The Bulletin of Tabbin Institute

for Metallurgical Studies (TIMS) Vol. 112, (2023)

LEAN SIX SIGMA IMPLEMENTATION IN WASTE REDUCTION,

ENVIRONMENTAL SUSTAINABILITY AND SAFETY RISK
MANAGEMENT.
El Konisy, A. I.*,§; Abd Elwahab, S.† and Hassan, H.‡

*
Quality assurance department, Kafr Elzayat pesticides and chemicals company, El Gharbia, Egypt.
†
Energy department, Tabbin Institute for Metallurgical Studies, Cairo, Egypt.
‡
Quality assurance department, Alexandria national refining and petrochemical company and
member of the teaching staff of the Faculty of Science Alexandria University, Egypt.
§
Corresponding author email: Chemistaya28@gmail.com

ABSTRACT
The main goal of this article is to illustrate how the application of lean six Sigma may
reduce waste, enhance environmental sustainability, and control safety risks in a
manufacturing company. Lean manufacturing seeks to decrease/eliminate waste,
whereas Six Sigma aims to reduce defects by reducing variability in the system. The
goal of this article is to propose a model for Lean Six Sigma that will allow using the
tools of Six Sigma and Lean manufacturing to reduce waste by reducing the percentage
of returns, sustain the environment by reducing the empty contaminated return
packages, and control the safety risk by using FMEA (Failure – Mode and effect
analysis) in risk assessment. A DMAIC (Define – Measure – Analyze- Improve –
Control) project is used to carry out the empirical case study. This Lean six sigma
DMAIC methodology is used in parts to gather and examine data about the present
process.

Keywords
Lean; Six Sigma; Waste; Environment; Safety.

1. INTRODUCTION
Throughout history, the role of continuous improvement within organizations has
changed and adapted, from the first improvements made through the invention of
machines that sped up production to using empirical or statistical methods to analyze
processes. People and organizations have looked for better operational procedures.
Increasing the quality of their goods and services is where some industries concentrate
the majority of their efforts on continual improvement. Some people see cost reduction
as a goal of ongoing progress. Successful continuous improvement projects ultimately
alter an organization’s culture in addition to reducing costs and raising quality. The
motivation and desire of the organization’s members to continuously enhance company
procedures and policies are the main emphases of the culture change; an organized
strategy or program of continuous improvement is needed to stimulate this fundamental
shift in running and managing processes. Combining Lean and Six Sigma, two well-
known continuous improvement approaches, creates Lean Six Sigma. Lean and Six
Sigma often concentrate on enhancing an organization’s transactional and production
processes. Both have complementing effects despite using different approaches and
guiding ideas to bring about improvement. As a production methodology, lean
manufacturing attempts to reduce waste, simplify processes, and accelerate workflow.

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 El Konisy, A. I.; Abd Elwahab, S. and Hassan, H.

The goal of Six Sigma, on the other hand, is to significantly reduce the number of errors
that occur in manufacturing or service activities. Small and medium component
manufacturing companies need efficient, low-cost methods and procedures to address
serious issues with productivity and quality. Successful deployments of each of these
approaches at organizations like Toyota, General Electric, and Raytheon each
contributed to their own popularization. Now that many businesses are aware of the
significant synergy created by combining these two approaches, Lean or Six Sigma has
been successfully applied. [1].

2. STUDY HYPOTHESES
The focus of this research effort is to investigate the research hypothesis. The Null
hypothesis of this study is:

• Ho (1): Lean six sigma implementation does not affect reducing waste.
• Ho (2): Lean six sigma implementation does not affect environmental sustainability.
• Ho (3): Lean six sigma implementation does not affect safety risk management.

3. LEAN MANUFACTURING
Lean manufacturing is often understood as the elimination of waste from a process in
order to speed up the process and enhance quality. The Toyota Production System
(TPS), often regarded as the father of the Lean methodology, was the foundation from
which the lean production methodology was built. The Toyota system’s primary goal
has been to boost production efficiency by thoroughly and consistently reducing waste,
according to Ohno (1988), who further confirms the connection between better business
outcomes and waste elimination. The majority of Lean technologies are applied in brief
periods of work that involve careful and thorough planning and application phases.
Most Lean tools are implemented in short bursts of activity that include focused and
intensive planning and implementation phases. [2]

Table (1): Lean tools.

Tool Description
A clean and organized workspace may be created and maintained
5S (or 6S) using the systematic 5S technique. 5Splus Safety considerations are
referred to as 6S.
A production schedule concept known as “just in time” requires that
Just-in-Time every material required at a production operation, including raw
Production materials, completed goods, and anything in between, be created and
made accessible just in time.
According to the kaizen concept, regular application and
maintenance of minor, incremental adjustments over an extended
Kaizen period produce noticeable benefits. Kaizen events, which are 2–5
days rapid process improvement events, are frequently used to
introduce lean.
Work in progress and inventory levels are managed using Kanban
Kanban
(signals).

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 The Bulletin of Tabbin Institute
for Metallurgical Studies (TIMS) Vol. 112, (2023)

Tool Description
Lean process and/or product design methodology 3P. Production
Production procedures, tools, and machinery that support one-piece flow are
Preparation simple to manufacture and achieve appropriate cost, quality, and lead
Process (3P) times are devised and put into use by 3P. Likewise referred to as pre-
production planning.
Standard work is the series of steps required to carry out a specific
operation. To guarantee that every employee is aware of and
Standard Work
regularly follows the new procedure, improvements made during
kaizen events are promptly documented as standard work.
TPM is a strategy to involve operators in the design, choice,
Total Productive
correction, and maintenance of equipment to guarantee that every
Maintenance
machine or process is always able to execute its necessary functions
(TPM)
without halting or delaying defect-free output.
A technique for mapping processes that is used to record the present
Value Stream
and potential future states of information and material flows in a
Mapping
value stream (from supplier to customer)
Visual controls are used to display the status of an activity so that
every employee can see it and respond appropriately, as well as to
Visual Controls reinforce standardized procedures. During kaizen events, visual
controls are routinely used to streamline operations and provide
visual feedback on process performance.

4. SIX SIGMA APPROACH

By implementing a number of small projects utilizing the five-step DMAIC (Define,
Measure, Analyze, Improve and Control) process, Six Sigma is implemented. The Plan-
Do-Check-Act issue-solving process developed by Walter Shewhart and W. Edward
Deming and DMAIC are fairly comparable. Later, Six Sigma initiatives and procedures
would blend into the organizational philosophy and daily operations. [2]

Fig. 1: DMAIC.

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 El Konisy, A. I.; Abd Elwahab, S. and Hassan, H.

5. ROLE OF LEAN SIX SIGMA IN BUSINESS AND WASTE REDUCTION

Lean Six Sigma is a business approach that enables organizations to improve revenues
by simplifying procedures, enhancing quality, and removing flaws. Companies that use
the Six Sigma approach must lower process variation to a point where there are 3.4
defects per million opportunities (DPMO) produced. The organization’s high-level
goals are connected to Six Sigma initiatives and activities. Any organization’s three
main constituencies—customers, Owners, and employees-determine its objectives.
These stakeholder-based goals are translated into the appropriate measurements by
senior management. Then, a plan of action is matched to these objectives and metrics by
considering all business procedures and viewing production as a component of a wider
system. Numerous advantages of Six Sigma are offered to customers. The Owners will
inevitably benefit more as the cycle time for product design shortens, and operations
become more cost-effective. Naturally, employees’ compensation will improve as they
grow more productive. Therefore, implementing Six Sigma will increase the benefits to
all organizational stakeholders. [3]

6. ROLE OF LEAN SIX SIGMA IN ENVIRONMENTAL SUSTAINABILITY

Because environmental effects are inherent in industrial wastes, lean implementation
efforts can have a significant impact on environmental improvement. Therefore, cutting
down on these Lean wastes benefits the environment. For instance, less over-processing
activities and more effective transportation reduce emissions. Additionally, the
establishment of the proper-sized manufacturing unit results in a reduction in the
amount of materials, land, and energy consumed. While six Sigma focuses on
minimizing variance, it also aids in improving the environment by removing faults.
Efforts in Lean and six Sigma can significantly improve environmental performance.
Organizations can leverage the potent forces underlying Lean and Six Sigma to increase
business competitiveness while lowering environmental impacts and wastes by
including environmental wastes in Lean’s fatal wastes. [2]

7. ROLE OF LEAN SIX SIGMA IN REDUCING SAFETY RISKS

Risk is the term used to describe the unpredictability of future occurrences and results.
It is an expression of the likelihood and effect of an event that could have an impact on
the accomplishment of a goal. Risk can be best understood in its simplest form as
something that could go wrong and prevent you from reaching your goals.
Identification, evaluation, and prioritization of various risks are all steps in the risk
management process. The risk manager will develop a strategy to lessen or completely
avoid the effects of adverse events once the risks have been recognized. Various
approaches can be used based on the risk type and the type of business [4]. Setting and
reducing accidents is the department of health and safety’s goal. In industrial
organizations, safety is very important. Safety knowledge among employees is crucial
to producing high-quality results. Reduces in the real health and safety of employees are
associated with low levels of safety awareness and a bad safety climate. Any operations
manager’s responsibility is to find ways to boost employee productivity in general and
quality results in particular. The current study aims to combine six sigma methodology
and industrial safety. The safety, health, and welfare of workers in any industrial or non-
industrial organization are a concern of the International Labor Organization (ILO) and
World Health Organization (WHO). Creating and supporting the appropriate safety
culture is one of every manufacturing organization’s main goals. [5]

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 The Bulletin of Tabbin Institute
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8. RESULTS
This study used Lean Six Sigma (DMAIC approach) to successfully minimize waste,
protect the environment, and lower safety risks. As a result, managers can use the paper
as a roadmap to direct specific process improvement projects in their organizations.

The results revealed that:

1 - The percentage of returns for the specific product was 29.79 %, and six sigma level
was 2.03 sigma and DPMO= 297848 in 2021; after applying lean Six Sigma, the
percentage of returns for the same product became 0.255, and the six sigma level
became 4.29 sigma in 2022.

So that:
• Lean Six Sigma reduced waste and enhanced environmental sustainability.
• The first and second null hypotheses were rejected.

2 - The number of accidents was 3, and the six sigma level was 4.05 sigma and DPMO=
5263 in 2021; after applying lean Six Sigma, the number of accidents became 2,
and the six sigma level became 4.23 sigma in 2022.

So that:
• Lean Six Sigma reduces safety risks and accidents.
• The third hypothesis was rejected.

This demonstrates that as long as the organization continues embracing Lean Six Sigma
within its continuous improvement culture and applies its concepts and principles to
systematically solve quality problems, it is believed that benefits such as cost savings,
sustaining the environment, reducing waste and reducing safety risks will be achieved.

9. RECOMMENDATIONS
• Training and awareness of the customer on the proper transportation, handling and
storage methods of products at planned periodic intervals; this is because there are
returns as a result of wrong transportation and storage.
• Establishing a cost center for returns to calculate the cost of rework and scrape through
the financial department.
• Monitoring, measuring, analyzing and evaluating the percentage of returns monthly.
• Reassess the risks at planned intervals to decrease these risks.
• Applying lean six Sigma in different industrial companies.

10. REFERENCES
[1] O’Rourke and Peter, M.: “A Multiple-Case Analysis of Lean Six Sigma Deployment
and Implementation Strategies”. Theses and Dissertations. 3765.
https://scholar.afit.edu/etd/3765. pp. (i, 1, 2, 6), (2005).
[2] The U.S. Environmental Protection Agency (EPA), the Environmental
Professional’s Guide to Lean & Six Sigma, pp.
(11,12,13,14,15,16,18,19,20,25,31,232,234,235,238).

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 El Konisy, A. I.; Abd Elwahab, S. and Hassan, H.

https://www.epa.gov/sustainability/environmental-professionals-guide-lean-six-
sigma.
[3] Raghunath, A. and Jayathirtha, RV.: “Lean Six Sigma approach for auto component
manufacturing SMEs”. In Proceedings of International Simulation Conference of
India, 2013, IITM Research Park, Indian Institute of Technology Madras, pp. 1-2,
(2013).
[4] Alharthi, A.; Fathe, S. M. and Aziz, T.: “Application of Lean six sigma and risk
management in entertainment and media industry”. Proceedings of the International
Conference on Industrial Engineering and Operations Management. Bali, Indonesia.
(2014).
[5] Ateekh-ur-Rehman L.: “Safety Management in a Manufacturing Company: Six
Sigma Approach,” Engineering, Vol. 4 No. 7, pp. 400-407.
doi: 10.4236/eng.2012.47053, (2012).

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