Lean Six Sigma Implementation: An Analytic Hierarchy Process Approach Sanjay Kumar a , Sunil Luthra b , Abid Haleem c and Dixit Garg d a Professor, Department of Mechanical Engineering, International Institute of Technology and Management, Murthal- 131039, Haryana, India. Phone: +91-9212088155 E-mail : [email protected] b Lecturer, Department of Mechanical Engineering, Government Polytechnic, Jhajjar-124103, Haryana, India. E-mail: [email protected] c Professor, Department of Mechanical Engineering, Faculty of Engineering and Technology, Jamia Millia Islamia, New Delhi-110025, India E-mail : [email protected] d Professor, Department of Mechanical Engineering, National Institute of Technology, Kurukshetra-136119, India E-mail : [email protected] Abstract - ‘ Reduction of waste’ has been key theme of ‘lean’ concept implementation in manufacturing, process and up to some extent in service sectors of industries; however, ‘six - sigma’ concept implementation focuses upon ‘quality improvement techniques’ in production and delivery of products/services. ‘Lean six - sigma (LSS)’ concept combines tools and techniques of ‘lean’ and ‘six - sigma’ towards achieving enhanced benefits to gain competitive advantage. Implementation of LSS concept has been emphasized in this paper by addressing identification of appropriate enablers and ranking of these enablers. Literature review and subsequent discussions with experts enabled to: identify; sort and combine; and finalize twelve enablers important to implement ‘lean six - sigma’ concept. Analytical hierar chy process (AHP) has been used to rank identified LSS enablers by utilizing experts’ opinions. ‘Management involvement and funds allocation’ has been rated as top ranked enabler to implement LSS concept. Decision making authorities may be benefitted in de aling with planning and implementation of ‘lean six - sigma’ concept in manufacturing and service sectors. Keywords – Analytical Hierarchy Process (AHP); Enablers important to implement LSS; Lean Six Sigma (LSS); Manufacturing and Service Sectors. 1. Introduction Today’s dynamic and competitive environment, which has been globalized in nature, demands for high quality and cost effective products and services to be offered to prospective customers; and hence, emphasizes the need for implementation of lean and six-sigma; however, the more recent concepts of lean and six-sigma have mainly replaced – but not necessarily added to – the concepts of ‘Just in Time (JIT)’ and ‘Total Quality Management (TQM)’ (Näslund, 2008) . In fact, combination of lean and six- sigma as ‘Lean Six - Sigma (LSS)’ may become truly useful in achieving business goals of manufacturing sector as well as service industry. Important concepts of lean, six-sigma and lean six- sigma have been summarized in Table 1 providing information about core objectives, tools/techniques, outcomes, limitations and application areas.
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