Open AccessLean Six Sigma: Methodology and Practice in Operations Management Case: Bottle Water Distribution in Serbia
Author(s) -
Slobodan Antić
Publication year - 2020
Language(s) - English
Resource type - Conference proceedings
DOI - 10.18690/978-961-286-406-4.3
Subject(s) - six sigma , lean six sigma , operational excellence , design for six sigma , excellence , manufacturing engineering , lean manufacturing , toyota production system , business , total quality management , quality (philosophy) , production (economics) , quality management , corporation , operations management , computer science , engineering , management system , economics , philosophy , epistemology , finance , political science , law , macroeconomics
Six Sigma and Lean Manufacturing are the two most popular and successful programs espoused by the industries over the last few decades. Many companies such as Toyota, Danaher Corporation, General Electric, Motorola and many others have achieved impressive results by implementing either a Lean or Six Sigma methodology in their organisation. Six Sigma, originated in Motorola in mid 1980s, brought revolution in the industries worldwide and has become the long term business strategy to achieve competitive advantage and to excel in operations excellence. Six Sigma is widely recognized as a methodology that employs statistical and non-statistical tools and techniques to maximize an organization’s Return on Investment (ROI) through the elimination of defects in processes (Antony et al. 2011). Lean Manufacturing, on the other hand, was another quality initiative proposed by Americans in response to compete with Japanese manufacturers and its superior manufacturing techniques (following the concept of Toyota Production System (TPS) to resolve quality problems in their organization) as their import became serious concern to western producers.