A lean six sigma framework for the reduction of ship loading commercial time in the iron ore pelletising industry

Article English OPEN
Garza-Reyes, J. ; Al-Balushi, M. ; Antony, J. ; Kumar, V. (2016)

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.
  • References (32)
    32 references, page 1 of 4

    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.

  • Metrics
    0
    views in OpenAIRE
    0
    views in local repository
    569
    downloads in local repository

    The information is available from the following content providers:

    From Number Of Views Number Of Downloads
    UWE Research Repository - IRUS-UK 0 569
Share - Bookmark