Mainly the middle or top management in production. Research limitations/implications – The data used in this survey represent self-reporting by Mediates the relationship between lean practices and BP. Lean practices have a positive and significant impact on both OP and BP. Tested statistically by applying multivariate data analyses.įindings – The results provided evidence that lean practices should be implemented holistically.
Industry with the final number of respondents of 139. Were drawn by using stratified random sampling procedure from large Indonesian manufacturingĬompanies based on the directory provided by the Data and Information Center of IndonesianMinistry of Performance (OP), and business performance (BP).ĭesign/methodology/approach – This survey-based studywas a cross-sectional study.The samples Purpose – This study aims to investigate the relationship between lean practices, operations Universiti Utara Malaysia, Sintok, Malaysia School of Technology Management and Logistics, Gusman Nawanir, Lim Kong Teong and Siti Norezam Othman It also decreased the time it takes to get applicants through the process by 40%. Army Recruiting Command also reduced the number of steps it takes to process new recruits byĦ6%. The depot can now produce 32 mission-ready vehicles per day compared with three a week in 2004. Saved $30 million on its High Mobility Multipurpose Wheeled Vehicle line using LSS, resulting in a higher In 2006, the Red River Army Depot in Texarkana, TX, Successes across different agencies in the Army. Other LSS stories published in the Defense Acquisition, Technology and Logistics journal documented The mechanics are able to focus on doing their job and assembling or fixing equipment. The most significant finding was that prior to LSS implementation, mechanics spent significant timeĬhasing down parts. As a result, production increased from 50 to more than 100 machine guns per month. The M2 machine-gun assembly line eliminated waste and transformed work cells to a continuous, one-piece flow system, thus reducing assembly time of the weapon from 2.5 man hours to one and staffingįrom 18 to 15. Workers began reviewing operations in their areas and analyzed ways to improve performance. Those successful efforts resulted in a reduction throughput time of 56%-from 4.5 days to two days.Īfter workers at the depot saw how valuable LSS implementation was to that particular process, other “bay style,” in which workers are assigned to and focused on the equipment they’re working on.Īfter analyzing, organizing and reviewing operations, the Anniston Army Depot determined that a one-piece flow operation could reduce assembly time by 2.2 man-hours for each module and staffing Prior to LSS implementation,Įach employee assembled an entire module of the M1 from start to finish in typical vehicle maintenance One of the most successful cases of Lean Six Sigma (LSS) implementation is the improvement of the Army Depot’s M1 Abrams tank assembly line. The depot’s workload increased from 4 million direct labor hours in 2004 to 6.3 million hours in 2006. Of the budget so equipment can be returned to the war zone quickly at the lowest possible cost toĭue to the current state of war in the Middle East, the depot needs to support a higher demand in workload for receiving and returning equipment to warfighters. The depot’s bottom line is to continually process high-quality products on time and within constraints OK, you need a definition of 'Sustainability ? Get this.Dupont was founded 215 years ago and is consistently one of the highest revenue and earning generators the world.Īt the Anniston US Army Depot in Alabama, successful Lean Six Sigma implementation resulted in processes that are more cost effective and less demanding in terms of man-hours. Dupont employs approximately 50,000 people worldwide and its 2015 revenue was US$ 25 billion. For this reason Dupont now refer to the total set of principles and tools as 'Lean Six Sigma'. Bailey and others in Dupont of the key role that Lean principles and tools also play. Since that time there was a recognition by Steven P. In 1999 the CEO of Dupont, Chad Holliday, said “There is one way to execute growth strategies (do things the right way): Six Sigma”. He has a PhD in Statistics and was President and Chairman of the Board of the American Society for Quality (ASQ) 1997-99 In a presentation to the National Lean and Six Sigma Forum, Costa Rica, March 24, 2017, Steven communicated how he saw Lean Six Sigma as a critical part of Dupont's model for Sustainable Growth. Bailey recently retired from Dupont after 36 years working for the company.
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