A Lean Six Sigma Framework for the Reduction of Ship Loading Commercial Time in the Iron Ore Pelletising Industry

Hdl Handle:
http://hdl.handle.net/10545/607734
Title:
A Lean Six Sigma Framework for the Reduction of Ship Loading Commercial Time in the Iron Ore Pelletising Industry
Authors:
Garza-Reyes, Jose Arturo ( 0000-0002-5493-877X ) ; Al-Balushi, Mustafa; Antony, Jiju; Kumar, Vikas
Abstract:
Evidence suggests that specifically designed frameworks to implement Lean Six Sigma (LSS) projects to tackle particular problems are more effective than “generic” versions. This paper proposes an implementation framework to effectively deploy LSS to improve a key operation and performance indicator, i.e. ship loading commercial time, of one of the largest world producer of iron ore. This article therefore contributes with a refined framework to effectively implement LSS, and documents its successful application and effectiveness within the context of the case organisation. The LSS framework and project contributed in helping the studied organisation to improve both the capability of its ship loading process and commercial time by more than 30 percent, resulting in operational savings in the range of $300,000 USD per year. The systematic nature of the framework proposed also helped the organisation to establish a standardise routine to improve its operations. Managerial implications exposing the challenges faced during the implementation of LSS are also discussed to serve as lessons learnt to be considered in other LSS projects. Managers and engineers in charge of improving operations and processes can benefit from this paper as it can be used as a guide to direct the conduction of LSS projects and the empirical application of its principles and tools.
Affiliation:
University of Derby
Citation:
Garza-Reyes, J.A., Al-Balushi, M., Antony, J., Kumar, V. (2016), “A Lean Six Sigma Framework for the Reduction of Ship Loading Commercial Time in the Iron Ore Pelletising Industry”, Production, Planning & Control: The Management of Operations, 27 (13), pp. 1092-1111. DOI: 10.1080/09537287.2016.1185188
Publisher:
Taylor&Francis
Journal:
Production, Planning & Control: The Management of Operations
Issue Date:
Apr-2016
URI:
http://hdl.handle.net/10545/607734
DOI:
10.1080/09537287.2016.1185188
Type:
Article
Language:
en
Appears in Collections:
Centre for Supply Chain Improvement

Full metadata record

DC FieldValue Language
dc.contributor.authorGarza-Reyes, Jose Arturoen
dc.contributor.authorAl-Balushi, Mustafaen
dc.contributor.authorAntony, Jijuen
dc.contributor.authorKumar, Vikasen
dc.date.accessioned2016-05-03T10:28:41Zen
dc.date.available2016-05-03T10:28:41Zen
dc.date.issued2016-04en
dc.identifier.citationGarza-Reyes, J.A., Al-Balushi, M., Antony, J., Kumar, V. (2016), “A Lean Six Sigma Framework for the Reduction of Ship Loading Commercial Time in the Iron Ore Pelletising Industry”, Production, Planning & Control: The Management of Operations, 27 (13), pp. 1092-1111. DOI: 10.1080/09537287.2016.1185188en
dc.identifier.doi10.1080/09537287.2016.1185188en
dc.identifier.urihttp://hdl.handle.net/10545/607734en
dc.description.abstractEvidence suggests that specifically designed frameworks to implement Lean Six Sigma (LSS) projects to tackle particular problems are more effective than “generic” versions. This paper proposes an implementation framework to effectively deploy LSS to improve a key operation and performance indicator, i.e. ship loading commercial time, of one of the largest world producer of iron ore. This article therefore contributes with a refined framework to effectively implement LSS, and documents its successful application and effectiveness within the context of the case organisation. The LSS framework and project contributed in helping the studied organisation to improve both the capability of its ship loading process and commercial time by more than 30 percent, resulting in operational savings in the range of $300,000 USD per year. The systematic nature of the framework proposed also helped the organisation to establish a standardise routine to improve its operations. Managerial implications exposing the challenges faced during the implementation of LSS are also discussed to serve as lessons learnt to be considered in other LSS projects. Managers and engineers in charge of improving operations and processes can benefit from this paper as it can be used as a guide to direct the conduction of LSS projects and the empirical application of its principles and tools.en
dc.language.isoenen
dc.publisherTaylor&Francisen
dc.subjectDMAIC, Iron Ore Industry, Lean, Lean Six Sigma, Operations Improvement, Six Sigmaen
dc.titleA Lean Six Sigma Framework for the Reduction of Ship Loading Commercial Time in the Iron Ore Pelletising Industryen
dc.typeArticleen
dc.contributor.departmentUniversity of Derbyen
dc.identifier.journalProduction, Planning & Control: The Management of Operationsen
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