LEAN SIX SIGMA – MULTIPLE CASE STUDY

LEAN SIX SIGMA – ESTUDOS DE CASOS MÚLTIPLOS

Délvio Venanzi; Diogo Luis Faustino2; Orlando Roque da Silva3; Haroldo Lhou Hasegawa4
1
Departamento de Engenharia de Produção- Coordenação
Universidade de Sorocaba – Uniso – Sorocaba – Brasil
delvio.venanzi@prof.uniso.br
2
Programa de Mestrado em Processos Tecnológicos e Ambientais- PTA
Universidade de Sorocaba – Uniso – Sorocaba – Brasil
engdiogoluiz@hotmail.com
3
Programa de Mestrado Profissional em Administração- FMU
Faculdades Metropolitanas Unidas – FMU – São Paulo – Brasil
orlando.silva@fmu.br
4
Departamento de Engenharia Materiais
Unifei – Itabira – Brasil
haroldo.hasegawa@unifei.br

Resumo
Lean Six Sigma é uma gestão focada na qualidade e desempenho produtivo em sistemas
operacionais. Este artigo discute os fundamentos desta metodologia através de duas diferentes
concepções de gestão, Lean Manufacturing e Six Sigma. Primeiro, o artigo explica o DMAIC
(definir, medir, analisar, melhorar e controlar) e suas respectivas fases, após a filosofia Lean com
o sipoc e técnicas de mapeamento de fluxo de valor. O artigo pretende mostrar a integração destes
dois conceitos e seus resultados. A metodologia consistiu em uma teoria baseada em uma pesquisa
bibliográfica de pesquisa exploratória que consistiu de três estudos de caso em empresas de
diferenças localizadas em Sorocaba, São Paulo. Neste artigo estuda a aplicação de Lean Seis
Sigma e seus resultados.
Palavras-chave: lean six sigma; qualidade; gerenciamento de produção

Abstract
Lean Six Sigma is a management focused on quality and productive performance in operating
systems. This article discusses the foundations of this methodology through of two different
conceptions of management, Lean Manufacturing and Six Sigma. First of the article explain the
DMAIC (define measure, analyze, improve and control) and their respective phases, after the Lean
philosophy with the sipoc and value stream mapping techniques. The article aims to show
integration of these two conception and their results. The methodology consisted in a theory was
based on a literature search an exploratory research which consisted of three case studies in
differences companies located in Sorocaba, São Paulo. In this article studies the applying of Lean
Six Sigma and its results.
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Keywords: lean six sigma; quality; production management

1. Introduction

Lean manufacturing is a business initiative to reduce waste in manufacturing products. The

basic idea is to reduce the cost systematically, throughout the production process. Their goal is to
satisfy the customer with the exact product, quality, quantity, and price in the shortest time. Lean
manufacturing is more than a cost reduction program or a problem solving approach. The main idea
is that an efficient production can be achieved by a comprehensive approach to minimize wastes.
That means eliminating excess production and inventory, redundant movement of material, waiting
and delays, over processing, excess worker motion, and the need for rework and corrections. Part of
Lean manufacturing is reviewing operations, processes or products that add cost rather than value.
Each step of the manufacturing process is monitored to determine if it adds value to the product. If
it does not add value, the process could be delegated to a subcontractor or outsourcing company in
order to focus the staff on value-added operations of its core business. Is also a premise of Lean
projects to analyze in details the interfaces between the processes looking for the mentioned waste.
Six Sigma is methodology that was born in 1980 in Motorola, using the DMAIC method
(Define, Measure, Analyze, Improve and Control), based on the basic thinking that the customer
satisfaction is the priority. The root of Six Sigma is to treat the deviations in the processes, aiming
to achieve the minor possible variance. Many expressive results are reported using the Six Sigma
methodology, as an example from GE Company, appointed by the CEO, Jack Welch, in 1999 as 1,5
billion US dollars as gain. The purpose is to research the perspective of quality in productive
operations and observe the results achieved through the implementation of Lean Six Sigma
methodology in two companies (1 and 2) in distinct problems with different approaches. The
research strategy adopted was a multiple Case studies, with secret companies’ names, therefore
denominated Cases: 1 and 2, the company 1 belongs to the branch of pulp and paper in a city near
to Sorocaba-SP, the company 2 belongs to the metal mechanic sector of the city of Sorocaba-SP,
Brazil. These are multinationals that primarily serve the automotive sector. The choice of this
approach is in accordance with the propositions of Yin (1994), because one wishes to "investigate a
current phenomenon within its real context, when the boundaries between phenomenon and context
are not clearly defined and using various sources of evidence". Field research, having been carried
out through multiple case studies, used a qualitative method of descriptive research. According to
Lazzarini (1997), the so-called qualitative methods are characterized by a greater focus on the
understanding of the facts than in their measurement. The research aims to describe characteristics
of a particular population or phenomenon, or to establish differences between variables, using the

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method of multiple case studies. The problematic to be studied in the article is: The use of Lean
methodology and Six Sigma bring a competitive advantage to the company? The article is
structured as follows: introduction, theoretical reference of Lean and Six Sigma, description of the
methodology, studies of chaos, final considerations and references.

2. Theoretical Framework - Lean Six Sigma

2.1 Six Sigma

The Six Sigma developed by Motorola in 1980 as a strategy to increase profits and improve
the effectiveness and efficiency of operations, Anbari and Hook (2006). The Six Sigma brings
important advance to the operating system as it directs the entire organization to the same end: meet
customer requirements, align processes and analytical rigor and running second Bhargava et. al.
(2010). Its fundamental principle is the client and the objective of achieving better results in a
continuous improvement cycle. Therefore, its definition ranges from errors processes to customer
satisfaction processes and outcomes and their focus is to improve operations. The methodology act
through of DMAIC (Define, Measure, Analyze, Improve and Control), Frame 1. (BHARGAVA
2010). This method divides the process of improvement in some phases that favors the recognition
errors and their causes to eliminating them. As tools of DMAIC, are commonly used sipoc, boxplot,
capability studies, statistical process control, measurement system analysis, cause and effect
diagram, cause and effect analysis, data collection, hypothesis testing, regression, and brainstorming
(Arumugam et al 2012). In DMAIC phases are import to use these tools to analyze and achieve
better results and are described below in Frame 1, DMAIC phases, and include in its description of
its steps the sequence and the tools:

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 Frame 1 - Phases of DMAIC
Phase Description
Define In this phase we clarify the process or product that needs improvement.
Define the most suitable team members to work with the improvement.
Define the customers of the process which are the internal or external
customers, their needs and requirements, and create a map of the process
that should be improved.
Measure Identify the key factors that have the most influence on the process, and
decide upon how to measure them and in this phase we can collect fresh
data to clarify the sources of process variation
Analyze Analyse the factors that need improvements and we can reduce the factors
of process variation.
Improve Design and implement the most effective solution. Cost-benefit analyses
should be used to identify the best solution and hypothesis test to assure
the improvement.
Control Verify if the implementation was successful and ensure that the
improvement sustains over time. So we can use control tools such as
control plan.
Source: Mousa (2013)

The DMAIC manages and leads projects supported by leaders and by actions previously
defined and supported in the statistical relationships and controls that generate safe and visible
results for system improvement.

2.2 Lean Manufacturing

Lean manufacturing comes from the Toyota production system in the 80’s. According to
Chen (2008), this methodology consists of two central points: remove activities that do not add
value and add value in production as much as possible. The focus is eliminate “anything other than
the minimum amount of equipment, materials, parts, space and time which are absolutely essential
to add value to the product” Dumitrescu and Dumitrache (2014, p.138). Lean emphasizes waste
reduction to reduce costs. So the importance is support productivity sequence, quality and product
development dynamics and effectively without remains. The Lean improves the flow of the holistic
management process, and thus, removes waste and unnecessary activities Boopathi and Kumar
(2015). At the same time of 2nd world war, Toyota realized that investing in people is more
important than investing in bigger size machinery and continues employee training throughout the

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organization. This motivates all employees and they are more open to the improvement process and
everyone started giving their input to the company.
In this way, short production runs started by Toyota became a benefit rather than a burden,
as it was able to respond much more rapidly to changes in demand by quickly switching production
from one model to another. Toyota didn’t depend on the economies of scale production like
American companies. It rather developed a culture, organization and operating system that
relentlessly pursued the elimination of waste, variability and inflexibility. To achieve this, it focused
its operating system on responding to demand and nothing else. This in turn means it has to be
flexible; when there are changes in demand, the operating system is a stable workforce that is
required to be much more skilled and much more flexible than those in most mass production
systems. Over time, all these elements were consolidated into a new approach to operations that
formed the basis of lean or Toyota Production System (Boapati, 2015).
Lean Manufacturing can be described as a multi-faceted production approach comprising a
variety of industrial practices, directed towards identifying value adding processes from the purview
of customer and to enable flow of these processes at the pull of the customer through the
organization (Shah & Ward, 2007; Womack, Jones & Roos, 1990). It evolved from the
conceptualization of Toyota Production System (TPS) by Taichii Ohno’s initiatives at Toyota
Motor Company (Ohno, 1988). The central thrust of lean manufacturing is to create a streamlined
flow of processes to create the finished products at the required pace of customers with little or no
waste. Shah and Ward (2007) performed a comprehensive, multi-step approach based study to
identify the dimensional structure of lean manufacturing and developed reliable scales to signify
them. They quantified the conceptual definition and measurement of lean manufacturing in ten
factors, as mentioned below:
- Supplier feedback: Critics and performances of products and services received from
customers to be periodically communicated back to suppliers, for effective transfer of information.
- Just-In-Time (JIT) delivery by suppliers: Only required quantity of products to be
delivered by suppliers at the specified time when customers require them.
- Supplier development: Suppliers to be developed along with the manufacturer, to avoid
inconsistency or mismatch in competence levels.
- Customer involvement: Customers are the prime drivers of a business, their needs and
expectations should be given high priority.
- Pull production: An initiation of need from the successor through kanban should enable
the flow of production from the predecessor, signified as JIT production.
- Continuous flow: A streamlined flow of products without large halts should be established
across the factory.
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 - Setup time reduction: Time required to adapt resources for variations in products should
be maintained as least as possible.
- Total productive/preventive maintenance: Failure of machines and equipment should be
avoided by effective periodical maintenance procedures. In case of failure low rectification time is
to be maintained.
- Statistical process control: Quality of products is of prime importance, no defect should
get percolated from a process to a subsequent one.
- Employee involvement: With adequate motivation and entitlement, employees are to be
empowered for an overall contribution towards the firm.
The Lean philosophy have successful initiatives, does the value chain flowing connection
provides agile management, able to adapt quickly to any changes in industry Subramanian (2014)
and Todorut et. al. (2012). For accomplish advances in philosophy, there are techniques such as
value stream map, the VSM and supplier – input – process – output – consumers, the SIPOC. Using
to track down flaws in the process provides a reliable in analysis of the value chain.
The application of SIPOC and VSM identifying the waste of different kinds and evolving
action plan for elimination of such wasteful. Delineate the process in detail, and find out whether
the steps add value or not. In the first step in a lean transition is to identify and analyze the value-
added processes business and do not add value. If an action does not add value, it should be
modified or eliminated from the process. The Value Stream Mapping (VSM) (Basu, 2009) provide
a reliable qualitative analysis tool for. The benefits of VSM ans SIPOC are many, including the
provision of a common language when considering manufacturing processes, a dynamic and quick
view and developing the idea of the mapping process itself becoming a continuous tool, (BASU,
2009; MOUSA, 2013). Consider the advancement of processes and adaptation to changes as the
main concept for organization. Therefore, Lean manufacturing integrates sectors and their activities
in a single segment management. Through the VSM and SIPOC can realize eradication activities,
suppresses costs, allows adjustments in processes and operations and bring customer value
generating profitability and making the company competitive.

2.3 Lean Six Sigma

Lean Six Sigma is the latest generation of business improvement methodology. It is based
on two previous philosophies (Lean Manufacturing and Six Sigma) and adopts effective aspects of
these respective approaches, according to Mousa (2013). This technique “uses tools from both
toolboxes, in order to get the better of the two methodologies, increasing speed while also

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increasing accuracy”. The Lean Six Sigma presents several benefits, highlights some of them in
frame below:

Frame 2: Lean Six Sigma Benefits

Lean Six Sigma Benefits

Ensuring services/products conform to what the customer needs (“voice of the customer”)
Removing non-value adding steps (waste) in critical business processes.
Reducing cost of poor quality.
Reducing cost of poor quality.
Reducing cost of poor quality. Delivering the correct product/service at the right time in the right
place.”
Source: Antony (2005)

Lean Manufaturing and Six Sigma are aligned for the purpose of satisfy the customer and
improve processes, but each serves different areas of quality, while the first concerns itself with
removing activities that do not add value, another strives to maximize the productive performance .
According to Anthony and Kumar (2012), the scope of Lean is to create a setting to improve the
flow and eliminating waste, “approaching ensure smooth and uninterrupted product flow through
the organization to produce only what is required by the customer”. The Six Sigma scopes is
identify and quantify the problems related to process variation, Anthony and Kumar (2012),
“focuses on “critical to quality” processes or operations. Six Sigma relies on the selection of
appropriate projects which are strategically relevant to both the organization and the customer”. The
advantage of the integration is "the beneficial combination in providing focus on flow, value
streams and waste reduction, as well as focus on variation reduction through structured problem
solving and application of statistical tools and techniques." (Jenica, 2014). The Lean philosophy
reinforces the structure and provides strategic direction for improvement. Guides the overall
dynamics of the system and reports the current state of operations. The Six Sigma project identifies
and focuses on improvement CHEN (2008). Leads the system to the desired future state. This
description can be seen in Frame 3.

Frame 3: Lean Six Sigma interconnections

Lean Manufacturing Six Sigma
Wide - comprises the whole, improves Complex and focused - understands the details,
capacity, focuses on continuity and value appreciate and improve the situation by the tools -
chain - single process of improvement of focuses on control capability to meet customer
flows.
Source: adapted Jenica et. Al. (2014).

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 The Lean Six Sigma ensures the organization achieve the proposals established and brings
so not only with gains in profitability, but customer loyalty and continuity of increasingly effective
processes.

2.4 Comparisons between Lean Manufacturing, The Theory of Constraints

According Pacheco (2014), (Theory of Constraints - TOC) and Six Sigma. analyzed the
evolution and fundamental differences between TQM, TPM, TOC, Lean and Six Sigma, contrasting
these approaches with the model of production from Ford. It was verified that: i) Lean has a
paradigm of production based on output pulled in relation to pushed; (ii) it is possible to develop
integrating Lean and management philosophies of quality; (iii) the combination of TOC with other
approaches indicates superior results in relation to other models. TOC is an effective management
philosophy that results in positive outcomes such as increased gain, reduced levels of inventory and
operational expenditure, thereby improving organizational performance; (ii) contrary to the idea that
the gain orientation directly improves the organizational performance concluded that the
relationship between TOC and organizational performance is completely mediated by the results of
TOC.
That is, the implementation of TOC does not directly in the financial and market
performance of the firm as proposed by Dettmer (2001). The conclusion is that the implementation
of TOC improves results, which in turn have a positive impact on organizational performance.
Thus, the impact of implementation of TOC is felt first in the level, indicating which metrics are
reported to the success of TOC could focus on the operational and organizational results.
Convergences and divergences between Theory of Constraints and Lean The study by Dettmer
(2001) indicated the following points of similarity between the two approaches:
Have the common goal of increasing profits, the value is defined by the customer, the
quality factor is essential in both, they advocate production in smaller batches, aim for the
continuous flow and increase of capacity, seek to minimize inventory, and the participation of the
labor force fulfills relevant to the success of the unfolding of the and tools. TOC accepts variability
and demand instability and operations using strategic lungs (physical, time, ability), while the Lean
aims to constantly reduce the variabilities. In general, Dettmer (2001) considers that there is
substantial overlap between the lean mentality paradigm and TOC, where TOC provides a
framework to guide the Lean efforts avoiding the pitfalls of applying them where they are
unnecessary. The divergences and contradictions would be: (i) in the STP it seems clear content of
the transformation or change, above all from the elements of its structure, such as: subsystems of

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basic prerequisites (standard operation, quick change of tools, layout), subsystem of zero-fault (5S
and TPM), zero-defect subsystem (machine capacity, autonomy, poka-yoke). While in TOC, this
discussion does not exist formalized. This is because TOC discusses the means and not the content,
through the process of thinking, to formulate transformation strategies

3. Methodology

The search strategy taken was the multiple case studies. The choice of this approach is in
accordance with the Yin propositions (1994), because it aims “to investigate a current phenomenon
inside of its real context, when the distinctions between phenomenon and context is not clearly
defined and using many sources of evidence”. The Field research, conducted through case studies,
used a qualitative method of descriptive study (or explorative), adopting the matching strategy
between multiple cases studies. Yin (1994), the qualitative methods are characterized by a strong
focus on comprehension of facts instead of its measurement. It was considered a pair of studies for
each mentioned patterns. It was sent a semi-structured questionnaire to the managers. The
interviews were recorded, after feedback from the managers and evaluated with the researcher and
transcribed to a magnetic device with participatory observation, where the main issues and points
addressed to structure the work are attached to this article. The document examination was also the
subject of the study. In each case study, a member of strategic level (directors) and tactical
(managers) was interviewed, aiming an analysis of the answers of the questions to a better
understanding of the vision of each interviewee. It is worth mentioning that these interviewees have
at least 10 years of experience in companies. A data analysis was used to collect all the data.
Content analysis, in addition to performing interpretation after data collection, is developed through
more or less refined techniques. Thus, content analysis has been shown to be one of the most used
data analysis techniques in the field of administration in Brazil, especially in qualitative research
(DELLAGNELO; SILVA, 2005). A semi-structured questionnaire was sent to the employees (three
managers and three Lean / SixSigma engineers) in each of the two companies surveyed, the
companies are classified as large companies having more than 2000 employees each. The
interviews were recorded after the interviewed opinion, evaluated with the researcher and
transcribed to magnetic medium, and analyzed the main issues and issues addressed for the
structuring of the work. The documentary exam was also the subject of the research. It is worth
mentioning that these interviewees have at least ten years of experience in the same company.

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4. Case studies

The case studies surveyed case number 1 and 2, refer to diverse industries of Sorocaba, city
state São Paulo. The purpose of the studies is to check the application of Lean Six Sigma in
different settings demonstrating its results in resolution of problems involving the variability of
manufacturing processes.

4.1. Case number 1

The case number 1 it is about a low profitability in production system caused by inefficiency
on the machine. The manufacturing process has four different operations to manufacture a
component. One of operations stations has a high time of set up and it is unsatisfactory compared to
other machines of the same function. The consequence of this is stopping the ideal flow from
operations in the process (leadtime). The relevance of the project is centered on two factors: cost
and time factors that have a direct impact on profits of industry. The cost of the process, in low
profitability situation, was estimated at around R$ 2,000,000.00 reais/year and the total operating
time of 539400 min/year. If the machine was optimized, reducing its time by approximately 15%,
while the total time of the procedure would decrease around 8%. The production would require
496240 min/year and the cost would decrease to R$ 1,800,000.00 reais/year resulting in
approximately R$ 200,000.00 saving in the year. The purpose of the Lean Six Sigma methodology
was optimization the machine and consequently the production flow. The aim is savings resources
and improve the leadtime in the process.
Through VSM and SIPOC (Lean) obtained the identification of the production flow and
their interrelations in each transaction observing time and costs. This tool supports data analysis and
identify the problem’ machine. The offshoot of DMAIC (Six Sigma) and its statistical tools, adjust
the machine to an ideal standard. In the DMAIC were described processes and reasoning, the
focused is the machine, it was in trouble. Therefore, the start of the construction methodology
begins at DMAIC, within D, the DEFINE. In DEFINE, arose important information, which consists
in comparing average of chrono time analysis of machines to define which had low profitability.
The results confirmed the problem analysis. This evaluation provided by SIPOC and VSM along
the data showed the cause. The second phase consists of the MEASURE, two targets were set: one
of trouble machine and another of process, respectively the first one, have a specific goal: reducing
the time to 50 seconds to 43 seconds, optimizing the time of process in the machine in 15 %. The
overall goal is reduce the time from 98 to 91 seconds, in the role process, optimizing in 8%. Also
during this period, it was determined the overall indicator: profitability, to monitor and check the
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result. The third phase, ANALYZE sought the removal of the variables that influence the machine.
Through statistical tools such as Pareto chart and the Box plot was obtained the time dispersions,
which could be observed by the belt. Brainstorming raised possible causes for dispersion, which is
causing the low profitability: 1. Over-on-metal, 2. Finishing and roughing time, 3. Advancement of
the X-axis and 4. Dressing time. The mapping of SIPOC and of cause and effect diagram a have
driven a discussion for a potential solution to the problem was priority: reducing machine time. In
the final phase, the IMPROVE rated the Brainstorming and its assumptions. The analysis initials
shows options 1 and 2, however the first and second option is a problem of suppliers. As soon,
machine-roughing time was discussed as a good possible to correct the machine. The project to
change the machine parameters as previously discussed in other phases. After the planned
adjustment of the machine, there was a new stratification and new boxplot. The result after the
adjustment of the machine exceeded the targets. The target specific achieved a 32% optimization,
which reduced the time from 51 to 32 seconds operation. Consequently, the overall goal came to
15%, reducing from 98 to 82 seconds. Therefore, the result increased the reduction in spending
more than expected. Finally, the C (CONTROL) verified quality in the process. The new machine
parameters were satisfactory, this leading the maintenance to new parameters. In order not go back
the problem, the document of the machine have an adjustment, as well as monthly reports to
monitor machine performance and process.

4.2. Case number 2

In Case 2 the goal is to reduce the consumption of tools and machine optimization in the
production line of an auto parts supplier company. As a starting point, tool costs (R $ 3.38 per linear
meter) were raised and a low performance of CBN grinding wheels and high machining times were
observed. As it is a grinding wheel with a cost of approximately R $ 2,300.00 each, hence the
importance of treating not only the reduction of tool consumption but also the reduction of
machining times. The grinding wheels are used to machine various types of gear groups each with
their respective costs per linear meter. In the current situation, the average monthly cost of
reworking this material is R$ 109,081.48 / month, with an annual cost of R $ 1,308,979.47. The
Ishikawa`s tool (6M) was also used, in order to identify the causes of the problem. The main causes
were: (a) system "pushed" the supplier sends everything that has covered; (B) lack of programming
for items with closed requisition; (C) high hardness of the parts and low service life of the covers.
Afterwards, the Theoretical Analysis Model (MTA) was used with the 5Why tool and the
Improvement Prioritization Matrix with the GUT technique to map the actions more clearly until
reaching the reduction objective.

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 The MTA, with 5 Why, is an approach in the form of an array of questions that guides the
group in getting answers to particular problems or action plans. It is a systematic to better
understand a certain situation, exploring its different aspects. The priorities set out in 100% and
70% relate to the priority level of each topic, established by the team of improvements and focusing
on solving the problem established, and in the penultimate column the proposed solutions to the
problems. Next, the prioritization matrix was performed, whose objective is to reduce and order, in
a rational way, the number of items to be implanted, to be later ordered in the matrix. It is a matrix
specially constructed to order a list of items, a tool for decision making, since it establishes a
prioritization, which may or may not be based on criteria with defined weights. The weights were
defined in conjunction with the factory floor (machine users) and Factory Improvement Project
team. The GUT technique was used with the matrix and the procedure used was to list all the
problems (or risks) related to what was treated in the situation to be explored.
Then we assign a note (1 to 5) for each problem, in three aspects: Severity, Urgency and
Trend (hence the name GUT). Gravity is the size of the impact of that problem in case it happens.
Urgency is related to the time that this problem should take to happen, the greater the urgency the
less time available to solve this problem. Trend is the potential of the problem, ie, "If I do not solve
this problem now, will it get worse little by little or will it get worse?" Summing up the values of
each of these aspects (Severity, Urgency and Trend), we have a priority. The problems with the
highest priority are those that you must treat first, precisely because they are the ones with the
highest Severity, Urgency and Tendency. The others you can leave for later, or even ignore if
necessary. So after several brainstorms, the matrix was completed. For each Kapp machine, they
produce various groups of materials (gears, grinding wheels and planetary). In 2014, beginning of
the project to reduce the consumption of tools and machining times, below figure1 brings the
monitoring of the situation of 2014. The cost of the month of January spent with tools was R $
153,426.00. The monthly cost per linear meter of the groupings was calculated (R$ 153,426.00 /
53469 linear meter) at R$ 2.83 per linear meter. According to the frame below.

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 Frame 4: Matriz GUT
Improvement Priorization matrix

Project: Kapp machines optimization

Topic U T Priorization MTA priorization

Systhematic implementation for 5 5 125

teeth grinding experience

5 5 125
Monitoring after implementation
After experience / Implement 5 5 125
correction formulary
Life time controlling of grinding
3 3 27
wheels
Variable processes

Execute inventory checking via

SAP system define systhematic 5 3 75
for demand calculation

Implement sensors against 5 5 125

crashing and train operators
Surface coating development 3 3 27
Negotiate purchase price of
tooling due to the productivity 3 3 27
gain for the supplier
New development cost reduction 3 1 15
Monitoring of cycle time after
5 3 75
improvements
Identify products with possibility
5 5 125
to share the same development

The waste could be Action should be taken In case of not act

5 high importance 5 Imediately 5 highly worst
G U T
3 +/- importance 3 Can wait 3 stable
1 low importance 1 No priority 1 improve
Source: Authors (2017)

5. Final considerations

The Lean and Six Sigma programs have emerged in different scenarios and epochs, and
although they use different methodologies, both aim as the main result of a process to increase
productivity and quality. In the case of the Lean, the initial strategy of conducting isolated kaizens
in areas, sectors or processes generated specific results awoke the companies to the necessary
organizational culture change that should accompany the introduction of these programs. In the case
of Six Sigma, the need for a staff structure capable of applying statistical tools (so-called Green
Belts, Black Belts and Master Black Belts), with partial or full dedication to improvement projects,
combined with relatively long generation time Of expressive results, it ended up cooling the rhythm

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of the actions and, consequently, the achievement of the planned results. Lean Six Sigma covers
everything from operational and tactical aspects of quality to customer satisfaction. The
contribution of this methodology is to reduce costs, times and activities in the pursuit of
productivity, as well as being concerned with adding value to the process and bringing the customer
a new perception of the product. Lean Six Sigma is the theory and practice of the cases studied. It
can be seen that by means of the aforementioned techniques, in these cases there is a significant
improvement in operating times, reliability / quality and a cost reduction without loss of capacity, in
particular in these cases there was an increase in production capacity. The Lean and Six Sigma
philosophies worked simultaneously bring significant results. The integration of tools and methods
of these two management practices show harmony and efficiency in process improvement.
Therefore, strategically aligning holistic and timely views on the same focus presents progress in
operational times, reduction of losses and costs involved directly and indirectly in production. The
Lean Six Sigma methodology proved to be satisfactory and effective. The limitations observed in
the article are related to the information collected in the interviews with the persons mentioned, due
to the confidentiality of the companies. As a suggestion for future research, one must broaden the
research to all areas in which Lean and Six Sigma are implemented and the benefits to employees
with this new methodology are felt. The two cases studied are connected by the fact of using the
Lean and Six Sigma methodology in similar companies and getting success comparing to the
planned targets. All of them were developed by Six Sigma Professionals, seeking for cost
reductions and waste eliminating in the factories.

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Recebido: 23/02/2017

Aprovado: 14/10/2017

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D.O.I.: 10.7198/geintec.v7.i4.1105