Please use this identifier to cite or link to this item: https://bspace.buid.ac.ae/handle/1234/1549
Title: Industrial Processes Performance Improvement using Six Sigma Principles and Tools
Authors: AlAwadhi, Alya
Keywords: industrial processes
performance improvement
six sigma
United Arab Emirates (UAE)
Total Quality Management (TQM)
Issue Date: Nov-2019
Publisher: The British University in Dubai (BUiD)
Abstract: For the block bottom paper bag company, the main areas to consider were paper quality, printing, slitting, and glue type. In this project, TQM and Six Sigma DMAIC methodology were used to improve the process of paper bag making to make sure that the output of the manufacturing process meets the demands of customers. This dissertation was implemented in Falcon Pack, a company that is located in Sharjah, United Arab Emirates. The data collected from the Falcon Pack Company was used to make an analysis that would lead to a lasting solution for the company. The analysis was conducted using regression analysis, Pareto Charts, and the Fishbone diagrams. Various techniques were applied during data collection, which included the empirical measurements, observation, and questionnaire method. The analysis of data using Pareto analysis uncovered significant problems. Fishbone analysis allowed for the suggestion of the techniques for improvement using Six Sigma and TQM. Printing and packaging industries are continuously facing fierce competition and the challenge of meeting increasing demands for higher quality products at economical costs. The triumph of a business is directly related to how effective its implementation of continuous improvement (CI) is. For any manufacturing system, Total Quality Management (TQM) and Six Sigma are principal CI methodologies. An adequate understanding of these methodologies and their relationship provides industries with a competitive advantage. At Falcon Pack Company, the percentage of the waste is very high. This occurs when workers are not included in the continuous enhancement of the products. Workers might make mistakes, although most are caused by defective processes and systems. A lot of time is wasted during bag making, especially during maintenance, setting, and cleaning. Another factor is a low performance that is contributed by operating the machine below the ideal speed, starting the machine, and ending the roll. Sometimes the company is also concerned by the quality of bags that they produce. The redundant quality is majorly contributed by printing errors, slitting problem, paper quality, and other defects related to glue type. Data analysis was used to find out the primary roots for the high wastage. Afterward, fishbone diagrams were applied to navigate the root causes for each type of defect that result in a high percentage of waste, which are printing, paper quality, glue type, and slitting. Statistics and regression were used in finding out the means of improving the system. Furthermore, the factors that influence quality and performance in the industry such as the environment, machine breakdown, employees, and machine maintenance, all with respect to customer satisfaction, were analyzed. Afterward, solutions that could be embraced to solve the existing problems, and those that could have been implemented at Falcon Pack Company within three months were considered and implemented. The enactment of TQM and Six Sigma at Falcon Pack Company improved the availability of services, performance, and quality of the block bottom paper bags. The enactment of TQM and Six Sigma at Falcon Pack Company has improved the availability of services, increased performance, and better quality of the block bottom paper bags. The process improvement with Six Sigma resulted to 99.7 % quality percentage which is 0.02% away from Sigma level. Moreover, there has been a significant waste reduction and operational efficiency, which has greatly reduced the cost of operation and better customer retention. On a scale of 10, Customer satisfaction increased by an index of 2.29 from 5.31 before Six Sigma to 7.57 after Six Sigma. Additionally, evaluation improved by a scale of 2.76 while comparison improved by a scale of 1.04. In general, customer satisfaction increased from 4.8 before Six Sigma to 7.5 after the Six Sigma implementation.
URI: https://bspace.buid.ac.ae/handle/1234/1549
Appears in Collections:Dissertations for Engineering Management (EM)

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