Application of Six Sigma methodology in an Indian chemical company

Vishal Singh Patyal · Sachin Modgil · K. Maddulety

33 citations0/0 files storedInternational Journal of Productivity and Performance Management

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Quality and Supply Management Management and Optimization Techniques Management Systems and Quality Improvement

Abstract

Purpose The aim of this paper is to deploy Six Sigma (SS) methodology for addressing the customer complaints pertaining to Chemical-X in an Indian chemical company. Design/methodology/approach The study followed a structured Define, Measure, Analyze, Improve, Control (DMAIC) approach to address the customer complaints. The complaints have been classified into different categories along with a project charter in the define phase. In the measure phase, measurement system analysis (MSA) and supplier, input, process, output and control (SIPOC) have been applied. In the analyze and improve phase, why–why analysis, process capability study, how–how analysis, Gage repeatability and reproducibility and Taguchi design have been applied to optimize the manufacturing process parameters for Chemical-X. Lastly, in the control phase, validation of 20 batches has been piloted to validate the optimized parameters. Findings The findings of this study highlight the optimization and prioritization of the process parameters. It shows that humidity has the least impact on the manufacturing of Chemical-X, whereas shift type has the maximum impact. The experimental output indicates that the 1st Shift, the holding time after grinding should be twenty-four hours, and the temperature after grinding should be 40 °C to reduce the customer complaints concerning lumps formation in Chemical-X. Research limitations/implications The study is performed for a single product (Chemical-X). It has focused only from the manufacturing process view and not from the transportation, suppliers and downstream supply chain view. Originality/value A systematic and data-driven approach of the SS methodology ensured that the customer complaints due to lumps formation reduced from 5% (approx.) to 1% (approx.) which resulted in the cost saving of INR 4 million (approx.) annually.

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References

2002Six Sigma: a goal‐theoretic perspective 2007Six Sigma: Definition and underlying theory⋆2004Benefits, obstacles, and future of six sigma approach 2008The evolving theory of quality management: The role of Six Sigma 2010The evolution of lean Six Sigma 2014Critical failure factors of Lean Six Sigma: a systematic literature review 2005Demystifying productivity and performance 2019Zero defect manufacturing: state-of-the-art review, shortcomings and future directions in research

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