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Application of Six Sigma Methodology in an Automotive Manufacturing Company: A Case Study

Author

Listed:
  • Yung-Tsan Jou

    (Department of Industrial and Systems Engineering, Chung Yuan Christian University, Taoyuan City 320314, Taiwan)

  • Riana Magdalena Silitonga

    (Department of Industrial and Systems Engineering, Chung Yuan Christian University, Taoyuan City 320314, Taiwan
    Department of Industrial Engineering, Atma Jaya Catholic University of Indonesia, Jakarta 12930, Indonesia)

  • Ming-Chang Lin

    (Department of Industrial and Systems Engineering, Chung Yuan Christian University, Taoyuan City 320314, Taiwan)

  • Ronald Sukwadi

    (Department of Industrial Engineering, Atma Jaya Catholic University of Indonesia, Jakarta 12930, Indonesia)

  • Jovian Rivaldo

    (Department of Industrial Engineering, Atma Jaya Catholic University of Indonesia, Jakarta 12930, Indonesia)

Abstract

Continuous improvement is the prime requirement for all industries to sustain and grow in the competitive global market. This paper is a case study of a manufacturing industry in Taiwan, facing the problem of rejection in the brushless motor product. The DMAIC (Define, Measure, Analyze, Improve, and Control) cycle was used to improve processes to reduce the rejection rate. In the Define phase, anything related to processes, products, suppliers, customers, and customer needs related to good quality products were determined. SIPOC diagrams (Supplier, Input, Process, Output, and Customer) and Critical to Quality (CTQ) were identified. The Measure phase focused on data collection by determining the baseline of the process and determining the root causes of the process. DPMO and the Control Chart were applied in this phase. In the Analyze phase, the causes of production process failures that result in defective products were identified. Tools like Pareto Diagram, Fishbone Diagram, and FMEA were used in this phase. In the Improve phase, the improvement solutions in overcoming priority problems were determined by using the 5W + 1H tool. Several improvement solutions were implemented, such as improvement in inspection methods, re-selection for the supplier, increasing the number of workers, providing training to workers, and others. In the control phase, the Six Sigma values were improved. In January–May 2022, the Six Sigma level increased from 5.11 to 5.44.

Suggested Citation

  • Yung-Tsan Jou & Riana Magdalena Silitonga & Ming-Chang Lin & Ronald Sukwadi & Jovian Rivaldo, 2022. "Application of Six Sigma Methodology in an Automotive Manufacturing Company: A Case Study," Sustainability, MDPI, vol. 14(21), pages 1-27, November.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:21:p:14497-:d:963455
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    References listed on IDEAS

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    1. Andrea Sujova & Lubica Simanova & Katarina Marcinekova, 2016. "Sustainable Process Performance by Application of Six Sigma Concepts: The Research Study of Two Industrial Cases," Sustainability, MDPI, vol. 8(3), pages 1-21, March.
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