Development and validation of DMAIC based framework for process improvement: a case study of Indian manufacturing organization

Pramod Kumar · Dharmendra Singh · Jaiprakash Bhamu

31 citations0/0 files storedInternational Journal of Quality & Reliability Management

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

Abstract

Purpose The purpose of this paper is to develop and validate an extended Define-Measure-Analyze-Improve-Control (DMAIC) based framework through a case study of an Indian fasteners manufacturing organization. Design/methodology/approach Research methodology is established on the development of the existing DMAIC framework through an extensive literature review of 25 LSS/DMAIC based frameworks and discussions held with practitioners. This paper also depicts a case study of Indian manufacturing organization for validation of the developed framework. Findings The study proposed an extended DMAIC based framework for effective implementation of Lean Six Sigma (LSS) methodology. Furthermore, this framework has been implemented successfully in the Indian manufacturing organization and showed encouraging results. The in-house rejections of Nut Cylinder Head (NCH) were brought down to 966 from 2910 PPM and sigma level was improved by 0.40. The case organization has achieved significant improvements in the process capability, customer satisfaction, and cost savings of US$ 0.25 million in one financial year. Intangible benefits like improvements in employee's morale, communication, housekeeping and decision-making capabilities were also observed significantly. Practical implications The proposed DMAIC based framework has been implemented successfully in the Indian case organization, and the results will enable the policymakers, specifically practitioners, to strategically leverage the resources for successful implementation of the LSS in healthcare, aerospace, service sectors etc. Originality/value This research develops a DMAIC based framework which can be used to implement LSS effectively in different industries. Moreover, the pre (initial/introduction) and post (validation/verification) implementation phase provides the top management, an edge to think strategically into broader improvement areas.

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References

2010Lean Six Sigma – getting better all the time 2010The evolution of lean Six Sigma 2014Critical failure factors of Lean Six Sigma: a systematic literature review 2016A framework for the integration of Green and Lean Six Sigma for superior sustainability performance 2013Lean, Six Sigma and Lean Six Sigma: an analysis based on operations strategy 2011A conceptual model for the successful deployment of Lean Six Sigma 2010A conceptual framework for critical success factors of lean Six Sigma 2017Application of value stream mapping (VSM) for lean and cycle time reduction in complex production environments: a case study

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