20th International Conference on Flexible Automation and Intelligent Manufacturing (FAIM), San Francisco, CA, US, 12-14 July.
    • Garza-Reyes J.A., Flint, A., Kumar, V., Antony, J., Soriano-Meier, H. (2014), “A DMAIRC approach to lead time reduction in an aerospace engine assembly process”, Journal of Manufacturing Technology Management, Vol. 25, No. 1, pp. 27-48.
    • Gonçalves, F., Bezerra, C., Belchior, A., Coelho, C. and Pires, C. (2008), “Implementing causal analysis and resolution in software development projects: the MiniDMAIC approach”, Proceedings of the 19th Australian Conference on Software Engineering, pp. 112-119.
    • Ghosh, S., Maiti, J. (2014), “Data mining driven DMAIC framework for improving foundry quality - a case study”, Production, Planning & Control, Vol. 26, No. 6, pp. 478-493.
    • Gowen III, C.R., Stock, N.G., Mcfadden, K.L. (2008), “Simultaneous implementation of Six Sigma and knowledge management in hospitals”, International Journal of Production Research, Vol. 46, No. 23, pp. 6781-6795.
    • Gutierrez, D.M., Scavarda, L.F., Fiorencio, L., Martins, R.A. (2015), “Evolution of the performance measurement system in the Logistics Department of a broadcasting company: An action research”, International Journal of Production Economics, Vol. 160, pp. 1-12.
    • Harry, M.J., Mann, P.S., de Hodgins, O.C., Hulbert, R.L. and Lacke, J.C. (2010), Practitioners Guide to Statistics and Lean Six Sigma for Process Improvement, Wiley, Hoboken, NJ.
    • Hicks, C., McGovern, T., Prior, G., Smith, I. (2015), “Applying lean principles to the design of healthcare facilities”, International Journal of Production Economics, Vol. 170, Part B, pp. 677-686.
    • Hines, P., Holweg, M., Rich, N. (2004), “Learning to evolve: a review of contemporary lean thinking”, International Journal of Operations and Production Management., Vol. 24 No. 10, pp. 994-1011.
    • Hokoma, R.A., Khan, M.K., Hussain, K. (2010), “The present status of quality and manufacturing management techniques and philosophies within the Libyan iron and steel industry”, The TQM Journal, Vol. 22, No. 2, pp. 209-221.
    • Rocha-Lona, L., Garza-Reyes J.A., Kumar, V. (2013), Building quality management systems: selecting the right methods and tools, Productivity Press, CRC Press, Taylor & Francis, Boca Raton, FL.
    • Senapati, N.R. (2004), “Quality and reliability corner: Six Sigma: myths and realities”, International Journal of Quality & Reliability Management, Vol. 21, Nos. 6/7, pp. 683-690.
    • Shadish, W.R., Cook, T.D., Campbell, D.T. (2002), Experimental and Quasi- experimental Designs for Generalized Causal Inference, HoughtonMifflin, Boston, MA.
    • Shinka Management (2012), “Rio Tinto on Lean Manufacturing in the Mining Sector”, Available at: http://shinkamanagement.com/rio-tinto-lean-management-mining/ (Accessed on 17 January 2016).
    • Sin, A.B., Zailani, S., Iranmanesh, M., Ramayah, T. (2015), “Structural equation modelling on knowledge creation in Six Sigma DMAIC project and its impact on organizational performance”, International Journal of Production Economics, Vol. 168, pp. 105- 117.
    • Sternberg, H., Stefansson, G., Westernberg, E., Boije af Gennas, R., Allenstrom, E., Nauska, M.L. (2013), “Applying a lean approach to identify waste in motor carrier operations”, International Journal of Productivity and Performance Management, Vol. 62, No. 1, pp. 47-65.
    • Sunder, V., Antony, J. (2015), “Six-sigma for improving Top-Box Customer Satisfaction score for a banking call centre”, Production, Planning & Control, Vol. 26, No. 16, pp. 1291-1305.
    • Villarreal, B., Garza-Reyes, J.A., Kumar, V. (2016a), “A lean thinking and simulation-based approach for the improvement of routing operations”, Industrial Management & Data Systems, Vol. 116, No.5, (in press).
    • Villarreal, B., Garza-Reyes, J.A., Kumar, V. (2016b), “Lean road transportation - a systematic method for the improvement of road transport operations”, Production, Planning & Control, DOI: http://dx.doi.org/10.1080/09537287.2016.1152405 (in press).
    • Vinodh, S., Gautham, S.G., Ramiya, A., (2011), “Implementing lean sigma framework in an Indian automotive valves manufacturing organisation: a case study”, Vol. 22, No. 7, pp. 708-722.
    • Vinodh, S., Kumar, S.V., Vimal, K.E.K. (2014), “Implementing lean sigma in an Indian rotary switches manufacturing organisation”, Production, Planning & Control, Vol. 25, No. 4, pp. 288-302.
    • Voss, C., Tsikriktsis, N. and Frohlich, M. (2002), “Case research in operations management”, International Journal of Operations and Production Management, Vol. 22, No. 2, pp. 195-219.
    • Ward, S.W., Poling, S.R., Clipp, P. (2008), “Selecting successful Six Sigma projects”, Quality, Vol. 47, No. 10, pp. 50-51.
    • Zhang, M., Wang, W., Goh, T.N., He, T. (2015), “Comprehensive Six Sigma application: a case study”, Production, Planning & Control, Vol. 26, No. 3, pp. 219-234.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article