The Application of Lean Six Sigma by Using (DMAIC) Model: A Case study...

"The Application of Lean Six Sigma by Using (DMAIC)

Model: A Case study in the General Company for woolen

Industries-Iraqi Carpet factory"

Assistant prof. Dr. Raghad Yousif Gabrow Department

of Tourism, College of Tourism Siences AL-

Mustansiriyah University, Baghdad – Iraq

Abstract:

The purpose of this study is to motivate the Iraqi Companies,

especially the Iraqi woolen company which produce the carpet, the

Researcher aim to examine the production processes by using LEAN Six

Sigma tools and implicate the (DMAIC) Model.

Key words: *Lean Six Sigma, *DMAIC Model.

Introduction:

The Lean Six Sigma originally Created to eliminate and improve

manufacturing quality to no more than 3.4 defects per million

opportunities so the manufacturing factories have used the Lean Six

Sigma to support their growth strategy and maintain the quality standards

by using (DMAIC) Model. The research divided into two sections, the

first section explained the philosophy of Lean Six Sigma, the second

section is the practical side of the study. The Researcher used the

checklist which contains Lean events of Lean Six Sigma, by depending

on (DMAIC) Model.

The Methodology of the study

A: Importance of the study:

This study introduced to Iraqi woollen factory for carpet the approach of

lean six sigma as a quality measurement that represents 3.4 defects per

million opportunities.

So the results of the practical section would applicate and solve the

problems which related with the (DMAIC) model.

the author would like to thank AL-Mustansiriyah University (www.uomustansiriyah.

edu.iq) Baghdad – Iraq for support in the present work.

Journal of Xi'an University of Architecture & Technology

Volume XII, Issue IV, 2020

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B: objectives of the study:

(DMAIC) model represents a key aspect of lean six sigma by aplicating a

checklist to examine the five phases of (DMAIC).

C: The research problem:

After creating the process map for the carpet factory, the problem is: How

should the team improving the process by analyzing each part of it, by

ask questions about:

1. How it can be improved?

2. Is there an overarching problem with the entire process?

3. Are there steps that are unnecessarily complex? – or unnecessary

altogether?

First: The Theoretical Section

1- What is Six Sigma? Six Sigma is a Comprehensive and flexible system for achieving,

sustaining, and maximizing business success by minimizing defects and

variability in processes. (Krajewski et al; 2013, p: 184)

But (Boddy, 2017, p:417) defined Six Sigma as a method developed to

enhance the efficiency of manufacturing and administrative process.

Six Sigma is designed to create improvement on all processes by working

to identify defects and waste, and then finding ways to eliminate them.

(www.Creativesafetysupply.com)

The Six Sigma Concept is an integral part of other functions as well. It is

used in the finance and accounting departments to reduce Costing errors

and the time required to close the books at the end of the month (Reid&

Sanders, 2010, p:196)

1-1 : -Differing opinions of the definition of Six Sigma.

A. philosophy:

The philosophical perspective of Six Sigma Views all work as

processes that can be defined, measure, analyzed, Improved and

Controlled processes require inputs (x) and produce output (y), If you

Control the inputs, you will Control the outputs. This generally

expressed as:

(www.asq.org.quality-resources,2019, p:1-2)



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There are many Companies, use the process view and techniques

such as Six Sigma and Lean thinking to improve all its business

processes. (Schroeder, 2007, p: 12)

One of the most innovative developments to emerge out of the total

quality movement is the Six Sigma Concept introduced by Motorola.

The purpose of Six Sigma is to improve the performance of processes

to the point where the defect rate is 3.4 per million or less. It was

designed for use in high-volume production settings. It is important to

note that the Six Sigma Concept is a subset of the broader Concept of

total quality.

Six Sigma is a strategy within the Context of total quality that moves

the target to a much higher level of quality than many organizations

have achieved in the past. (Goetsch& Davis, 2006, p:27-28)

(Robbins et al;2017. P:490) specify the Six Sigma philosophy as a:

Quality standard that establishes a goal of no more than 3.4 defects per

million units or procedures.

B. Set of tools:

The Six Sigma expert uses qualitative and quantitative techniques

or tools to drive process improvement.

Such tools include (statistical process control) (spc), Control charts,

and process mapping.

C. Methodology:

This view of Six Sigma recognizes the underling and rigorous

approach known as DMAIC. (asq.org/quality-resources,2019, p:2).

Six Sigma is an analytical method for achieving near-perfect results

on a production Line. Although the emphasis is on reducing product

variance in order to boost quality and efficiency. (wheelen et al;2015,

p:298).

The Confidence Level of Six Sigma is (99.99966) percent which

means that only (0.00034) percent chance of having defects, which

means the Significance Level of the process. (Panneerselvam &

Sivasankaran,2014, p:149). Figure (1) Explain the methodology of



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Figure (1)

Six Sigma methodology

Source: www.Creativesafetysupply.com,2017, p:6

1-2 : History of Six Sigma:

1-2-1 : The term of Six Sigma:

The name of Six Sigma Comes from the Concept of standard

deviation, a statistically derived value represented by the lowercase Greek

letter sigma ( . The variation of processes and their output products is

typically measured in the number of standard deviations from the mean.

(Goestsch& Davis,2006, p:28)

The Sigma in Six Sigma refers to the Greek symbol ........ The six refers to

the number of standard deviation from a specification limit to the mean of

a highly capable process. (Foster,2010, p: 422)

1-2-2 : The History of 6 :

The term of Six Sigma was Coined by the Motorala Corporation in

the 1980s to describe the high level of quality the company was striving

to achieve. Sigma stands for the number of standard deviations of the

process. (Reid& Sanders,2010, p:195). In 1981, Motorola president

(Robert Galvin) Issued a challenge to his company: Improve performance

𝟔𝝈

Defect

Reduction

Cycle Time

Reduction

DMADOV

Define

Measure

Analyze

Design

Optimize

Verify

DMADV

Define

Measure

Analyze

Design

Verify

DMAIC

Define

Measure

Analyze

Improve

Control

DSSS+

Developing

Six Sigma

Software

CFPM

Cross

Function

Process

Mapping

Design &

Manufacturing

Designing

New Processes

Improving

Existing

Cross-Functional

Processes

Software

Development

Improving

Cross- Function

Processes



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tenfold over the next 5 years. Motorala responded and achieved the goal.

(Goetsch& Davis,2006, p:33)

In 1982 Motorola begun with Six Sigma as a program, that year,

Motoral’s CEO requested that costs be cut in half. (Foster,2010, p:424)

Motorola folt that this was not an acceptable risk for producing defects,

they introduced the Six Sigma level. This implies that the upper and

lower tolerance limits should be from the mean. (Khanna,2012,

p:126)

In 1986 Six Sigma introduced back by (Bill Smith& Mikel J Harry) who

where working for Motorola. They worked on improving the system over

time. (www.Creativesaftysupply.Comm2017, p:1)

In 1987 (Galvin) versed in some work being done in Motorala’s

Communications Sector with the goal of Six Sigma quality, called for (10

times improvement) in each of the next 2-year period, achieving Six

Sigma quality throughout the Corporation by 1992.

By 1993, many of Motorol’s manufacturing operations were operating at

or near Six Sigma. (Goetsch& Davis,2006. P:33)

By 1995, Six Sigma became an essential business strategy for General

Electric. While this a newer business strategy compared to many other, it

can actually be used along side many strategies such as lean, 5S, Kaizen,

and many others. (www.Creativesaftysupply,2017, p:1-2)

In the 10 years following Galvin’s Six Sigma challenge, and as a direct

result of the Six Sigma efforts, Motorola claims to have saved $414

billion: Sales were up by a factory of five, and profits increased by nearly

20% each year. (Geotsch & Davis,2006, p:33)

2: The Six Sigma effectiveness

Six Sigma is an advance quality improvement approach designed

to help tackle the most difficult quality problems. (Foster,2010, p:425)

Table (1) explain the Sigma levels.



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LSL Specification Range USL

𝝁

𝟑𝛔

𝟔𝝈 *LSL: is Lower specification Limit

*USL: is Upper specification Limit

Table (1)

Sigma levels and ppm Defects

Sigma level Long-term ppm Defects*

1 691, 462

2 308, 538

3 66, 807

4 6, 210

5 233

6 3,4

ppm= parts per million

Source: Foster,2010,"Managing Quality", p:425.

2-1 How Is Six Sigma Achieved?

Six Sigma Can achieved by improving process performance. But

improving processes to this degree can be difficult, and in many Cases

nearly impossible. On the other hand Six Sigma can be achieved with out

improving the process at all if the specification describing acceptable

product can be loosened enough to correspond to the original process’s

Sigma points (see figure 2) (Goestsch& Davis,2006, p:30)

Figure (2)

The histogram shows a 6 Sigma process achieved by broading the specification

range of product acceptability

Source; Goetsch& Davism2006,"Quality Management", p:30



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LSL

μ − 3σ mid scape

μ

(a)

Tree Sigma

Producing same

Product out of

Scape

USL

μ + 3σ LSL

μ μ − 3σ mid scape

μ

(b)

Six Sigma

μ + 3σ USL

μ

Producing almost

No Product

out of Scape

Six Sigma has morphed in to an Organization- wide program for

improvement involving hierarchical training (Foster,2010, p:425)

Figure (3) Explain Six Sigma Variation

Figure (3)

(Six Sigma Variation)

Source: Foster,2010,"Managing Quality", p:425

Assessing the Capability of a process first begins with establishing

whether it stable and free of external sources is causing special- Cause

variations to occur. in all Cases where a process is deemed to be stable

and normal, what it will do can be described by it’s standard deviation

and process mean (Kahraman& yanlk,2016, p:375)

So (panneerselvan & Sivasankaran,2014, p:201) Explain in their book:

"Quality Management" that the organizations should develop strategies to

maintain the relationship that the cost of improving the Quality is less

than savings due to the implementation of needy quality programs. This

approach requires use of modern quality management tools, Such as Six

Sigma, Lean Sigma, Kaizen, etc.

As we Can see in the pyramid in figure (4) the basic tools of quality can

be used to handle 90% of quality problems. Most of next 10% requires

advanced training and analytical techniques. (Foster,2010, p:425-426)



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Figure (4)

Six Sigma effectiveness

Source: Foster,2010,"Managing Quality", p:426.

2-2 Types of Six Sigma Belts (Extended Roles)

The Six Sigma system uses a series of (belts) similar to martial to identify

the skills and experience of those who manage projects for this system.

Here is a simple introduction to each:

a. While Belt: This is the introduction level to Six Sigma. These

people won’t run projects or even be officially part of Six Sigma

project team, but they have a basic understanding of the Concepts.

b. yellow Belt: yellow belt members will work as a project team

member, review processes, and support the team.

c. Green Belt: These individuals work on the team of Black belt

projects, and lead Green Belt level projects. They can also provide

guidance to lower belt.

d. Black Belt: Black belts lead problem solving projects, provide

coaching to others, and are generally seen as leaders within a

company.

e. Master Black Belt: Master Black Belts spend most of their time

training black and green belts.

outside

speciaLists

(< 1%)

Six Sigma

(< 10%)

Basic

Tools of Quality

(90%)



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They Can also be involved with the Six Sigma program to develop

metrics and strategies. (www.CreativeSafetysupply.com,2017, p:2)

They Key player in Six-Sigma programs are program champions,

"master black belts". Master black belts have extensive training in

statistics and use of quality use. They are teachers and mentors of black

belts. (Stevenson,2005, p:400)

Employees can use Six Sigma processes to remove defects from

services, not just products. A (defect) means failing to meet customer

expectations. (Solomon et. al;2008, p:280). For Six Sigma to succeed in

any organization: Top management must formulate and communicate the

Company’s overall objectives and lead the program for a successful

deployment. (Stevenson,2005, p:400)

3: Lean Six Sigma

3-1 The philosophy of lean:

Lean is based on the philosophical view of waste reduction. This

view states that anything in the process that does not add value to the

customer should removed. Thus the basic meaning of (Lean): is the

absence of waste. Its ultimate goal is achieve the highest quality at the

lowest cost.

As waste increases cost without adding value, is should be the key

target for elimination. (Maguad et al;2012, p:129)

3-2 : what is Lean Six Sigma?

Lean Six Sigma is a method that relies on a collaborative team effort to

improve performance by systematically removing waste, and reducing

variation. It Combines (Lean Manufacturing/ Lean enterprise/ and Six

Sigma to eliminate the eight kinds of waste:

Defects

Over-production

Waiting

Non-utilized Talent

Transportation

Inventory

Motion

Extra-processing (www.en.wikipedia.org,2019,p:1)



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In addition, quality improvement initiatives such as Total Quality

Management (TQM), Six Sigma, and (Lean Six Sigma) Could improve

the quality of the project’s management as well as the quality of the

project’s product. (PMBOK GUIDE, 2013, P:299)

Lean Six Sigma is a powerful, proven method of improving business

efficiency and effectiveness. (Burghall et al;2014, p:7-8)

3-3 The distinction between Six Sigma and Lean

A. Lean Six Sigma:

The term (Lean Six Sigma) is being used more and more often

because process improvement requires aspects of both approaches to

attain positive results.

So (Lean Six Sigma is a fact, data-driven philosophy of improvement

that values defect prevention over defect detection. It drives customer

satisfaction and Bottom-Line results by reducing variation, waste, and

cycle time, while promoting the use of work standardization and

Flow, thereby Creating a Competitive advantage. It applies anywhere

variation and waste exist, and every employee should be involved.

:

B. Six Sigma:

focuses on reducing process variation and enhancing process control,

whereas Lean drives out waste (non-value-added process and

procedures). (www.asq.org,2019,p:2)

3-4 The Key principles of Lean Six Sigma

Lean Six Sigma is a powerful, proven method of improving business

efficiency and effectiveness. here are the key principles of lean Six

Sigma:

Focus on the customer

Identify and understand how the work gets done (the value stream)

Manage, improve and smooth the process flow.

Remove Non-Value-added steps and waste.

Manage by fact and Reduce variation.

Involve and equip the people in the process.

Undertake improvement activity in a systematic way.

(Burghall et al;2014, p:68-69)

But



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3-5 The philosophy of lean

Lean is based on the philosophical view of waste reduction. This

view states that anything in the process that does not add value to the

customer should be removed.

Thus, the basic meaning of lean is the absence of waste. It’s ultimate goal

is to achieve the highest quality at the lowest cost.

Lean also focuses on creating flow by identifying the most effective and

efficient way of moving tangibles (products and services) as well as

intangibles (information and knowledge). Employee must work together

to identify and meet their customer’s needs. For this to happen, Leaders

must be able to match the expertise of their workers to the tasks at hand,

to build and nurture shared values among them.

Lean allows each person in the organization to reach his or her full

potential by striving for the best possible personal performance and by

engaging in the process of continuous learning.

The philosophy of lean is founded on a number of principles:

The first principle is that it is the customer who determines what is

of value to him or her.

Then those activities that do not add value to the process of

satisfying the Customer are removed or reduced.

The Lean philosophy asserts that people closest to the work are the

ones who know it best and are therefore best qualified to improve.

However, they first need training in the techniques of problem

solving and lean. (Maguad& Krone,2012, p:129-130)

(Roger Schroeder) explained the lean operations which concerned with

eliminating waste (non-value-adding) activities in every part of

operations and the business. Lean operations employ the Concepts of

(Just-in-Time) production and extend those ideas to identifying value

provided to the Customer along with lean thinking applied to every part

of business and the supply chain. (Schroeder,2007, p:14)

A new program called (Lean Six Sigma) is becoming increasingly

popular in companies. This program incorporates the statistical approach

of Six Sigma with lean manufacturing program. (wheelen et al;2015, p:299)



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ms

Lean thinking has wide applicability to any process in business including:

Administrative

Transactional

Services

And manufacturing process.

It can also be used with supply chain partners to help the entire supply

chain eliminate waste and create more value for Customer.

(Schroeder,2007, p:10-11)

Figure (5) summarized the philosophy of lean Six Sigma

+ 𝟔𝝈 = 𝟔𝝈

Lean

Create value for Customer

by minimizing waste.

Six Sigma

Reduces defects

by effectively solving proble

Lean Six Sigma

Lean accelerates Six Sigma

Solving problems and improving

Processes is faster and more efficient

Figure (5)

The philosophy of lean Six Sigma

Source: www.GoleanSixSigma.com,2018,p: 1)

4: The organization of lean Six Sigma

The lean Six Sigma is a tool that used by businesses in order to streamline

manufacturing and production process. According to the lean

methodology the organization determine if something has value by taking

into consideration whether or not a consumer would be willing to pay for

it. This helps the organization to ensure that the process is profitable and

that the business flow runs smoothly.

If the organization is looking for a new implementation to have the

business running more smoothly and to reap additional benefits like:

An increase in employee satisfaction

Customer loyalty

And productivity

Then the lean Six Sigma may be the right fit for the organization.



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MBB

Black Belt trained with at

least two years experience.

Teaches Lean Six Sigma

4-1 : Lean Six Sigma Organization structure

Lean Six Sigma is a quality measurement that represents 3.4 Defects per

Million opportunities, but the organization can use lean Six Sigma

methods to improve quality and performance in varying degrees based on

the needs and objectives of a business or project.

The tools required depend on the project requirements and team roles

depending on training and experience programs.

(www.smartsheet.com,2019,p:1)

For instance, as an organization being to reduce its waste, it increases

employee productivity. This happens because, with less waste, there is

less rework. The organization which used lean Six Sigma also increases

employee motivation, which often affects employee satisfaction.

(www.diamondstrategygroup.com,2018,p: 2-3)

Figure (6) explain the lean Six Sigma organization structure.

Figure (6)

Lean Six Sigma organization structure

Source: www.engineering.com,2016,p:2

Yellow Belt Lean Six Sigma awareness

Focus on tools, DMAIC

and Lean principles application

Green Belt

Black Belt Full time project leader



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4-2 The Laws of Lean Six Sigma

when working on implementing Six Sigma it is important to Learn about

the five principles that are used. These principles help to ensure every one

involved is able to effectively use the strategies, These principles are as

follows:

Law of Market

Law of Flexibility

Law of Focus

Law of Velocity

Law of Complexity (www.Creativesaftysupply.com,2017,p:2-3)

4-3 The Tools used by an organization for Lean Six Sigma

Lean Six Sigma is used by organizations to cut production Costs, improve

quality, speed up, stay Competitive, and save money.

5S: The five S’s of Lean Six Sigma

5S: is a Lean practice used to keep production workspace orderly and

keep workforce committed to maintaining order. Table (2) explain the

(5S) which attained by organizations to Creating a well balanced and

organized solution.

Table (2)

5S of Lean Six Sigma

5S (Japanese)

5S (English)

Definition

Seiri Separate or

Sort Separating needed tools, parts, and instructions from unnecessary items

Seiton

Straighten

Setting things in order, creating optimal boundaries, and locations for each item in a

work area

Seiso Shine Cleanliness of the work space after each day

to maintain order

Seiketsu

Standardize Reminds people to conduct Seiri, Seiton, and

Seiso to maintain the work place and pristine condition

Shitsuke

Sustain Ensuring that the organization has the

discipline to sustain the habitat of sorting,

organizing, and cleaning.

Source: www.en.wikipedia.org,2019,p: 3



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3- shine 4-

standardize

2- strighten 5- sustain

1- Sort

The five S’s helps the Organization to make the process can be streamlined

by eliminating unnecessary steps. (Maguad& Krone,2012, p:130)

But (Krajewski et al;2013,p: 302-303) Explained the five S (5S) as a

methodology for:

* organizing *cleaning *developing, and sustaining a productive work

environment.

It represents five related terms, each beginning with as S that describe

workplace practices conductive to visual controls and lean production. As

shown in figure (7).

Figure (7)

5S practices

Source: Krajewski et al;2013, "operations Management", p:303

The (5S) is a tool to determine whether or not the standards of (5S) [sort,

set-in-order, shine, standardize and Sustain] are baing met in a physical

manufacturing environment. (Swan,2016, p:1)

5. DMAIC Model:

DMAIC is one of the core techniques behind any process improvement,

particularly in Lean Six Sigma. (Henshall,2017, p:1)



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5-1 what is DMAIC?

The Lean Six Sigma (DMAIC) process is an improvement system for

existing process falling below specification and looking for incremental

improvement. It is systematic, scientific and fact based. This closed-loop

process eliminates unproductive steps, often focuses on new

measurements and applies technology for improvement.

(Panneerselvam,2013, p: 549)

(DMAIC) is a data driven improvement cycle designed to be applied to

business processes to find flows or inefficient-particularly resulting in

output defects- and to combat them.

(DMAIC) stands for:

1. Define

2. Measure

3. Analyze

4. Improve

5. Control (Henshall,2017, p:2)

5-2 The phases of DMAIC

(DMAIC) consists of the following five phases: -

1. Define: the project, the goals, and the deliverables to Customers

(internal and external).

2. Measure: the current performance of the process.

3. Analyze: and determine the root Cause of the defects.

4. Improve: the process to eliminate defects.

5. Control: the performance. (Kondalkal,2013, p:122)

However, when implementing Lean Six Sigma (LSS) into an existing

process, it is important to understand every (detail-part) of the: (Define

phase) of the (Define- Measure- Analyze- Improve- Control) which

called (DMAIC) method. one of the most effective ways of understanding

(DMAIC) is to creat a Lean Six Sigma process map.

(www.purdue.edu.com,2018, p:1)

Using Lean Six Sigma in the workplace (as shown in figure (8), which

explain the steps of the (DMAIC) cycle, an important tool used for

improving work processes. (www.CreativeSaftySupply,2019, p:2)



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Control Improve Analyze Measure Define

Figure (8)

(DMAIC cycle)

Source: www.CreativeSaftySupply.com,2019,p:1

Companies who implement lean Six Sigma still generally follow the

DMAIC process.

However, with lean, the focus of Six Sigma becomes more oriented

toward reducing wastefulness in organizations. (Foster,2010, p:428)

5-3 DMAIC Methodology

The phase of DMAIC methodology are:

The organization begin by finding areas of the business that need

improvement to meet business goals (Recognize). This approach leads the

organization to determine the specific problems to solve to improve

performance. Then the organization must determine a statistical solution

ANALY

IMOROVE

MEASURE 𝟔𝝈

CONTROL

DEFINE



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Obtain ongoing financial benefit

(support given from the “Belt”) Process Owner Control

Belt Improve

Solution to the problem

and a final report support

given from a “Champion”

Belt Analyze

Measure Belt

Project identification

And launch support given

From the “Belt”

Management Define

to solve the problem, implement the solution, and obtain the subsequent

benefits. (Burghall et al;2014, p:5) as shown in figure (9).

Figure (9)

The methodology of (DMAIC)

Source: Burghall et al;2014, "The key principles of lean Six Sigma", p:5.

Basically, Six Sigma methodology answers these fundamental and

Important questions.

Define phase: what is important?

Measure performance: How are we doing?

Analyze opportunity: what is wrong?

Improve performance: what needs to be done?

Control performance: How do we guarantee performance?

As shown in figure (10), the application of lean Six Sigma Institute, by

using DMAIC Mode



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Figure (10)

Lean Six Sigma Institute

Source: www.Sixsigmainstitute.com ,2004, p:2

(Thompson et al;2008, p:3396-397) Explained the Six Sigma’s (DMAIC)

process is a particularly good vehicle for improving performance when

there are wide variations in how well an activity is performed.

The project which applicates (DMAIC) Model gives the sponsors and

stakeholders an update on how the project is progressing.

(Hessing,2014, p:1)

But (Munyai et al;2018, p:1) related the lean Six Sigma (DMAIC Model)

for improving productivity, as shown in figure (11)

Improve Improve

*Confirm key variables and quantity their

Effect on the CTQs

*Identify maximum acceptable ranges of

The key variables

Analyze *Explanation of the

Analyze variables that are

likely to drive

process variation

Control

Control

*Ensure that the

Solution is

sustained

*Shares lessons

Measure Define

Measure

*Identify processes that influence CTQs *Define defects

*Establish goals

Define

*Set expectations *Identify process to be improved

*Identify stakeholders



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Figure (11)

Lean Six Sigma DMAIC Model for Improving productivity

Source: Munyai et al;2018, p:1-2

6: Lean Six Sigma Process Map

6-1 : what is a process Map??

Process Maps are useful in any environment where Six Sigma

methodologies can be applied, from hospitals to manufacturing plants to

restaurants. In addition, Six Sigma process map can be implemented at

the beginning of a project or in the middle of an existing process to

improve outcomes. The type of process map that will be chosen will

depend on the complexity of the project, but each map should be

completed as follows: -

1. Determine the process boundaries

2. List all the steps in the process

3. place the steps in order

4. Utilize the right symbols

5. Check the work. (www.purdue.edu.com,2018, p:3)

ANALYZE A I IMPROVE

Competitiveness

Finance Government

Location

Layout

M Machinery Technology

Human C

DEFINE

D



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The Monitoring plan Map includes a high-level Swimlane Map of the

improved process. This map highlights the steps in the process that

require ongoing tracking in the Control phase. There should be a mix of:

* inputs *process *and output Measure that are reflecting in the

Monitoring and response plan. (www.GoleanSixSigma.com,2019, p:1)

The process map used as a template to help organize preparation

activities for reducing a process TimeLine. The document includes a

TimeLine, description of activities to be completed prior to an event, and

a standard process. (www.GoleanSixSigma.com,2014, p:1)

Ability to map process is important for any quality improvement

undertaking including lean Six Sigma projects.

Business process flow chart is a handy technique often used by lean Six

Sigma professionals to determine how exactly processes flow and what

needs to be fixed. (www.SixSigmatrainingfree.com,2019, p:1)

A Comprehensive process map helps a project team to drawing or

enhancing a map with a right amount of detail can give a Six Sigma

project team a common vision of how a process works. A project team

with a clear understanding of how the process works will most likely

produce better potential solutions. (Munk,2015, p:2)



Issn No : 1006-7930

Page No: 775

Needs of

quantity

Systematic Receiving of

wool from the Inventory

Inventory demand

cards document

1. Wool distribution among machines

2. Wool weighing

3. Wool dividing be weighing (320g)

for each machine

Move the wool to the second Machine By weighing (400g)

Link the wool

knotting them from

the machines

Finishing

Problems

Transporting

the wool for

storage

Transporting the finished carpet by Trucks

Raw Material Receiving

Second Section: The practical section

A- the process map in the Iraqi Carpet Factory

Figure (12)

The process map is Carpet Factory (Iraq)

Source: Factory records.



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B- Fishbone Diagram of Problems Analyzing

Quality

Supervisors Inspector

Lack of leadership

Company

employees

Wrong and careless

Lack of inspection

skills

Lack of Manpower

Skills

skills

Employee Attitudes

operations

Lack of interest

Not following procedures

Lack Of standards

applicating Lack of Decisions Making Lack of respocibility

Couse Effect Lack of Inventory

Location

Lack of quantity

Lack of Movement

of Batches

Lack of storage

Poor Materials cleaning

Poor

planning

Figure (13)

Fishbone Diagram of problems analyzing in the carpet factory

Source: Factory records



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C- The practical side To measure the gap in the woolen company among the production department,

the researcher used a checklist to measure the performance by using a

(5S Audit) which contains five checklists every checklist used as a standard to

evaluate the defect in products so the practical side in the study divided into five

tables to measure the gap as the following:

Table (3)

Separating or sort

1S # Check Item Description Score

0 1 2 3 4

S

O

R

T

1

Materials or part Does the inventory or in – process

inventory include and unneeded

materials or parts?

*

2 Machines or equipment

Are there any unused machines or other equipment around?

*

3 Jigs, tools, or dies Are there any unused jigs, tools, dies or similar items around?

*

4 Visual control Is it obvious which items have been marked as unnecessary?

*

5 Written standards Has establishing the 5Ss left behind any useless standard?

*

Sub Total

Source: www.5s.niftysol.com

Table (4)

SORT Sequence Items 0 1 2 3 4

Very Bad

Bad Average Good Very Good

1 Materials or part *

2 Machines or equipment *

3 Jigs , tools , or dies *

4 Visual control *

5 Written standards *

Weights 0 1 2 3 4

Frequency 0 2 2 0 1

Weights × Iterations 0 2 4 0 4

Weighted mean 2.50

match extent 0.50

Size of gap 0.50



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http://www.5s.niftysol.com/

We can notice from the table (4) which analyze the components of table (3)

related to (1s – sort ), that the gap size reached 50% against the extent of

conformity reached 50% the reasons because the size of Inventory and there is

many equipment and machines are out of work, so item (3) specified by 1- score

because there are tools around, but item (4) record 1-score of the 3 – items

above have been make as unnecessary, finally the item (5) record 4- score

because the left of useless standard.

Table (5)

Straighten


0 1 2 3 4

S

E

T

I

N

O

R

D

E

R

6

Location Indictors Are shelves and other storage

areas marked with location

Indictors and addresses?

*

7 Item Indictors Do the shelves have signboards showing which item go were?

*

8 Quantity Indictors Are the maximum and minimum allowable quantities Indicated?

*

9

Demarcation of

walkways and in-

process inventory areas

Are weight lines or other markers

used to clearly indicate walkways

and storage areas?

*

10

Jigs and tools Are jigs and tools arranged more

rationally to facilitate picking them up and returning them?

*

Sub Total

Table (6)

Sequence Items 0 1 2 3 4 Very Bad Bad Average Good Very Good

6 Location Indictors *

7 Item Indictors *

8 Quantity Indictors *

9 Demarcation of walkways and in-process inventory areas

*

10 Jigs and tools *

Weights 0 1 2 3 4

Frequency 2 0 2 1 0


Weighted mean 1.75

match extent 0.35

Size of gap 0.65



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Table (6) Explain the check items of the indicators (Location: score-2), Item

indicators (0), Quantity (indicators: score-2), in- process inventory areas : score-

0), and tools: score-3.

The gap value reached 65% against the extent of conformity 35% because the

Lack in Location indicators and Inventory areas.

The size of gap as the following table

Table (7)

Shine


0 1 2 3 4

S

H

I

N

E

11 floors Are floors kept shiny clean and free of

waste , water and oil ?

*

12 machines Are the machine wiped clean often and kept free of shavings, chips and oil?

*

13 cleaning and

checking Is equipment inspection combined with equipment maintains?

*

14 cleaning

responsibilities Is there a person responsible for overseeing cleaning operations?

*

15 habitual

cleanliness Do operators habitually sweep floors and wipe equipment without being told?

*

Sub Total

By this checklist the researcher examinee cleanliness of the work space

includes: * flour * machines * cleaning and checking * cleaning responsibilities

* and habitual cleanliness.

Table (8)

Sequence Items 0 1 2 3 4

Very Bad


11 Floors *

12 Machines *

13 cleaning and checking *

14 cleaning responsibilities *

15 habitual cleanliness *

Weights 0 1 2 3 4

Frequency 2 1 2 0 0


Weighted mean 1.25

match extent 0.25

Size of gap 0.75



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Page No: 780

After analyzing the 5S Audits of table (8) which tests the cleanliness items the

results were as following.

The weighted mean average = 1.25, the extent of conformity was = 0.25, and the size of gap was = 0.75

The table (8) attained a gap size reached 75% the means the wide defects in the

cleanliness scope.

Table (9)

Standardize


0 1 2 3 4

S

T

A

N

D

A

R

D

I

S

E

16 Improvement memos Are improvement memos regularly

being generated?

*

17 Improvement ideas Are improvement ideas being acted on?

*

18 Key procedures Are standard procedures clear, document and activity used?

*

19

Improvement plan Are the future standards being

considered with a clear

improvement plan for the area?

*

20 The first 3 5s Are the first 3 5s (sort, set locations and shine) being maintained?

*

Sub Total

The first item record (1- score), and the item of improvement ideas record

(0- score), the Third record (1- score), the item of improvement plan record

(0- score) the last item record (1- score)

Table (10) calculates gap size as following:

Table (10)

Sequence Items 0 1 2 3 4 Very Bad Bad Average Good Very Good

16 Improvement memos *

17 Improvement ideas *

18 Key procedures *

19 Improvement plan *

20 The first 3 5s *

Weights 0 1 2 3 4

frequency 2 3 0 0 0


Weighted mean 0.75

match extent 0.15

Size of gap 0.85



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Table (10) attained gap size reached to 85% against extent of conformity

reached to 15% that means there are many mistakes with maintain the

workplace.

Table (11)

Sustain


0 1 2 3 4

S

U

S

T

A

I

N

21 Training Is everyone adequately trained in standard procedure?

*

22 Tools and parts Are tools and Parts being stored correctly? *

23 Stock controls Are stock controls being adhered to? *

24 Procedures Are procedures up-to-date regularly reviewed?

*

25 Activity boards Are activity boards up-to-date and regularly reviewed?

*

Sub Total

The final table Examine the sustain of ensuring that the organization has

discipline to sustain the habit of sorting, organizing, and cleaning.

So table (11) summarized this by the items related to: * training * tools and

parts * stock controls * procedures and activity boards.

Table (12)

0 1 2 3 4

Sequence Items Very Bad


21 Training *

22 Tools and parts *

23 Stock controls *

24 Procedures *

25 Activity boards *

Weights 0 1 2 3 4

frequency 3 2 0 0 0


Weighted mean 0.50

match extent 0.10

Size of gap 0.90



Issn No : 1006-7930

Page No: 782

Table (12) specify the gap size as 90%, that means, there are many and many

problems contained the items in the table (12), related with training, tools, stock

controls, procedures, and activity boards.

Table (13)

The total gap

Sequence Items and tables Gap size

1 First 0.50

2 Second 0.65

3 Third 0.75

4 Fourth 0.85

5 Fifth 0.90

Total gap 0.73

Table (13) Calculates the total gap which reached 73% and the extent of

conformity was 17% because of the reasons that Explained by every table.

Third: Conclusions and Recommendations:

A- Conclusions:

1. The Iraqi Companies, especially the Iraqi woolen company has

weaknesses into the way of direction of Inventory.

2. The woolen company has no fitted indicators between Locations and

Quantities.

3. The company has no well-planned of cleanliness.

4. There aren't any plans to implicating the improvement ideas.

5. Most of employee in the woolen company with low level performance.

B- Recommendations:

1. The woolen company needs to set basics for just-in-time approach to

control the Inventory problems.

2. The company needs a long term plans to controlling the Quantities of

materials and parts among the warehouses and stores.

3. There is a strong need for participates among projects teams to receives

Just- in- Time training programs.

4. The company needs a long plans term to train the employee to be

responsible for lean six sigma.

5. There is a need for a plan to implementation the culture change.

6. Support change and develop a lean six sigma culture.

7. Build a training programs to attained a confidence and develop the

capability of employee to have a positive affect on their company.



Issn No : 1006-7930

Page No: 783

A- Books

(References)

1. "A Gyide to the Project Management Body of Knowledge"- AN American

National standard ANSI, (2013), project Management Institute.

2. Bodd, David, (2017), "Management: An Introduction", pearson /uk.

3. Burghall, Roger, Vince Grant, John Morgan, (2014), "Lean Six Sigma"

Business Transformation", dummies.

4. Foster, Thomas S., (2010), "Managing Quality: Integrating the supply

chain", PEARSON.

5. Goetsch David L. and Davis Stanley B., (2006), "Quality Management:

Introduction to Total Quality Management for production, processing, and

servies", prentic Hall.

6. Kahraman Cengiz & Yanik Seda, (2016), "Intelligent Decision Making in

Quality Management: Theory and Applications", Springer.

7. Khanna R.B. (2012), "Production and operations Management", New

Delhi.

8. Kondalkar V.G., (2013), "organization effectiveness and change

Management", Delhi.

9. Krajewski Lee J., Larry Ritzman, Monoj Malhotra, (2013), "operations

Management: processes and Supply chains", PEARSON.

10. Maguad Ben A and Krone Robert M., (2012), www,bookboon.com.

11.Panneerselvam R.& P.Sivasankaran, (2014), "Quality Management",

Delhi.

12. panneerselvam R., (2013), "production and operations management",

Delhi.

13. Reid Dan and Sanders Nada, (2010), "operations Management: An

Integrated Approach", John Wiley& Sons, Inc.

14. Robbins, Stephen, Mary Coulter, David Decenzo, (2017), "Fundamentals

of Management", PEARSON.

15. Schroeder, Roger G. (2007), "operations Management: Contemporary

Concepts and Cases", McGraw-Hill.

16. Solomon, Michael, Greg Marshall, Elnora stuart, (2008), "Marketing",

prentice Hall.

17. Stevenson, William J. (2005), "operations Management", Irwin.

18.Thompson Arthur, Strickland A.J., Gamble John E. (2008), "Carfting and

Executing strategy", McGraw-Hill.



Issn No : 1006-7930

Page No: 784

19. Wheelen, Thomas L., Hanger David, Hoffman Alan N., Bamford Charles

E, (2015), "strategic Management and Business policy", PEARSON.

B- Researches

20. Brow, Meghan, (2016), "Six Sigma Training for engineers and quality

professionals", www.engineering.com

21. Henshall, Adam , (2017), ،،DMAIC: The Complete Guide to Lean Six

Sigma in 5 key steps www.process.st\dmaic\.

22. Hessing, Ted, (2014), "DMAIC Tollgate Reviews",

www.6 studyGuide.com

23. Munk, Jared, (2015) ،،Here’s why you need a process map’’,

www.sixsigmadaily.com.

24. Munyai, Thomas, Kgashane Stephen, Charles Mbohwa, (2018), "Lean Six

Sigma Model for Improving productivity rate of steel Manufacturing

SME".

25. Swan, Elisabeth, (2016), ،،what is 5S manufacturing Assessment?’’

www.Goleansixsigma.com.

C - electronic References:

26. "Is lean Six Sigma Right for your organization?", (2018),

www.diamondstrategygroup.com

27. "Lean Six Sigma", (2019), www.en.wikipedia.org

28. "Six Sigma DMAIC Cycle poster", (2019), www.Creativesaftysupply.com

29."Six Sigma methodology", (2004), www.SixSigmainstitute.com

30."Six Sigma principles", (2017), www.Creativesaftysupply.com

31."what is Six Sigma", (2019), www.asg.org/quality.

32. “5s Audit”, (2019), www.niftysoI.com

33. “How lean and six sigma work together”, (2019), www.smartsheet.com

34.“lean six sigma flow chart symbols ”, (2019),

www.six sigmatrainingfree.com

35.“Monitoring plan map”, (2019), www.GoleansixSigma.com

36.“process walk planning timeline”, (2019), www.GoleanSixSigma.com

37.“what is a six sigma process map”, (2018), www.purdue.edu

38.“what is lean six sigma?”, (2018), www.GoleanSixSigma.com



Issn No : 1006-7930

Page No: 785

http://www.engineering.com/

http://www.sixsigmadaily.com/

http://www.sixsigmadaily.com/

http://www.goleansixsigma.com/


http://www.diamondstrategygroup.com/

http://www.diamondstrategygroup.com/

http://www.en.wikipedia.org/

http://www.creativesaftysupply.com/

http://www.sixsigmainstitute.com/

http://www.creativesaftysupply.com/

http://www.asg.org/quality

http://www.niftysoi.com/

http://www.smartsheet.com/



http://www.purdue.edu/


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