Reuse and recycling quality requirements established by standards and regulations for industrial reuse.
\r\n\tThere are a variety of approaches to reversing biodiversity loss, ranging from economic, to ecological and ethical. The utilitarian approach to conservation, bolstered by the concept of ecosystem services, can be utilized to improve the conservation case by supplementing the burgeoning biodiversity rhetoric. To address this issue, a pluralistic approach to biodiversity is required for conservation and sustainability.
",isbn:"978-1-80356-339-8",printIsbn:"978-1-80356-338-1",pdfIsbn:"978-1-80356-340-4",doi:null,price:0,priceEur:0,priceUsd:0,slug:null,numberOfPages:0,isOpenForSubmission:!1,isSalesforceBook:!1,isNomenclature:!1,hash:"ab014f8ed1669757335225786833e9a9",bookSignature:"Dr. Gopal Shukla, Dr. Jahangeer Bhat and Dr. Sumit Chakravarty",publishedDate:null,coverURL:"https://cdn.intechopen.com/books/images_new/11460.jpg",keywords:"Ecosystem Services, Intrinsic Value, Global Trends in Biodiversity Loss, Convention on Biological Diversity, Utilitarian Value, Biodiversity Conservation, Perception, In Situ and Ex Situ Conservation, Nature Conservation, Sustainable Development Goals, Drivers of Degradation, Prioritizing Biodiversity",numberOfDownloads:null,numberOfWosCitations:0,numberOfCrossrefCitations:null,numberOfDimensionsCitations:null,numberOfTotalCitations:null,isAvailableForWebshopOrdering:!0,dateEndFirstStepPublish:"February 17th 2022",dateEndSecondStepPublish:"April 22nd 2022",dateEndThirdStepPublish:"June 21st 2022",dateEndFourthStepPublish:"September 9th 2022",dateEndFifthStepPublish:"November 8th 2022",dateConfirmationOfParticipation:null,remainingDaysToSecondStep:"2 months",secondStepPassed:!0,areRegistrationsClosed:!0,currentStepOfPublishingProcess:4,editedByType:null,kuFlag:!1,biosketch:"Dr. Gopal Shukla, prior to becoming an assistant professor, has worked under NAIP (National Agricultural Innovation Project), NICRA ( National Innovations on Climate Resilient Agriculture), and SERB (Science and Engineering Research Board) projects. The focus of his research and development work is forest conservation. He has authored 75 research papers, 10 book chapters and has edited 5 books.",coeditorOneBiosketch:"Dr. Jahangeer is a Guest Associate Editor in Frontiers in the Environmental Science journal and is the first researcher to report the first time growing of Acacia dealbata Link. (Silver Wattle), an invasive species in the high altitudes of the Himalayas. He has 11 years of research and 8 years of teaching experience with a publication record of more than 60, including research articles, review papers, conference papers, and books of national and international repute.",coeditorTwoBiosketch:"Dr. Chakravarty, Ph. D., has a wide experience in forestry training, research, and development. He is currently working as a Professor in Uttar Banga Krishi Viswavidyalaya, Pundibari, Cooch Behar, West Bengal, India. He has conducted research on several aspects of forestry, agroforestry, medicinal plants, and climate change. 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These debates are fueled by issues such as water scarcity [1, 2, 3], climate change pressures, disordered urban development and increased domestic waste production and industrial [4, 5].
To minimize some of these impacts, especially water scarcity, the implementation of effluent reuse programs provides direct and indirect benefits, such as the integration and sustainable use of water resources; reduction of excessive abstraction of surface and groundwater; reduction of energy consumption and environmental protection, reinforced by the restoration of rivers, marshes and lagoons [5]. With advances in effluent treatment technologies [6] and the possibility of [7, 8], water reuse presents itself as a potential source for different sectors of society, especially for the industrial sector.
The industry has also sought to improve processes in terms of sustainability, such as measures to reduce waste and effluent production, to meet international and national market requirements, and to adapt to the new scarcity scenario water resources. A number of countries practice industrial water reuse [9] the United States, Japan, and Australia have projects with a high percentage of effluent reuse from commercial and residential water and sanitation facilities [5, 10].
The establishment of targets for reuse, expressed in terms of the percentage of municipal effluents, which are treated to obtain a high quality, for an advantageous reuse have been adopted by different countries. Australia, which reused about 8% of the treated effluent in 2012, set the goal of increasing this quantity to 30% by 2030. In the case of Saudi Arabia, about 16% of the effluent was reused in of expansion to 65% by the end of 2016. Singapore, reuse 30% of the effluent and has a plan to reduce its dependence on external sources. Israel has achieved 70% reuse of domestic effluents [8].
In the case of the fish processing industry, where water is used in abundance in the various stages of production (an average of 11 m3 ton of processed fish and 15 m3 tons in the case of shrimp processing). The adoption of measures to reduce waste and effluent production are needed [11, 12, 13, 14]. Under these circumstances, the use of reuse and recycling systems is promising to achieve these objectives and is important for achieving sustainable management [8]. In this industry, the large amount used leads to an increase in the volume of effluents generated, which, if not treated properly, lead to different impacts [7, 11, 12, 13, 15].
Evaluating alternatives for treatment of effluents capable of meeting technical, environmental and economic criteria implies the feasibility of reducing effluents and improving quality. The adoption of technologies and procedures that reduce the amount of water used. As well as the increase in reuse can characterize the implantation of cleaner production technologies in the industries, which not only confers the reduction of the direct and indirect costs of the process through the management of the consumption of water, energy and raw material used, as well as the efficiency of the enterprise.
As for the water consumption in the fish processing industries, it is known that the greater use is concentrated in the washing and cleaning steps. However, volumes used for the storage and refrigeration of fishery products should be considered for reuse [16], both before and during processing, as an important lubricant in the various stages of fish handling [16, 17]. As well as in waste management, which consists of scales, meat, bones, cartilage and viscera [11] and of the effluents characterized by high organic load and salts, which result in higher volumes of total suspended solids, biochemical oxygen demand (BOD) and chemical oxygen demand (COD) [11, 16, 18, 19] reducing the quality of these effluents. They are still rich in nitrogen and phosphorus, which when discharged can lead to eutrophication [12].
Other factors to be considered in production that will influence the effluent characteristics are the types of fish to be processed, the water supply system used and the volume of effluent generated [16, 18, 20]. The occurrence of these variables in the operational conditions makes it difficult to plan a single treatment unit capable of meeting the necessary requirements for all types of effluents produced in this type of industry.
When it is intended to employ water reuse systems in meat product industries, account should be taken of the limitation imposed by the regulations. Reuse in these industries is generally restricted to direct or indirect reuse for operations where water does not come into contact with the product being processed or, in some situations, with whom it is handled. There are also other barriers to the large-scale operationalization of these systems, such as insufficient policies to support the reuse of reclaimed water; lack of public awareness and acceptance; failures in risk management systems, among others [6, 8]. However, each industrial plant is unique, with size and quality of different effluents, therefore, generalizations about the use and effluent characteristics are difficult to measure, making treatment complex.
Another barrier is the environmental regulations, which focus on the discharge of effluents into the water bodies, not being considered, in most of these documents, the necessary criteria for reuse and recycling [21]. However, there are efforts by several countries. In Europe, the countries with more specific reuse regulations are Greece, Spain and Portugal, and have applied in different reuse modalities. Italian regulations also describe urban, agricultural and industrial uses, but industrial use is permitted if there is no direct contact with food [5]. In the United States, regulations are developed according to the criteria of each state. In the case of Australia, government agencies initiated a reform in water management in 1994, when measures were adopted to use alternative water sources and the development of guidelines for obtaining recycled drinking water [22, 23]. In number of reuse projects, Japan leads, with approximately 1800; followed by Australia with more than 450; then Europe, with about 200; the Middle East, with more than 100; Latin America, over 50, and Sub-Saharan Africa, with just over 20 [5].
Despite the legal limitations of reuse, countries have been regulating the practice (Table 1). In these places, reuse water is mainly applied to urban uses and agricultural irrigation. Although effluent reuse is a widespread and widely applied practice, it is necessary to remember that the accomplishment of treatment to suit the requirements of the next use or to the related regulations is indispensable.
Concentration limits | Application | Country |
---|---|---|
Fecal coliform <200 NPM/100 mL pH between 6 and 8 Turbidity <5 NTU Free residual chlorine between 0.5 and 1.5 mg/L | Class 1 water: used for car washing, direct contact of users with water, aerosol aspiration | Brazil |
Fecal coliform <500 NPM/100 mL Turbidity <5 NTU Free residual chlorine >0.5 mg/L | Class 2 water: used for washing floors and pavements, watering gardens, maintaining lakes and canals for landscape purposes, except fountains | |
Fecal coliform <500 NPM/100 mL | Class 3 water: used for flushing toilets | |
Fecal coliform <500 NPM/100 mL Turbidity <10 NTU Dissolved oxygen >2 mg/L | Class 4 water: reuse in orchards, cereal, fodder, cattle pastures and other crops through surface drainage or specific irrigation systems. | |
TSS: 35 mg/L Turbidity: 15 NTU | Cleaning process, but not for the food industry | Spain |
TSS: 35 mg/L Nematode eggs: 1 eggs/10 mL | Processing and washing water in the food industry | |
TSS: 5 mg/L Turbidity: 1 NTU Nematode eggs: 1 eggs/10 mL | Cooling towers and evaporative condensers | |
BOD ≤30 mg/L Thermotolerant coliforms ≤200/100 mL pH between 6 and 9 TSS ≤30 mg/L Minimum residual chlorine 1 mg/L | Cooling without recirculation | USA |
BOD ≤30 mg/L Thermotolerant coliforms ≤200/100 mL pH between 6 and 9 TSS ≤30 mg/L Minimum residual chlorine 1 mg/L | Cooling towers (variables depend on the rate of recirculation) | |
Cooling water | Greece | |
pH between 6 and 8.5 BOD: ≤10 mg/L (in 80% of samples) TSS: ≤10 mg/L (in 80% of samples) Turbidity ≤2 NTU | Use of single reticulated cooling water, cooling water for boilers, process water. |
Reuse and recycling quality requirements established by standards and regulations for industrial reuse.
The industrial sector has adopted water reuse programs (Table 2), as a tool for the economy, for sustainability, and for the preservation of water resources. In order to comply with the regulations for industrial reuse and potability, joint systems of treatments are required. However, conventional effluent treatment is not suitable for the application of the effluent treatment, since the use of a less expensive technology for the treatment of effluents when the reuse option adopted is less restrictive [8, 24]. As well as the reuse and/or recycle systems when it comes to the food industry, since it is necessary to meet the specific criteria [16, 27, 28]. Advanced treatment techniques capable of removing high levels of pollutants should be used [29].
Product or stage of processing | Type of water | Subsequent use | Reference |
---|---|---|---|
Beef processing | |||
Beef processing | Shower water from chiller | Reuse as warm water for cleaning and as water of constitution of boiler | [30] |
Beef processing | |||
Final effluent | Reuse in operation that does not require low concentration Total solid suspended (SST) and turbidity | [31] | |
Poultry processing | |||
Poultry processing | Pre-chiller water, effluent from gutter gutter; cooling chamber water and thawing; filter washing water | Recycle | [32] |
Fish processing | |||
Processing of crustaceans | Cooling water from crustaceans after cooking | Direct reuse in the crustacean cleaning step before cooking | [33] |
Fish processing | Process water from: vacuum or centrifugal pumping, evaporation (film evaporator or conventional) and drying (direct flame or steam) | Recycling, protein separation and subsequent incorporation into the processing | [34] |
Industrial recycling and reuse of treated effluents in food processors.
TSS, total suspended solids.
The choice of treatment technologies that best fits the reality of each industry does not depend exclusively on the level of removal to be achieved, since other technical, economic and environmental criteria also influence decision-making. In order to establish which treatment levels are adequate, tools capable of evaluating the technologies for applications in reuse projects can be employed. Compensatory models are an example; since they allow achieving results closer to what would be the ideal result, because they are more demanding in assessing the advantages and disadvantages of each attribute, which characterizes a multicriteria analysis (MCA). These models can be divided into three subgroups: (i) scoring models (such as simple additive weighting); (ii) compromise models (such as TOPSIS); and (iii) concordance models (such as ELECTRE and PROMETHEE) [35].
The PROMETHEE is a non-parametric method of classification, which uses the principle of superior classification to formulate a ranking of alternatives, suitable for problems in which a finite number of alternatives must be classified in relation to several, sometimes-contradictory criteria [36]. The PROMETHEE approach has the advantage of being easier to use and less complex than the ELECTRE approach, although they are part of the same principles of agreement. For this reason, its application in solving environmental problems is increasing [3, 35].
For the implementation of PROMETHEE, it is necessary to define the weights of the criteria adopted and the preference functions of the decision maker when comparing the contribution of the alternatives in terms of each separate criterion. ELECTRE is a method of overcoming based on the agreement analysis. The main advantage is that it takes account of uncertainties and inaccuracies.
By optimizing the way in which the industries treat the effluents, a reduction of the operational costs of the plant can be obtained, besides minimizing the generation and the volume of effluents, without sacrificing the value or quality of the product [37]. The multicriteria analysis can subsidize the choice of the technology that satisfies the most possible criteria (objective and subjective), considering aspects competing in the decision of the managers of these types of establishments. Among the alternatives of effluent treatment systems for the fish processing industry, it is possible to choose the technologies that have the highest levels of removal (Table 3), capable of producing reuse waters with higher quality, or by better meeting the criteria of greater relevance [38].
Treatment | Parameters | Removal | Reference |
---|---|---|---|
Coagulation/Flocculation with FeCl3 | SST BOD COD Oils and greases | 95.4% 89.3% 87.5% 92% | [39] |
Rotary bioreactor | COD | 98% | [40] |
Discontinuous mixed reactor and compact filter reactor | Ntotal Dissolved organic carbon | 99.9% 88% | [41] |
Bioreactor and ultrafiltration by membranes | COD | 92% | [42] |
Bioreactor; coagulation/flocculation/sedimentation; microfiltration by membranes | COD Dissolved solids Ntotal Ptotal | 100% 100% 93% 100% | [15] |
Sedimentation/flotation; coagulation/flocculation; biological treatment by activated sludge process; sand filter filtration; reverse osmosis and UV disinfection | Dissolved organic carbon Oils and greases SST Anions and cations heterotrophic bacteria | 99.9% 99.8% 98.4% 96% 100% | [13] |
Advanced treatment techniques for removal of high levels of pollutants.
TSS, total suspended solids; BOD, biochemical oxygen demand; COD, chemical oxygen demand; Ntotal, total nitrogen; Ptotal, total phosphorus; UV, ultra violet. Source: [43].
From the removal rate obtained by the different treatment systems, multicriteria analysis (AMC) can be employed to support the decision on the choice of wastewater treatment systems for reuse, considering the economic, technological and environmental criteria.
The AMC tool was employed to determine the best wastewater treatment technology from fish processing industries. The Visual PROMETHEE 1.4 program (implementation software of both the PROMETHEE method and the GAIA method) was used.
Economic [construction cost (CC) and operation and maintenance cost (CO&M)], technological [pollutant removal capacity (CRP), system complexity (COMP) and specialized MO (MOE)] and environmental (potability) aspects were adopted. [(PO), energy consumption (EC) and odors (OD)] [38].
It was postulated that the best system comprises efficient and low cost treatment and it was admitted that the economic and environmental criteria have importance and greater weight in the analysis. When considering obtaining a wastewater for potable reuse, deployment costs and removal efficiency were prioritized. While operation and maintenance costs were of intermediate importance, followed by the other criteria in order of importance. If potable reuse was not necessary, its weight was redistributed, prioritizing cost and removal efficiency criteria.
To analyze effluent compliance for reuse, the following standards and regulations were adopted (Table 1): Brazilian NBR Technical Standards 13969: 1997 [24], European Standards: Spain, Royal Decree 1620, [25] and Greece, Ministerial Decree [26], American Guidelines [8].
When the intended reuse was drinking, the Brazilian Ministry of Health (MS Ordinance No. 2914 [64]) was used, as well as to evaluate the potential for reuse of effluents in the most restrictive activities, such as preparation, handling and disposal fish packaging in processing industries.
For the use of potable reuse, from the effluent generated in the facilities of fish processing industries, the potability criterion (PO) was considered to be of greater relative importance, with a higher weight valuation than the others, given the restrictions imposed by the use itself and by rules and regulations.
Among the alternatives of effluent treatment systems for the fish processing industry, the technologies that presented the highest levels of pollutant removal were chosen (Table 3).
After processing the data by the AMC program used, it can be verified that the alternative that best meets the criteria listed for the importance weighting adopted was the effluent treatment system composed by the following technologies: bioreactor; coagulation/flocculation/sedimentation; microfiltration by membranes (Bio + Coag/floc/sed + Memb) [15], followed by sedimentation/flotation systems; coagulation/flocculation; biological treatment by activated sludge process; sand filter filtration; reverse osmosis and UV disinfection (Sed/Flot + Coag/floc + Sludge +Filtr + OsmRev + UV) [13].
It is noteworthy that the alternative Bio + Coag/floc/sed + Memb presented better overall performance, by better meeting the most relevant criteria adopted for drinking reuse. The criteria that most influenced the decision axes (Figure 1) were pollutant removal efficiency (CRP) and potability (PO).
Behavior of treatment alternatives proposed by Queiroz et al. [
For the reuse of non-potable water in less restrictive activities associated with the fish processing industry, such as use in water sanitation facilities, floor washing, garden irrigation and cooling and heating systems, potability requirements were not considered. Therefore, the valuation of the weights presented a redistribution of importance, prioritizing the criteria construction cost (CC), operation and maintenance cost (CO&M) and pollutant removal capacity (CRP).
As alternatives for effluent treatment systems, the same technologies were adopted when considering potability. For this case, the alternative that best meets the listed criteria for the importance weighting adopted was the effluent treatment system proposed by Fahim et al. [39]: coagulation/flocculation with FeCl3 (Coag/Floc), followed by the systems proposed by Artiga et al. [42]: bioreactor and ultrafiltration by membranes (Bio + Memb).
The reason for the alternative proposed by Fahim et al. [39] presented the best overall performance, by meeting the most relevant criteria adopted: construction cost (CC) and operation and maintenance cost (CO&M) and pollutant removal capacity (CRP). For and Artiga et al. [42] were the COMP, CC and EC criteria (Figure 2).
Behavior of Fahim et al. [
Even if the desired level of pollutant removal is reached, the use of clean technologies, which promote green innovation, together with the production process, should favor the sustainability of product transformation [44, 45]. Complex or simple technological investments, such as segregation of effluent, in processing contribute to cleaner production [44, 46, 47]. Segregation facilitates the treatment of the generated effluents [17] and can occur in the processing, through optimizations added to the production line.
In the case of the fish processing industry, several alternatives can be adopted such as alteration in the cutting machine; adjustment in the mechanized filleting machine; inclusion of waste separation ramp; [48] (Table 4). Allied operations are considered the minimization of waste generation, such as sieving; filtration; [49, 50] which reduce between 30% and 80% of the solid residues originated during fish processing [51, 52].
Technician employed | % Theoretical adopted | References |
---|---|---|
Screen | 31% a 60% | [46, 53] |
Linked screen with fil | 40% a 70% | [50] |
and catchment area | 100% | [54] |
Sieving conjugated with microfiltration, ultrafiltration, nanofiltration and reverse osmosis | 80% a 90% | [49] |
Screens | 25% a 60% | [29] |
Rotary filter | 15% | [45] |
Rotary sieve | 25% | [45] |
Nanofiltration conjugated prefiltration | 56%. | [54] |
Ultrafiltration | 36% | [54] |
Nanofiltration | 60% a 80% | [54] |
Dissolved air flotation | 30% a 90% | [29, 55] |
Coagulation-flotation | 90% | [56] |
Reverse osmosis | 97,50% | [54] |
Membrane filtration associated with electrocoagulation | 65% | [57] |
Ceramic membrane and electrocoagulation | 50% | [57] |
Ceramic membrane | 2% | [57] |
Dynamic membrane | 10% | [57] |
Flotation | 37% e 63% | [49] |
Screen | 10% a 20% | [49] |
Studies of the valuation of by-products of fish processing indicate that these can be used in the elaboration of new products, with low raw material and production costs, increasing the industry profit and reducing the environmental impact caused [17]. Among the alternatives for the reuse of waste generated by fish processing are the use for animal and human consumption and for biodiesel generation, which may contribute to the establishment of a sector committed to environmental issues [59, 60, 61, 62, 63].
The precise characterization of the effluents, including the daily volumes, flow rates and associated pollutant load, is fundamental for an efficient design of the treatment systems. The determination of the performance requirements of the treatment systems depends directly on a detailed assessment of the quality of the effluents to be treated.
The choice of the treatment system to be used with a view to reuse, capable of guaranteeing the project’s profitability and sustainability, is not a simple decision process, depending on the number of possible alternatives and criteria to be evaluated (such as economic, technical, environmental and social). In order to choose the most appropriate technologies for the treatment of effluents, it is necessary to define the intended destination, either for discharge into the water sources or for the application in reuse and/or recycling systems. Based on related regulations, the available technologies can be related to the levels of removal required.
The authors thank the National Council for Scientific and Technological Development for the productivity grant (Process 40.3291/2016-0).
The authors declare no conflict of interest.
In recent years, Lean Six Sigma have become the most popular business strategies for deploying continuous improvement [1] in manufacturing sectors, as well as in the public sector. Continuous improvement is the main aim for any organization in the world to help them to achieve quality and operational excellence and to enhance performance [2, 3].
It has changed manufacturing forever and from every aspect of the industry: from the people and the machinery to the logistics and administration. According to SAIL engineer Srivastva, “Machines mean nothing; if they are not efficient and calibrated—this is where the Six Sigma Methodology and the Machine Industry marry their goals for the betterment of the business industry”.
There is a misconception that Lean and Lean Six Sigma methodologies are only applicable to manufacturing or supply chain processes [4, 5]. However, these tools can be used within all aspects of a business [6]. The essential foundation needed for Lean and Lean Six Sigma methods succeed within all areas of a company is the capability to recognize waste, decrease the waste, and forcefully attempt to eliminate all activities that do not add value or increase customer satisfaction both within the company and outside.
These methods are not a new phenomenon. In fact, the Lean methodology has been an effective tool since the dawn of the industrial age [7, 8]. The idea of improving performance and meeting the expectations of customers while still improving the bottom line has always been the goal of businesses [9]. The evolution of Lean and Lean Six Sigma is based on understanding what methods or mixture of methods should be used to ensure the biggest impact to the business. The Six Sigma DMAIC (Define, Measure, Analyze, Improve, and Control) foundation is the base for our Lean training and service programs [10, 11].
Six Sigma basics are designed to improve manufacturing [12, 13]. This is a type of quality control that was originally developed for large scale manufacturers. It was intended to enhance processes and eliminate the amount of defects found within them. The Lean method is a philosophy centered around eliminating waste and providing the best customer experience [14]. According to the Lean manufacturing subject matter expert, there are eight kinds of waste: defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and extra processing.
Researchers believe that it is very important to conduct a comprehensive review in manufacturing field to understand the each aspect of Lean Six Sigma. Research on “Lean Six Sigma in manufacturing” is limited and state that no standard work done for such a combination exists.
Hence, the aim of this chapter is to address such gaps within Lean Six Sigma (LSS) and manufacturing that allow them to achieve the most benefits from this strategy, as well as to identify the gaps and give recommendations for future research. To achieve the overall aims of this chapter, the author has comprehensively reviewed the literatures in second section.
The concept of lean thinking can be traced to the Toyota production system (TPS), a manufacturing philosophy pioneered by the Japanese engineers Taiichi Ohno and Shigeo Shingo [15, 16]. The development of this approach to manufacturing began shortly after the Second World War while employed by the Toyota motor company [17]. Lean manufacturing extends the scope of the Toyota production philosophy [18] by providing an enterprise-wide term that draws together the five elements of “the product development process, the supplier management process, the customer management process, and the policy focusing process for the whole enterprise” [17]. Lean Six Sigma has been defined as “a business improvement methodology that aims to maximize shareholders’ value by improving quality, speed, customer satisfaction, and costs: it achieves this by merging tools and principles from both Lean and Six Sigma” [19]. Gershon and Rajashekharaiah [20] point out that “leading texts fail to define Lean Six Sigma as a unique methodology”.
Laureani and Antony [21] stated that “Lean Six Sigma uses tools from both toolboxes in order to get the best from the two methodologies, increasing speed while also increasing accuracy”. Both Lean and Six Sigma require a company to focus on its products and customers [19]. According to Stoiljković et al. [22], the concepts of lean and six sigma are intertwined in that Lean speed enables Six Sigma quality and Six Sigma quality enables Lean speed. Pepper and Spedding [17] and Ferng and Price [23] similarly identify that Lean thinking may be used to identify areas of improvement and set standards, while the Six Sigma methodology may be used for targeting them and for investigating deviations from said standards. The foundation of the lean vision is still a focus on the individual product and its value stream (identifying value-added and non-value added activities), and the main target of lean thinking is to eliminate all waste, or muda, in all areas and functions within the system [16, 17].
Lean Six Sigma is a combination of two powerful process improvement methods: Lean and Six Sigma [24, 25, 26]. It decreases organization’s costs by:
Removing “Waste” from a process: Waste is any activity within a process that is not required to manufacture a product or provide a service that is up to specification [36, 37].
Solving problems caused by a process: Problems are defects in a product or service that cost your organization money [36, 37] (Figure 1).
Lean, six sigma and lean six sigma. Source: [
Lean and Six Sigma are the two most important continuous improvement (CI) methodologies for achieving operational and service excellence in any organization [29, 30, 31, 32, 33]. LSS is the fusion of two most powerful process excellence methodologies, namely, Lean and Six Sigma [24].
According to Sokovic and Pavletic [34]
Six Sigma is a well-established approach that seeks to identify and eliminate defects, mistakes or failures in business processes or systems by focusing on those process performance characteristics that are of critical importance to customers’ [35]. It is a statistical methodology that aims to reduce variation in any process, reduce costs in manufacturing and services, make savings to the bottom line, increase customer satisfaction, measure defects, improve product quality, and reduce defects to 3.4 parts per million opportunities in an organization [35, 36].
The high cost of Six Sigma training is a barrier for many organizations to deploy this methodology [37, 38]. In fact, deploying Six Sigma in isolation cannot remove all types of waste from the process, and deploying Lean management in isolation cannot control the process statistically and remove variation from the process [35]. Therefore, some companies have decided to merge both methodologies to overcome the weaknesses of these two methodologies when they have been implemented in isolation and to come up with more powerful strategy for continuous improvement and optimizing processes [35, 39, 40]. In fact, LSS are completing each other and there is an obvious relation between both methodologies, which makes it possible for the synergy of the two methodologies (see Figures 2 and 3). Therefore, the integration of these two approaches gives the organization more efficiency and affectivity and helps to achieve superior performance faster than the implementation of each approach in isolation [30, 35, 41].
Concept of lean six sigma. Source: [
Lean and six sigma popularity and integration. Source: [
Salah et al. [30] has indicated that the integration of lean and Six Sigma is the solution to overcome the shortcomings of both, as they complete each other. This integration helps companies to achieve zero defects and fast delivery at low cost. According to Bhuiyan and Baghel [42] the combination of this two is the way for organizations to increase their potential improvement.
The integrated approach to process improvement (using Lean and Six Sigma) will include:
Using value stream mapping to develop a pipeline of projects that lend themselves either to applying Six Sigma or Lean tools [34, 43].
Teaching Lean principles first to increase momentum, introducing the Six Sigma process later on to tackle the more advanced problems [34, 43].
Adjusting the content of the training to the needs of the specific organization—while some manufacturing locations could benefit from implementing the Lean principles with respect to housekeeping, others will have these basics already in place and will be ready for advanced tools [34, 43].
The following roadmap provides an example for how one could approach the integration of Lean and Six Sigma into a comprehensive roadmap (Figure 4).
Integrating lean and six sigma roadmap. Source: [
Therefore, many manufacturing firms are looking for an approach that allows to combines both methodologies into an integrated system or improvement roadmap [44, 45]. However, the differences between the Six Sigma and Lean are profound (Table 1).
Lean | Six sigma | |
---|---|---|
Goal | Create flow and eliminate waste | Improve process capability and eliminate variation |
Application | Primarily manufacturing processes | All business processes |
Approach | Teaching principles and “cookbook style” implementation based on best practice | Teaching a generic problem-solving approach relying on statistics |
Project selection | Driven by value stream map | Various approaches |
Length of projects | 1 week to 3 months | 2–6 months |
Infrastructure | Mostly ad-hoc, no or little formal training | Dedicated resources, broad-based training |
Training | Learning by doing | Learning by doing |
Comparing lean and six sigma.
Source: Prepared by the author.
Duarte [46] identify that Lean Six Sigma has become a widely recognized process improvement methodology and has been adopted by many companies like Ford, DuPont, 3 M, Dow Chemicals, and Honeywell etc. At present, the methodology of Lean Six Sigma has been carried out in 35% of companies listed in the Forbes top 500 [46]. He illustrates how Lean tools can be incorporated into the Six Sigma DMAIC (Define, Measure, Analyze, Improve, and Control) cycle (Figure 5).
Integrating lean tools and six sigma DMAIC cycle. Source: [
In the efforts to draw nearer to customers, several manufacturers have lost focus on what ought to be a company’s primary success factor—profitable growth. In today’s competitive manufacturing environment, it takes more than quick fixes, outsourcing and downsizing for firms to systematically achieve their growth and profit objectives [47]. Whereas these choices could yield temporary financial relief, they will not lead the way to long-term growth and profitability. Therefore, they have to bring lean to grow and continually exceed bottom line expectations; and to bring lean they must master eight basics of Lean Six Sigma for manufacturing.
In digital and cloud based environment, the physical database is replaced by a virtual database. Data are transferred throughout the cloud computing [48]. Organizations were led to believe that computerized systems would provide the solution to all growth and profit challenges. Material requirements planning (MRP) and enterprise resource planning (ERP) system gurus assured companies that if they implement their software programs at bottom line, would take care of itself. In a typical company, converting the quarterly financial forecast into reality still requires overtime, internal/external expediting, last minute “on-the-run” product changes and even some “smoke and mirrors” from time to time [49]. Results are scrap, rework and warranty costs that negatively impact profitability and quality, and shipment problems that deliver less than acceptable customer satisfaction [47]. Companies have spent thousands of dollars in pursuing MRP and ERP only to see growth and profits decline due to uncontrolled operating costs that produced non-competitive pricing [39, 40]. Thus, softwares can be a solution for these problems, and eliminate the root causes of ineffective systems and processes.
Manufacturers can get the root causes by in-depth understanding of the fundamentals of Six Sigma and then a total reliable commitment and determined execution of eight basics of Lean Six Sigma. Like renowned football coach Vince Lombardi, who achieved success by having his team focus on the mastery of football basics, manufacturing teams need to focus on the mastery of the Lean manufacturing basics. These basics require proactive planning and inflexible implementation that demands leadership above and beyond just satisfying day-to-day accountabilities. Some managers cannot imagine the benefits of mastering manufacturing basics. Others simply cannot find the time. Like practicing blocking and tackling in football, it is not exciting. And like most football heroes, managers prefer to run with the ball. But without the solid execution of Lean Six Sigma basics, companies will seldom achieve their full growth and profit potentials [44, 47]. Here are the eight basics of Lean Six Sigma which every manager should know and implement:
Lean six sigma principles mainly refer to process improvements, although their practical implementation has different impacts according to different organizational models [56]. Leaders at all levels are working to integrate lean and Six Sigma principles into all business processes, including product design and development, integrated supply chain, marketing and sales, customer service, infrastructure, governance and strategy deployment [57].
According to Lucid chart Content Team, for a process stream that produces the best results; consider the following Lean Six Sigma principles for your organization.
Womack and Jones [59] has summarized five Lean Six Sigma Principles in “Lean thinking—banish waste and create wealth in your corporation” as follows:
Womack et al. [60] defined the five principles of Lean manufacturing in their book “The Machine That Changed the World”. The five principles are considered a recipe for improving workplace efficiency and include: (1) defining value, (2) mapping the value stream, (3) creating flow, (4) using a pull system, and (5) pursuing perfection. The principles encourage creating better flow in work processes and developing a continuous improvement culture. By practicing all these five principles, an organization can remain competitive, increase the value delivered to the customers, decrease the cost of doing business, and increase their profitability. These Lean principles can be applied to any process to reduce the wastes (Figure 6).
The five lean principles [
Lean six sigma is a systematic data driven methodological philosophy centered around eliminating waste, reducing process variation [61] and providing the best customer experience [45]. According to the Lean method, there are eight kinds of waste: defects, overproduction, waiting, non-utilized talent, transportation, inventory, motion, and extra processing [62]. Lean six sigma is a structured problem solving methodology [63]. The lean six sigma framework aim at providing an effective approach to integrating lean and six sigma [65]. It uses the DMAIC phases similar to that of Six Sigma [32]. Problem solving in lean Six Sigma is done using the DMAIC framework. It has been implemented and verified at one engineering company in UAE [32]. The results show that the process “Make-to-Order (MTO) projects” has a long lead-time [32]. The main causes of the long lead-time are the subcontractors, the customers, and the company-implemented procedures [32]. Using the framework, it was possible to identify the most significant reason for the long lead-time, analyze the root-cause(s), suggest three relevant solutions and select the most preferred one [32]. In this methodology framework application, lean-production, six-sigma, balanced scorecard, simulation and cost benefit analysis tools were used.
A study was conducted in India by Ben Ruben et al. [61] using DMAIC framework methodology and validated practically to provide both operational and environmental benefits. The framework is validated with an industrial case study conducted in an Indian automotive component manufacturing firm/organization located at Tamilnadu. The firm manufactures high precision transmission. On the successful deployment of the framework, the internal defects was brought down to 6000 ppm from 16,000 ppm and environmental impacts was reduced to 33 Pt from 42 Pt. Deployment of the developed framework helped in improving the firm’s sigma level and also reduced the overall environmental impacts. In this research different lean six sigma tools were used at different level/phase like-Value Stream Mapping (VSM), 5S, Kaizen, Cause and effect diagram, Quality Function Deployment (QFD), High level SIPOC, Eco-QFD, Pareto chart, Environmental VSM (current level), life Cycle Impact Assessment, Brainstorming, Design of Experiments, Cost benefit analysis, Design for Environment, Life Cycle Interpretation, Environmental VSM (Future level), 7s practices, Standard operating Procedure (with environmental metrics) and Performance evaluation tools.
Thus, using the framework methodology the user will have a systematic approach for continues improvement. Because, this framework also allows the user identify the process problem(s) and solve them effectively [32]. There are five stages in this framework. They are Define, Measure, Analyze, Improve, and Control [66] (Figure 7).
Lean six sigma framework and methodology. Source: [
Hill et al. [45] has developed an initial conceptual Lean Six Sigma Framework (LSSF) and undertook a series of iterative developments in an attempt to improve its effectiveness and suitability to Maintenance Repair and Overhaul (MRO) implementation. Hill et al. [45] describes the novel implementation of an integrated LSS framework and outlines how it was used to identify the factors that affect supply chain performance in an aerospace Maintenance Repair and Overhaul (MRO) facility. It shows how each of the Six Sigma DMAIC phases are applied systematically to each of the Lean stages. Stage (0) of the LSSF was the starting point of the implementation stage.
Integrated generic lean six sigma framework (LSSF). Source: [
Hill et al. [45] outlined the application and measures the effectiveness of the integrated LSS framework through its ability to achieve new and enhanced performance through simultaneously reducing late material calls and reducing and stabilizing Order To Receipt (OTR) times.
Lean and Six Sigma both have their own set of tools and techniques that can enhance a company’s objectives for value and profit enhancement [24]. Lean six sigma consists of many tools and techniques for continuous improvement such as the Kanban system, 5S, Cause and Effect analysis (C&E), Value Stream Mapping (VSM) and many others [35, 36]. According to Brazilian publications, there are six most frequently tools used in LSS applications: “Control Charts”, followed by “Value Stream Mapping”, “DMAIC,” “Kaizen,” “Ishikawa Diagram,” and “Histogram;” and Control chart is the top ranking tool [33]. DMAIC is a five step method for improving existing process problems with unknown causes. DMAIC define and quantify the problems; identify cause of the problems; implement, verify and maintain the solutions. The DMAIC or DMADV toolkit comprises all the Six Sigma and Lean tools [10], and the success factors of lean six sigma is their ability to use the toolbox in a systematic and disciplined manner [10]. Quality Function Deployment (QFD), Failure Mode and Effect Analysis (FMEA), Statistical Process Control (SPC), Design of Experiments (DOE), Analysis of Variance (ANOVA), Kano Model, etc. statistical tools and techniques reduce variation in any process, reduce costs in manufacturing and services, make savings to the bottom line, increase customer satisfaction, measure defects, improve product quality, and reduce defects to 3.4 parts per million opportunities in an organization [35, 39]. Some of these tools have adopted from TQM as Six Sigma in itself has derived from the TQM movement. All the tools and techniques are shown in Table 2.
Lean Six Sigma (LSS) tools | Author(s) |
---|---|
Control Charts | [10, 24, 33, 67] |
Value Stream Mapping (VSM), Box plot, Process mapping, Standardized work, Scatter diagram, Cause and effect matrix (C&E analysis), Kanban system, Hypothesis Testing, Process Flow Diagram, Quick, 7 waste analysis, Heijunka | [10, 24, 31, 35, 67] |
DMAIC or DMADV | [10, 24, 67, 68] |
Kaizen, Single Minute Exchange of Die (SMED) | [24, 67, 68] |
Ishikawa Diagram, Histogram, Stratification | [10, 24] |
Pareto Chart, E-Kanban system, SOP, Check sheet, VOC translation matrix, Three diagrams, Brainstorming, SIPOC Diagram | [10, 24, 31] |
Current state map, Spaghetti diagram, Poka-yoke | [24, 67] |
5S, 5 Whys, XY matrix, FMEA, ANOVA, Design of Experiments (DOE), Rootcause Analysis, Mistake proofing, VSM, Pareto chart, CTQ analysis, Root-cause analysis, Jidoka | [10, 24, 31, 35, 67] |
Process Capacity Analysis, Cause and effect diagram | [10, 24, 31] |
Changeover, Total Productive Maintenance (TPM), Line balancing; Cellular manufacturing, | [24, 67] |
Critical to Customer Tree—VOC/VOB | [24] |
OEE, DMADV, Autonomation (Jidoka), Visual management | [24] |
5W1H, JIT, Regression analysis, QFD, Statistical Process Control (SPC), Kano Model, Gemba (Go & See) | [24, 31, 35, 39, 67, 68] |
Confidence Interval, Continuous Flow, Benchmarking | [24] |
Impact Effort Matrix, PDCA, DFSS, Production Leveling, Lean Office, Solution Prioritization Matrix, Matrix Diagram, | [24] |
QCC (Quality Control Circle), Cellular Layout, Milkrun, Mizusumashi | [24] |
Andon, QC Story, Routine Management, R&R, Gantt Chart | [67] |
Relationship Diagram, Stratification, Cross-functional Team, Theory of Constraints (TOC) Principles, A3 Form, Affinity Diagram | [67, 69] |
Identified lean six sigma tools and techniques.
Source: Prepared by the author.
There are many studies have been conducted on critical success factors of LSS. Author has shown critical success factors that were identified by previous researchers. Some of the predominant CSFs are discussed in this section.
Most studies on critical success factors (CSFs) have found senior management involvement and commitment as a CSF in the implementation of lean six sigma projects [10]. Carleysmith et al. [70] and Mustapha et al. [10] noted that senior support as a critical factor that enables the process of LSS implementation. Mustapha et al. [10] also identified senior management supports as the most vital institutional factors which enable implementation of the LSS framework. Delgado et al. [71] says that the role of management is influencing the practice and guiding organizational culture to help the organization in closing the gap and proposing ideas for improvement.
According to Mustapha et al. [10] and Sharma [72] senior management involvement ensures the benefit of the program to the company by facilitating trust and communication. Senior management motivates to the team members, enables them to use procedures and methods for better quality. They also ensure recognition, which leads to effective and quicker change toward greater innovation [10]. Mustapha et al. [10] and Zu et al. [73] have also considered Management decisions and Organizational infrastructure in the lean critical success factors.
Näslund [68] frequently mentioned CSFs include the importance of a vision and strategy, top management support and commitment, importance of communication and information, and so forth. According to Mustapha et al. [10] linking business strategy with continuous improvement strategy is important. A clear and solid combination of LSS with the company’s corporate strategy is the most critical factor for successful implementation.
Kumar et al. [74] and Mustapha et al. [10] note that stress on overall program success and short-term successes are important in the initial stages of LSS to ensure members’ interest in the lean project. Apart from these LSS projects also need champion or sponsors who provide direction to the implementation team, find resources and plan for the project [10]. The readiness of the company is also a critical in lean implementation [10, 68, 75].
For the successful implementation of change effort, different education and training are also most required factors [68, 72, 74]. Education in a systems and process view of organizations answers the questions why the change of the system is needed, how it is supposed to change, and what the benefits will be to the system [68]. This education can also prepare the organization for change and create the readiness for change [68].
Customer satisfaction as the central goal of LSS, Cultural change and a transformation of attitudes of the employees [10, 74], productive teamwork [76], LSS working groups [74], duties and responsibilities of team players [74], Integration of LSS with the performance management process [10] and integration of human and process elements of improvement [10, 77] are the key element for the effective implementation of LSS programs. Because when these elements are combined with other aspects of LSS, it would produce its successful implementation in an organization.
Lean Six Sigma combines the strategies of Lean and Six Sigma [30]. It has rapidly established itself as the key business process improvement strategy of choice for many companies [45]. In general, the approach has been to align Lean Six Sigma deployments with the strategy of the organization [46]. The strategy usually includes a plan that addresses the high level goals of the organization [46]. Strategic objectives are then broken down into routine metrics at the operational level. In classic Six Sigma terminology the “Big Y” is broken into “smaller y’s” and plans are put in place to address each “small y” at the operational level. The majority of the companies use this approach in creating a Six Sigma portfolio that helps meet the strategic goals of the organization [46]. Both Lean and Six Sigma are key business process strategies which are employed by companies to enhance their manufacturing performance [78]. Table 3 illustrates different deployment approaches that are used along with some of the pros and cons of using the approach [46].
Lean six sigma deployment strategies. Source: [46].
Some companies use a top-down LSS deployment approach which is driven by strong governance [46]. For example: General Electric. This approach requires strong executive commitment and company wide acceptance to change [46].
The reasons for deploying LSS often include poor financial performance, retreating customer satisfaction, increased rivalry or the existence of a burning problem area [46]. There is not a single method that fits all Lean Six Sigma deployments. There are various deployment models that are broadly used in the industry today. Figure 9 illustrates a deployment strategy that includes a few concepts presented above.
Strategic goals and objectives in deployment wave. Source: [
The strategy includes a pilot or proof of concept phase and ends with a companywide LSS deployment. In the pilot phase, specific problems are addressed to reveal the usefulness of the methodology and to gain buy-in. larger investments are made in infrastructure, education and training of yellow belts, green belts, black belts and master black belts [46]. Organizations must be aware of their toolset and enhancements needed to move forward. Many organizations train their Black belts on the theory of constraints and agile techniques to keep their toolset sharpened with a goal of including various manufacturing engineering methodologies. For truly successful LSS, the deployment must be tied into the strategy and be focused on the right parts of the business [46].
Implementation of LSS is not a game of self interest. Thus, lean six sigma readiness must be assessed before its implementation in manufacturing organizations. Sreedharan et al. [79] recently designed an evaluation model in their quality paper “Assessment of Lean Six Sigma Readiness (LESIRE) for manufacturing industries using fuzzy logic”. According to this evaluation model, the following criteria must be for readiness of LSS in manufacturing:
Employee engagement
Developing organizational readiness
Establishing Lean Six Sigma dashboard
Roadmap for project execution
Infrastructure
Top management commitment and Involvement
Knowledge about Lean Six Sigma benefits
Good leadership
Clear vision and future plans
Proper communication about future benefits expected from project by top management
Experience in Lean Six Sigma deployment and implementation
Lean Six Sigma facilitator Structure
Alignment between the objective of the project and strategic objective of the company
Customer focus
Selection of candidate for Belt training
Project prioritization
Every organization is unique, without a common blueprint that universally applies. Lean Six Sigma implementation refers to a company’s management philosophy and a long-term strategy [80]. It can be implemented in any SMEs in phases. The aim of implementation of LSS is finding wider application in many different environments. A successful implementation has several factors associated with it. Alkhoraif [80] has noted that Japanese automobile companies Toyota have a high implementation success rate due to their inflexibility in systematic planned management of employees, resources and equipment.
In a Lean Six Sigma SMEs, people deal with process improvement by conducting improvement projects as well as continuously improving daily routine. This requires an organization which understands the methodology.
According to Lokesh R, There are eight steps to a successful lean six sigma implementation in SMEs. Lokesh R is a certified Black Belt and general manager of process excellence at Firstsource Solutions Ltd. The first step in a Lean Six Sigma implementation is deciding to use the methodology. Once the leadership of a SMEs believes they can benefit from using Lean Six Sigma, they can follow eight steps—Step 1: Create a Burning Platform; Step 2: Put Resources in Place; Step 3: Teach the Methodology; Step 4: Prioritize Activities; Step 5: Establish Ownership; Step 6: Take the Right Measurements; Step 7: Govern the Program; and Step 8: Recognize Contributions (Figure 10).
Successful lean six sigma implementation steps source: Prepared by the author.
Lean principles, tools and techniques have become a benchmark for manufacturing companies that have founded on the success of the Toyota Production System (TPS). Despite its popularity, companies are still struggling to achieve a successful lean implementation [81]. Many studies claim regarding the effectiveness of LSS in manufacturing and found that LSS practices is difficult and organizations encounter several roadblocks in this long continuous improvement journey. Some studies identified determining factors which make LSS journey either a success or a failure [82]. Existing research indicates some important organizational and technical barriers such as lack of management support and commitment, poor involvement of employees, and excessive confidence in lean tools and practices [81]. According to Navarro (a certified LSS Black Belt), there are five major barriers/obstacles/challenges to implement LSS in manufacturing:
Insufficient management time to support lean
Not understanding the potential benefits of applying lean
Underestimating employee attitudes/resistance to change
Insufficient workforce skills to implement lean
Backsliding to the old inefficient ways of working
Many organizations have reported significant benefits after the implementation of LSS in manufacturing [79]. Lean and LSS is not just for manufacturing. It can benefit organizations of any size, in any industry. Because all organizations have problems to solve, all organizations have waste, and all organizations want to increase profits and reduce costs. It benefit to Healthcare, Financial services, Retail and hospitality, Education and Office-based businesses. LSS can also benefit organizations in Agriculture, Energy, Mining, Construction, Consulting, Design, Hotels, Travel and transportation, Law firms, Logistics, Government and Public services.
Albliwi et al. [35] has conducted a review research on LSS. They reviewed 37 LSS original research papers including 19 case studies had been published in the manufacturing sector in 11 different countries, which are: USA, UK, India, The Netherlands, China, Malaysia, Australia, Iran, Taiwan, Sweden and New Zealand. Albliwi et al. [35] identified more than 50 benefits (in 19 case studies). The top 10 benefits are:
Increased profits and financial savings;
Increased customer satisfaction;
Reduced cost;
Reduced cycle time;
Improved key performance metrics;
Reduced defects;
Reduction in machine breakdown time;
Reduced inventory;
Improved quality; and
Increased production capacity.
Other identified benefits are identifying different types of waste, development in employee morale toward creative thinking and reduction in workplace accidents as a result of housekeeping procedures.
Many other LSS practitioners, manufacturers, academic researchers have realized common benefits in manufacturing by applying a successful lean methodology are—Greater productivity, Smoother operations, Greater flexibility and responsiveness, Eliminates defects, Improved product quality, Reduced lead time, Increased customer satisfaction, Improved staff morale, Safer working environment and Boosts bottom line.
Ben Ruben et al. [61] identified that on successful deployment of the LSS framework in an Indian automotive component manufacturing organization, the internal defects was brought down to 6000 ppm from 16,000 ppm and environmental impacts was reduced to 33 Pt from 42 Pt.
Lean and Six Sigma offers a number of substantial benefits to organizations. Most importantly, Lean and Six Sigma Creates efficient processes so you can deliver more products to customers; Increases revenue by streamlining processes; Reduces costs by eliminating waste activities; Develops effective teams by empowering employees, staff morale and job satisfaction.
Singh and Rathi [28] have recently conducted a review research on LSS and covered papers from 2000 to 2018. They have selected a total of 216 research papers published in different countries on LSS implementation in various manufacturing sector such as automotive, micro small medium enterprises, health care, education, financial sectors etc. and observed major LSS benefits are: reduction in inventory; reduced costs of poor quality; improve customer highest satisfaction; reduced cycle time and lead time; defect free processes; and improvement in productivity.
Many authors have argued that there are a significant number of limitations in LSS methodology. They have addressed many fundamental limitations [35]. These limitations can be a rich area for future research. The identified top seven limitations of LSS in the manufacturing sector are:
The absence of clear guidelines for LSS in early stages of implementation.
Lack of LSS curricula.
Lack of understanding of the usage of LSS tools and techniques.
Lack of a roadmap to be followed—which strategy first?
The limited number of practical applications of LSS integrated framework.
No globally accepted standards for certification.
Lack of expertise.
Thus, LSS practitioners need a clear guide for the direction of the early stages: which strategy should come first, Lean, Six Sigma or LSS, and what tools in the toolbox should be used first.
A Lean and Six Sigma practitioner’s “belt” refers to their level of experience. They may be a white, yellow, green, black, or master black belt. These roughly correspond to their hierarchy in martial arts.
This study is the first comprehensive review of existing reliable literatures on different aspects of lean six sigma and the issues emerging in this field published during the period 1990 to 2019 and extract theoretical elements to develop the concept of LSS. The future of lean six sigma depends on the development needs of organization involved. These needs and opportunities are creating emerging trends in LSS which includes:
The Big Data trend in lean six sigma
Green lean six sigma
Global Warming, Pollution and Lean’s impact
Lean and Six Sigma with environmental sustainability
Lean’s Impact on Resources
Energy Conservation and management by LSS
Factors affecting green lean six sigma
Integration of LSS into educational systems.
Assessment of LSS Readiness using fuzzy logic
Green supply chain management
To encourage research in the field of lean six sigma and manufacturing, here we are highlighting gaps in the existing literature as a basis for developing a research agenda.
Research gap 1 (performance measurement system for a particular organizations and processes);
Research gap 2 (application of LSS in developing SMEs);
Research gap 3 (integrated universal methods of manufacturing, frameworks, and models)
As LSS was implemented world over for improving performances of various processes, developing countries have also started implementing LSS and got significant results in various sectors [83]. Lean Six Sigma (LSS) methodology was recently applied to an Auto ancillary conglomerate in India for achieving operational excellence. The root causes for the problem were identified and validated through data based analysis from LSS tool box. The application of LSS methodology resulted in reduction of drilling defects while machining injector bodies and reduced the Defects Per Million Opportunities from 38,000 to 5600. The application of this methodology had a significant financial impact (saving of about INR 1.4 million per annum) on the bottom-line of the company [83].
All type of manufacturing industry can increase profits, reduce costs and improve collaboration using LSS. For reference, below is Lean Six Sigma success examples in the Manufacturing industry organized systematically (Table 4).
General Electric | Dell India Pvt. Ltd. | NALCO |
---|---|---|
Xerox | Colgate Palmolive | Steel Authority of India |
Ford | Al fanar | HP |
Toyota | Alessa | Seimens |
Durgapur Steel | Zuari Agrochemicals | 3 M (American MNC) |
BEML (Bharat Earth Movers) | Brother Gas | Acme Industries |
ADCO (Abu Dhabi oil Company) | Gulf Gas | AEDC |
AMRDEC | Wabash National Corp. | Gooch & Housego |
Axalta Coating Systems | Fortress Paper | Ingersoll Rand |
Barcoding Inc. | General Cable | Jabil Shanghai |
Beverage Producers | GKN Sinter Metals | John Sisk & Son |
Bosch | Milling Products | KushCo Holdings, Inc. |
Celestica | Molded Devices, Inc. | Foster Threaded Products |
Cummins | Real Alloy | Seegrid |
Luvata | Reliable Plant | Spanbild |
MC Assembly | Santana Textiles | The Jubach Company |
Magline | Think Lightweight | The National Productivity Centre of Nigeria |
Masonite | Topper Industrial | UTC Aerostructures |
Metform Engineers | Universal Machining Industries Inc. | Vermeer Corp. |
Lean six sigma success examples in the manufacturing industry.
Source: Prepared by author (adopted from [84]).
Lean Six Sigma is a combination of two powerful process improvement methods: Lean and Six Sigma. It decreases organization’s costs by removing “Waste” from a process and solving the problems caused by a process. Lean Six Sigma (LSS) is an emerging extremely powerful technology which is used to identifying and eliminating waste, improving the performance, efficiency and customer satisfaction to sustain in competitive manufacturing and nonmanufacturing environment. The focus of this chapter was to explore the each aspect of LSS in manufacturing. This systematic comprehensive review aims to synthesize, organize and structure the stock of knowledge relating to Lean Six Sigma and manufacturing. The identified lean six sigma tools and techniques, methodologies, frameworks, success and failure factors and strategies can be effectively used as a roadmap in manufacturing sector. This is also identified that the LSS has been implemented worldwide and in all type of manufacturing organizations for achieving the excellence. They have been successfully achieved their LSS objectives. But there are various challenges and barriers have been identified in the deployment of LSS. Assessments of lean six sigma readiness and implementation steps are most important that every practitioner must be aware. Basics of lean six sigma are discussed to get the root causes by in-depth understanding of the fundamentals of Six Sigma.
To bring lean in the organizations, every manager must be master and implement the eight basics of Lean Six Sigma for manufacturing. They should achieve their goal of satisfying/delighting customers by delivering higher quality service in less time by improving related business processes, eliminating defects and focusing on how the work flowed through the process.
This can be achieved only if the creativity of the people is used in team work on the processes with data and with an understanding of customers and processes. Therefore, the team members should work together to create real solutions for the organization. They should be from the different process areas, and their decisions should be based on data and facts.
Furthermore, for future direction, research and practitioners can be more focused on prioritization of significant barriers as identified in chapter and to tackle them during LSS implementation in manufacturing so that continuous improvement can be easily achieved [1].
Supporting women in scientific research and encouraging more women to pursue careers in STEM fields has been an issue on the global agenda for many years. But there is still much to be done. And IntechOpen wants to help.
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Among them are those associated with pollution, resource extraction and overexploitation, loss of biodiversity, soil degradation, disorderly land occupation and planning, and many others. These anthropic effects could potentially be caused by any inadequate management of the environment. However, ecosystems have a resilience that makes them react to disturbances which mitigate the negative effects. It is critical to understand how ecosystems, natural and anthropized, including urban environments, respond to actions that have a negative influence and how they are managed. It is also important to establish when the limits marked by the resilience and the breaking point are achieved and when no return is possible. The main focus for the chapters is to cover the subjects such as understanding how the environment resilience works, the mechanisms involved, and how to manage them in order to improve our interactions with the environment and promote the use of adequate management practices such as those outlined in the United Nations’ Sustainable Development Goals.
",coverUrl:"https://cdn.intechopen.com/series_topics/covers/39.jpg",keywords:"Anthropic effects, Overexploitation, Biodiversity loss, Degradation, Inadequate Management, SDGs adequate practices"},{id:"38",title:"Pollution",scope:"\r\n\tPollution is caused by a wide variety of human activities and occurs in diverse forms, for example biological, chemical, et cetera. In recent years, significant efforts have been made to ensure that the environment is clean, that rigorous rules are implemented, and old laws are updated to reduce the risks towards humans and ecosystems. However, rapid industrialization and the need for more cultivable sources or habitable lands, for an increasing population, as well as fewer alternatives for waste disposal, make the pollution control tasks more challenging. Therefore, this topic will focus on assessing and managing environmental pollution. It will cover various subjects, including risk assessment due to the pollution of ecosystems, transport and fate of pollutants, restoration or remediation of polluted matrices, and efforts towards sustainable solutions to minimize environmental pollution.
",coverUrl:"https://cdn.intechopen.com/series_topics/covers/38.jpg",keywords:"Human activity, Pollutants, Reduced risks, Population growth, Waste disposal, Remediation, Clean environment"},{id:"41",title:"Water Science",scope:"