Abdulrakeeb A. Ghaleb, Mahmoud A. El-Sharief, Mohamed. G.

El-Sebaie

Abstract— In today’s world, business has become more competitive. All industries and organizations have to perform well in order
to survive and be profitable. The lean six sigma (LSS) methodology is being applied extensively to tackle many quality related
issues in many processes of today’s industries. Various companies have benefited greatly from the adoption of six sigma and lean
engineering concepts since their initiation. A paper cement bags is a packaging sack made of paper high quality and usually craft
virgin fiber, which usually consists of several layers to provide strength, with high elasticity and high tear resistance, and are
designed for packaging products with high demands for strength and durability.

This study is interested in implementing the lean six sigma (LSS) methodology in SMEs. The LSS proposed in this study is not only
study LSS framework but also focus of LSS implementation in SMEs. The contribution of this research is using LSS methodologies
to reduce waste of time, reduce of defects, and increase the level of sigma.

The obtained results after implementation LSS methodology in the application of the cement bags industry indicate that the
production rate could be increased about 4.25 % and also could be in save of around $ 8,952 from reduction of waste time and $
12,730.61 from defects reduction; the total is $ 21,682.61 per year. In addition, the preparation time could be reduced by about 4.57
%, and increase the level of sigma from 3.91 to become 4.00.

Index Terms— Lean, Six sigma, Lean six sigma (LSS), DMAIC, SMEs, cement bags.

——————————  ——————————

1.INTRODUCTION

he companies look for ways to improve their production and manufacturing processes in order to remain competi- tive in
the market to reduce production cost, enhance
productivity and improve product quality. Therefore, compa- nies must utilize all the available resources efficiently in
order to cater their customers with high quality products at a low price.
The lean six sigma (LSS) emerging with the combination of lean manufacturing processes in the early 1960s and the six
sigma generated by Motorola is the last evolution step in the manufacturing history. Both applications provide to achieve
operational effectiveness. This means to apply changes add- ing value, to process right at the first time and to act quickly
and efficiently. Lean manufacturing focuses on eliminating loss in process and reducing the complexity [1-2].
LSS aims to develop solutions by using the minimum
amount of resources (human, material and capital) and to
make the products reach customers on time. Six sigma pro-
vides quality philosophy and is a statistical tool to monitor
process performance. It aims to reduce the variability in the
process and to eliminate defects. Lean manufacturing and Six
Sigma work together successfully. While detecting lean tools,
the problems in flow and worthless activities, six sigma in-
creases the proficiency of each step adding value and forms a
second entry in lean manufacturing techniques. Especially in
non-production processes, both merging six sigma with lean
tools and correctly differentiating the application, tools and educational content for the service sector and support pro-
cesses are critical [3-4].
The integration of both (LSS) technique will facilitate the achievement of zero defect manufacturing in organizations
complemented by the elimination of non-value added activi- ties, which leads to greater results than either system can
achieve alone [3][5].
This study focuses in implementing the lean six sigma (LSS) in SMEs. The LSS proposed in this study is different from
other LSS framework based on other initial studies in terms of the focus of LSS implementation in SMEs only. This study
contributes the application of LSS techniques in SMEs to re- duce time waste, defects and increasing the level of sigma.

2. LEAN SIX SIGMA (LSS)

Lean six sigma (LSS) is an approach focused on improv- ing quality, reducing variation and eliminating waste in an
organization. It is based on the concepts of combining two improvement programs, six sigma and lean manufacturing, also
known as lean enterprise. Six sigma is both a quality management philosophy and a methodology that focuses on reducing
variation, measuring defects and improving the quality of products, processes, and services[1][6-7].
Table 1 presents the survey of lean six sigma LSS studies and presents the topic and the sector of each research [8][4].

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I TABLE 1

LEAN SIX SIGMA (LSS) STUDIES IN SECTORS AND TOPICS[9-10]

References Sector Topic

Furterer 2004 Service- financial Implementation - reduce the cycle time

Stephen 2004 Industry Implementation -reduced the defects
Chen et al. 2005 Industry-Automobile Improvement of manufacturer’s quality
Kumar et al. 2006 Industry- casting Reduce the defect occurring in the final product
Industry (service)
Cronemyr 2007 Implemented to problem solving in Siemens
Electronic
Ramamoorthy 2007 Industry- Aircraft Implementation - reduction the rework time
Koning 2007 Service – investment Implemented - reducing operational cost
Chandler 2007 Industry Improvements both time and money savings
Nuce et al. 2008 Service- pharmacy Implementation -waste reduction
Martell-rojas 2010 Service - Hospital Implementation -to be better services
Kellogg 2010 Service- health care Implemented -investigate the financial benefits
Alyamoor 2010 Industry- wear factory
Implementation -reduced the costs of defects
Barnala 2011 Industry- Recycle Implementation - optimizing process and remove errors
Hale 2011 Industry-transformation
Implementation- reduce waste
Atmaca et al. 2011 Industry- Dishwashers
Increase profit
Implemented -improve Lean Six Sigma standards to meet
Patel 2011 Industry-Small packaging
USA
Basavaraj et al. 2011 Industry- steel Reduce variation and improve yield
Sabeeh et al. 2012 Industry- Medical Syringes Increase sigma level, reduce damaged product
Cournoyer et al.
Service-environment Improve make decisions
2013
Abdullah, 2013 Industry- drugs Implementation -reduced the defects
Mandahwi et al.
Industry- printing Application LSS- increase effectiveness
2012
Ren Jie et al. 2014 Industry- printing Implementation -reduced waste and variation

3. LEAN SIX SIGMA (LSS) FRAMEWORK

The LSS framework has five phases as shown in Fig. 1 with each phase providing a structural guide towards root-cause
identification of a problem, hence proposing and implement- ing cement bags to eliminate the root cause through prepara-
tion time and reduce defects. It should be noted that this framework is the technique that can be used in LSS adoption [11-
12].
The LSS framework as shown in Fig. 1 is actually a simpli- fication of the six sigma’s DMAIC odology with guided steps
on utilizing certain lean tools in each phase. The framework utilizes data driven and guided standard approach of the six
sigma DMAIC methodology while utilizing lean tools in each phase to determine improvement opportunities and further
analyze the problem(s) [13-14].

————————————————

• Abdulrakeeb A. Ghaleb is currently Ph.D. student in Mechanical Engineer- ing, Department of Mechanical Engineering, Faculty of
Engineering As- siut University, Egypt. E-mail: aghalib72@gmail.com

• Mahmoud A. El-Sharief is currently Associate Professor in Mechanical Engineering Department of Mechanical Engineering, Faculty of
Engineer- ing Assiut University, Egypt. E-mail: msharif@assiut.edu.eg

• Mohamed. G. El-Sebaie is currently Professor in Mechanical Engineering

Department o f Mechanical Engineering, Faculty of Engineering Assiut

University, Egypt E-mail: mgad@assiut.edu.eg

3.1. Phase 1: Define the problem

In this phase of a lean six sigma (LSS), the outlines of the cement bags industry case study and its objectives must be
clearly identified.
The SIPOC (suppliers, inputs, process, outputs, and custom- ers) process map is one of the most valuable tools. By using a
standard SIPOC diagram, to understanding the flow of in- formation, supplier, input, process, output and costumer re-
quirement of manufacturing system. Fig. 2 shows the SIPOC diagram of cement bags manufacturing, the supplier craft roll
paper, ink, and glue to identify the flow processes to produce the cement bags.
In order to have an insight into the current state of the

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preparation time, a current Value Stream Mapping (VSM) is created which gives a closer look at the process so that oppor-
tunities for improvement can be identified. Fig. 3 shows the VSM, which shows the movement of materials through dif-
ferent manufacturing processes.

SIPOC
Supplier Input Process Output Costume
before every stages. Preparation one is 48 sec which include transportation raw craft paper by fork lift, remove cover and
set roll in machine while preparation two is 36 sec which in- clude collect semi-product and handling to second stage and
the last preparation time is 147.8 sec, transportation final product to temporary inventory.
The preparation two between first stage and second stage cause to stop working about 45 min at start of shift until the
product in first stage for 45 min or more to produce two pal-

Craft paper

Craft paper

Handling raw paper from inventory to

production line and remove cover of roll

Cement bags

Cement factory

lets. The following table 2 shows the number of stops because of this case.

Glue Glue First stage of production (printing, tubing, cutting, separation)

Handling the product from first stage

TABLE 2

NUMBER OF STOPS FOR SECOND STAGE

Ink Ink

Human resources

to second stage

Second stage of production (opening, valve installation, gluing, closing)

Ropes Collect product in second stage

Transport pallet to temporary storage area

Inspection the product

The product drying process

Transport final product from tempo- rary storage area to inventory

Figure 2: SIPOC diagram of cement bags

The preparation time before second stage (valve installa- tion) will be analyzed further to determine the root causes of its
high setup time in the analyze phase.

Figure 3: Value Stream Mapping VSM of cement bags

In addition, VSM in fig. 3 shows three preparations time

In this phase, the current performance of the process is measured to find the Key Process Variables and identify the

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critical points in the cement bag length and width from the measurement points that are regularly measured by the en-
terprise.
The dimensions for cement bag are length × width = 60 × 50 cm, valve width side and width other side = 9.50 cm. The
measurements the dates and evaluate using the statistics software MINITAB 17. Graphical results of the length, width and
valve width two sides of cement bag measurement are presented in Fig. 4 to Fig. 6.
As shown in fig. 4, the sample average value of cement bag length (59.997cm) is close to USL = 60.20cm and LSL=
59.73cm. The total value of PPM in the right confirms with the probably of 102.40. Since the CPK (1.43) value is quite
over the target value (CPK > 1.33). Whereas, the sample average value of cement bag width (49.997cm) is close to USL =
50.20cm and LSL= 49.80 cm. The total value of PPM in the right confirms with the probably of 124.49. Since the CPK
(1.41) value is quite over the target value (CPK > 1.33).

Figure 5: Process capability of cement bags valve width

Figure 4: Process capability of cement bags Length and width

Fig. 5 shows the process capability of cement bags valve width that sample average value (9.477cm) is close to USL =

9.70 cm and LSL= 9.30 cm. The total value of expected within PPM approximately 561.20 out of a million will not meet
the specification limits. Since the CPK (1.09) value is quite lower the target value (CPK > 1.33).
Fig. 6 shows the process capability of valve width other side, the sample average value (9.507cm) is close to USL =
9.70cm and LSL= 9.30cm. The CPK (1.93) value is quite over the target value (CPK > 1.33), the total value of expected
overall PPM approximately 2.33 out of a million will not meet the specification limits, this process is fairly capable.

Figure 6: Process capability of cement bags valve width other side

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The operator cannot repair the cement bags outside the con- trol limits. These bags become scrap after registration, but this
problem does not have a classification of these defects and their causes. Defects of the cement bags are given in table 3.

TABLE 3

THE DEFECTS OF CEMENT BAGS

is indicated in parentheses. It is developed through brain- storming and discussion. The main causes are:
1. Only visual inspection followed.
2. No classification of defects and causes.
3. Not inspection after each stage separately.
4. Unsynchronized tuber and bottomar system.

Productio Defect Defect

Month
n s ratio
January 7792640 62040 0.796 %
Februar
8005980 64109 0.801 %
y
Average 7899310 63075 0.799 %
Evaluation of sigma level:

DPMO = 63075*106 / 7899310 = 7984.88 defect with defects

ratio is 0.799 % and the level of accuracy in processes is 99.2 %
and the sigma level in this case is 3.91.

3.3. Phase 3: Analyze

Based on the observation in the production line of each preparation and setup, preparation time before second stage, which
include collect semi-product and handling to second stage. The objective of this phase to determine the root causes of
waste in preparation time and defects and identify the sig- nificant process parameters causing the defect.
Fig. 7 shows the cause and effect diagram of preparation time problem, the focus of root-cause analysis will carried out for
setup of valve preparation. Fish bone diagram is developed based on each setup to assist the findings of the cause of this
problem. It is developed through brainstorming and discus- sion. The main causes are:
1. Handling motion waste by worker
2. Collect the product in the pallet.
3. Insufficient automated system.
4. Majority of worker are semi-skilled.

Figure 8: Cause and effect diagram of defect in cement bags

Table 4 shows the main type of preparation time in the ce- ment bags factory, the critical factor in the current process that
could be improved to minimize waste. The degree of importance preparation two is very important because the production
in second stage is stop working about 45 min at start of shift until the semi-product in first stage collect on two pallets, this
is a problem at the beginning of each shift.

TABLE 4

MAIN TYPE OF WASTE TIME FOR PREPARATION TIME

Tim
e Degree of im-
Type Activities portance
Remark

(sec)
Preparation Handling raw and re- 48 L By fork lift
one move cover of roll
Collect and handling Stop
the working

Preparation two
semi-product to second
36 V stage two

stage about 45min

Collect product and

Preparation 147.
three
Transport pallet to tem- 8 M By fork lift

porary storage area

Figure 7: Cause and effect diagram of preparation time problem

In the cause-effect diagram in fig. 8 defect sources stated are examined below in order of process. The category of the
defect source mentioned (Machine, methods, Man, materials)
The data are collected over period 8 weeks. It has showed that stopped working in second stage because the semi- product
is not available when starting work.
The stopped working about 45 min to collect two pallets and handling by worker. Table 5 below shows summarized of
stopped working and probability of occurs in this situation, the average of probability of occurs is 25.81%.
This means stopped working the second stage about 11.61 min (696.6 sec) at the beginning of shift until the semi- product
is complete in the first stage, in addition to the prepa- ration time before second stage of 36 sec in the production

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line.

TABLE 5

The following table 7 shows the number of defective prod- ucts after the application of the proposed improvements.
SUMMARIZED OF STOPPED W ORKING AND PROBABILITY OF OCCURS

TABLE 7

THE DEFECTS IN CEMENT BAGS AFTER APPICATION IMPROVEMENT

preparation

3.4. Phase 4: Improve

At this stage, the DMAIC team has recognized clearly the main causes for each type of wastes, expected solutions, re-
quired actions, time interval, and others. Corrective actions are started immediately as requested by management.
The Improve phase is where the proposed action to minimize the probability of reoccurrence for these problems. In order
to improve and reduce the preparation time and the setup time between first stage and second stage and reducing the
poten- tial to stop working the second stage time, the system or pro- cess must be automatic the transporting of product
from the end of the first stage to the beginning of the second stage di- rectly using an industrial conveyor.
It is working without collect time, reduce the time required for transfer, and the eliminate stop working in shift beginning
in the unavailable of semi-product from the previous stage, so the time is adjusted a transport by 50% or 18 sec the
percent- age of 4.57 % from NVA, whereas reduces stop working se- cond stage of 25.81% time (696 sec) to zero.
Table 6 below shows the amount of revenue from this re- duce the waste time. The increase annual production 335,700
bags with percent 4.25 %, whereas the total annual revenue is
$ 8952.

TABLE 6

THE ANNUAL REVENUE OF REDUCE WASTE TIME

Production Annual
Time reduce Ratio improve- increase Annual Percentag revenue
State (sec) ment production e
/day ($)
Preparation
18 4.57 % 55 16500 0.209 % 440
time
Stop working in
second
696.6 25.81% 1064 319200 4.04% 8,512

stage

In the current situation of the defects can be treated through the application of maintenance periodic machines and make
the screening process take place after each stage of the pro- duction stages and improved to be automated, Thus defects
could be reduced about 20-25%.
In addition, there is time waste when a defective product passes in the early stages of industrial process and continue in
production line on the following industrial various stages to the sole and final inspection station.
The saving of around is (13959 def. *12 month * 0.57 cost =
95479.56 L.E) about $ 12,730.61 per year.

Evaluation of sigma level after application the proposal of improvement in the processes, the defect per million oppor-
tunity (DPMO) is 6188.26 defect with defects ratio is 0.618 %. The level of accuracy in processes is 99.38 % increase
about

0.18%. However, the sigma level in this case is 4.00, the sigma level increase 0.09 with percent 2.31 %.

3.5 Phase 5: Control

This phase is very important in the Lean Six Sigma imple- mentation, as LSS does not only aim to reduce waste and de-
fects but also to be able to sustain the improvement that has been made. In order to sustain the achieved results and to
prevent degradation in the process performance. Hence, the standardization of the optimal process parameters setting is
required. From time to time, control charts for dimension of cement bags, to check that the product is meeting the desired
specification. That to accentuate the following points in order to prevent the occurrence of other defects at different stages
of production and reduction of waste time:
• Checking the defects at the first stage so that defects are not passed to after the production stage.
• Use the conveyor between first stage and second stage to reduce the waste time and eliminate stop working in se- cond
stage.
• Inspection data and analysis of defects and classification of causes these defects.
• Training people on the regarding details of production and quality issues as well as other activities such as problem
solving and team building.
• Use of control charts and graphs at each processing stage to keep the employees aware of the real time perfor- mance at
the respective stages of production.

4 .CONCLUSION
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The following conclusions are drawn from this study:

1.Lean Six Sigma (LSS) can be applied in all business are-
as such as industry, design, sale, marketing, services and procures quite many advantages.
2.The implementation of Lean Six Sigma (LSS) provided an impetus for establishing best practice within the company.
3.Reduction of the preparation time by 4.57 %, the in-
crease of annual production is over to 335,700 bags with percent of 4.25 %.
4.A significant improvement was observed in the key per- formance metrics (DPU, process capability, yield) after
implementation of the lean six sigma (LSS).
5.The implementation of the lean six sigma (LSS) has re- sulted in savings of around $ 8,952 from reduction of waste time
and $ 12,730.61 from defects reduction; the total is $ 21,682.61 per year.
6.Increase in the level of sigma level percentage 2.3 %
from 3.91 to become 4.00, and increase in the net profit of the company.

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