Six Sigma Case Study to Reduce Leakers

In this Lean Six Sigma project case study, we were tasked with reducing the amount of “Leakers” on a Bartelt Line producing Pistachios using the Six Sigma DMAIC process.

First, we completed a SIPOC to determine if there were any inputs external to the Process that could be an issue. We found that variation in the film could be a contributing factor.

We then defined the Xs in the process of this lean six sigma case study. This is where we “look for open windows” (can the process meet its existing tolerances). We found that there was no data being cataloged for the measurable and controllable inputs. We also found that the output was measured in Pass/Fail rather than a continuous metric.

We found that the KPOVs were the position of the heat placement and the dwell time. We took capability measurements after completing a controlled setup and implementing some poka-yokes, and the short-term capability increased to over 2.

What is a lean six sigma project case study?
What is a lean six sigma project case study?

What is Six Sigma?

Six Sigma uses statistics and data analysis in order to reduce or eliminate errors and defects. This process aims to reduce manufacturing defects to 3.4 per million units.

Six Sigma provides organizations with tools that help them improve their management skills. This increases performance and decreases process variation allowing for a reduction in defect rates, employee morale, and improved quality products and services. All of these factors contribute to higher profitability.

Six Sigma consists of a collection of management tools and techniques that are designed to increase the ability of a business process by reducing error rates. Six Sigma is a data-driven method that employs statistical methods to eliminate defects, reduce defects and improve profits.

Digital Transformation is the buzzword of the decade. As companies compete for more business in a competitive market, new technologies, and tools support the company’s transformation journey. But is this enough to speed up a company’s transformation? Is it possible to remove production bottlenecks or fix a service design problem with standalone technology? While digital transformation can accelerate a company’s growth it must be supported equally by management methods of business transformation and quality control.

In 1986, American company Motorola created a new concept for the quality control process. It has been refined over the years into a solid theory of principles, methods, and aimed at business transformation via a clearly defined process. This finished product is Six Sigma.