See

discussions, stats, and author profiles for this publication at: http://www.researchgate.net/publication/215521308

Design process improvement through the

DMAIC Sigma approach: a wood consumption
case study
ARTICLE in INTERNATIONAL JOURNAL OF PRODUCTIVITY AND QUALITY MANAGEMENT JANUARY 2011
DOI: 10.1504/IJPQM.2011.038687

CITATION

DOWNLOADS

VIEWS

193

139

2 AUTHORS:
Tarek Sadraoui

Ahmed Ghorbel

University of Sfax

Faculty of mangement and economics , Uni

22 PUBLICATIONS 9 CITATIONS

25 PUBLICATIONS 42 CITATIONS

SEE PROFILE

SEE PROFILE

Available from: Ahmed Ghorbel

Retrieved on: 23 June 2015

Int. J. Productivity and Quality Management, Vol. 7, No. 2, 2011

Design process improvement through the DMAIC

Sigma approach: a wood consumption case study
Tarek Sadraoui*
Dynamic Economic Unit and Environmental Research,
Higher Institute of Industrial Management of Sfax,
University of Economics and Management Sfax,
Sfax, Tunisia
E-mail: tarek_sadraoui@yahoo.fr
E-mail: Tarek.Sadraoui@fsegs.rnu.tn
E-mail: tarek.sadraoui@gmail.com
*Corresponding author

Ahmed Ghorbel
Higher Institute of Industrial Management of Sfax,
University of Economics and Management Sfax,
Laboratory BESTMOD,
Higher Institute of Management,
University of Tunis,
41, Freedom Street,
Bardo 2000, Tunis, Tunisia
Fax: +216 74 891 192
E-mail: ahmed_isg@yahoo.fr
Abstract: Six Sigma is a well-known concept which means the perfection. A
process of production to three sigma makes 3.4 defaults/million unit, whereas
six sigma means for us the perfection. We used it now to mean type of
specialised training, aiming at the attack of very high objectives for processes
improvement. Six Sigma is a method of continuous improvement and
elimination of non-quality, passing by cycle DMAIC: to define, measure,
analyse, innovate and control carried out by a team of project. In this paper, we
propose a new practice of Six Sigma for reduction of the number of
conformities and minimisation of the number of customers Complaints for
KITAMEUBLE industry.
Keywords: Six Sigma; DMAIC; define, measure, analyse, improve/implement
and control; control charts; Pareto; wood consumption; KITAMEUBLE.
Reference to this paper should be made as follows: Sadraoui, T. and
Ghorbel, A. (2011) Design process improvement through the DMAIC Sigma
approach: a wood consumption case study, Int. J. Productivity and Quality
Management, Vol. 7, No. 2, pp.229262.
Biographical notes: Tarek Sadraoui has PhD in Quantitative Methods. He is a
Member and Researcher at the Unit of Dynamic Economics and Environmental
Research. The research activities deal with studying international R&D
transmission mechanism and relation between R&D cooperation and growth,
dynamic panel data model and testing unit root, cointegration and causality in
Copyright 2011 Inderscience Enterprises Ltd.

229

230

T. Sadraoui and A. Ghorbel

many issues using WinRats, Eviews TSP and STATA Software. He is an
Associate Professor at the High Institute of Industrial Management of Sfax in
Tunisia. He is teaching Econometric Analysis, Statistics and Statistical Process
Control.
Ahmed Ghorbel has PhD in Quantitative Methods. He is a Member and
Researcher at the Business, Economic Statistics Modeling Laboratory. The
research activities deal with studying international transmission mechanism
between financial markets, forecasting and modelling of volatility and
correlation for financial risk management. Using S-Plus and other Software
Eviews, STATA, SPSS, he is developing Copula Models. He is an Associate
Professor at the High Institute of Industrial Management of Sfax in Tunisia. He
is teaching Econometric Analysis, Statistics and Statistical Process Control.

Introduction

This study proposes to define, measure, analyse, innovate and control (DMAIC). Six
Sigma methodology (Breyfogle, 1999) is used to improve the design process in the
KITAMEUBLE industry (Linderman et al., 2003). We are interested in this project of
end of study in the approach six sigma which allows a global solution of the
improvement of the quality of the product by the use of the product by the use of the
whole of the tools of quality. But also by a management by project and which will
conclude this review from the methods and tools of quality.
The objective of our study is to help the persons in charge for the service of quality
management to reduce the cost of non-conformity and the number of complaint with the
installation of a step six sigma.
According to Klefsjo et al. (2001), Six Sigma is a broadly accepted methodology that
focuses on improving an organisations operational performance, business practices and
systems by identifying and preventing defects in manufacturing and service-related
processes.
According to Wright and Basu (2008), Six Sigma is a holistic approach to achieving
near perfection, expressed in terms of no more than 3.4 errors per million opportunities.
This near perfection appears to many to be overkill, or to some an impossible ideal.
Nonetheless, Six Sigma has been adopted by many leading companies. The benefits are
well-documented for manufacturing industries, and increasingly in service industries. For
Azzabi et al. (2009), Six Sigma has been characterised as the latest management fad to
repackage old quality management principles, practices and tools/techniques. At first
glance, Six Sigma looks strikingly similar to prior quality management approaches.
However, leading organisations with a track record in quality have adopted Six Sigma
and claimed that it has transformed their organisation.
A careful study on Six Sigma indicates that its success in organisations depends on
the intensive and rapid exchange of knowledge among the stakeholders to reduce the
defects and also effective usage of efficient statistical process control and scientific tools.
Moreover, if the organisation is too large, it is very difficult to facilitate the meeting of
Six Sigma members to exchange and pool knowledge. Conversely, if the organisation is
small, adequate expertise may be lacking to practice the Six Sigma technique (Kaushik
et al., 2008). Furthermore, in the modern work environment, people are finding less time

Design process improvement through the DMAIC Sigma approach

231

to meet, discuss and function as a team. It is proposed here that these deficiencies can be
overcome by integrating Six Sigma with it. This is because it is very efficient in
exchanging data, information and knowledge within and outside the boundaries of the
organisation (Andersen, 2001; Hedelin and Allwood, 2002) and also because it can
facilitate teamwork (Dewhurst et al., 1999).
This paper is organised into four sections to tackle these objectives. In Section 2, a
literature review of Six Sigma, quality sustainability and the possible link is provided. In
Section 3, a background description of the case study organisation with a provision for
the methodology is presented. Section 4 draws conclusions on the design DMAIC model.

Review of Six Sigma

Six Sigma is a philosophy of quality turned towards the customer satisfaction. First of all,
one includes/understands well that a greater customers satisfaction will at the same time
allow all to preserve our customers and to conquer the new ones. This increase in the
losses of market will be concretised by an improvement of profitability. Six Sigma can
reduce variability which is the enemy of quality (Sahoo et al., 2008). When an engineer
has just manufactured a product which gives whole satisfaction, its dream would be of
being able to identical so that each product preserves same qualities (Chourides et al.,
2003; Coronado and Antony, 2002). However, there will be always a small respect entre
the products considered identical, and these are the small respect which lead to nonquality (Sadraoui et al., 2010) (for more details see Figure 1).
Figure 1

Customer satisfaction

232

T. Sadraoui and A. Ghorbel

The Six Sigma concept has enjoyed success throughout the business world over the last
20 years, contributing significantly to renowned corporations improving their net income
(Manikandan et al., 2008). For a number of years now, this successful concept has been
supplemented by the tools of lean management, an approach that has accelerated process
speed, reduced inventories and decreased lead times. As practiced by the authors of this
book, the Six Sigma and lean approach combines the tried and tested tools of both
worlds, which are linked together systematically in the proven DMAIC process model
(John et al., 2010).
Historically, Six Sigma is a direct descendant of Deming and Jurans systems for
quality improvement. As in biological evolution, Six Sigma represents the survival of
the fittest in terms of the methods and approaches (see Natarajan and Morse, 2009). It
relies on a highly developed management system for its deployment. The improvements
are carried out through carefully managed improvement projects. The project selection is
typically based on a translation of the company strategy into operational goals (Antony,
2004). The project teams are deployed to solve problems of strategic importance. Six
Sigma provides an organisational structure of project leaders and project owners
(Hamza, 2008).
The success of the Six Sigma concept in business has motivated many European
companies, such as Volvo, Nokia and Siemens to adopt and implement it (Pfeifer et al.,
2004). Six Sigma is a disciplined process which helps companies to focus on developing
and delivering nearly defect-free products and services (Sleeper, 2009). It is an organised
and systematic business performance improvement strategy that relies on statistical and
scientific methods to reduce waste and the number of defects within the Six Sigma level
(Antony, 2002; Banuelas and Antony, 2003; Linderman et al., 2003). A Six Sigma level
is the benchmark factor for the ability of the process to fulfil the requirement. Table 1
illustrates how sigma levels would equate to defect rates and organisational
performances, which are often measured in terms of defect per million opportunities
(DPMO) (Park, 2002). DPMO is the number of defective opportunities that do not meet
the specification limits out of one million opportunities.
Table 1

Sigma level
Process mean fixed

Process mean with 1.5 shift

Non-defect rate (%)

DPMO

86.26894

317.311

30.2328

697.672

95.44998

45.500

69.1230

308.770

99.73002

93.3189

66.811

99.99366

99.3790

6.210

99.9999943

0.57

99.97674

99.9999998

0.002

99.99966

Sigma level

2.700
63.4

Non-defect rate (%)

DPMO

233
3.4

Design process improvement through the DMAIC Sigma approach

233

The application of Six Sigma has the ability to reduce the variation of the characteristics
of the product or service from the target by using either continuous improvement or a
design/redesign approach (Yang et al., 2008). The first approach follows the phases:
define, measure, analyse, improve and control. This approach is known as DMAIC
methodology. The second approach progresses through the phases: define measure,
analyses, design and verify. This is known as the DMADV methodology (Banuelas and
Antony, 2003). DMAIC is used for improving an existing process, whereas DMADV is
employed for the design of products (Banuelas and Antony, 2003; Snee, 2004). For
designing the framework of the WSS model, the DMAIC methodology is chosen. The
conventional DMAIC concept is explained in a few words below.
Define phase
Through this phase, Six Sigma project is drafted and the process to be improved
is identified. After identifying the process by using suitable techniques, the process is
documented. One such technique that is often used is the flow-charting technique.
Finally, the customers requirements are identified, analysed and prioritised. This phase
can be presented as below.

Measure phase
During this phase, data are collected to evaluate the level performance of the process and
provide information for the subsequent phases. The Six Sigma team decides the
characteristics to be measured, the person doing the measurement, the measuring
instruments, target performance and sampling frequency. Finally, the process capability
is calculated. This measure phase can be resumed as below.

Analyse phase
In this phase, Six Sigma team analyses the data collected to find the key variables which
cause process variation, and discovers the causes for defects. Alternative ways of
improving the process are also evaluated during this phase. The various tools used in this
phase are root cause analysis, cause and effect diagram, Pareto charts, failure mode and
effects analysis and design of experiments. We can represent this phase by diagram
below.

234

T. Sadraoui and A. Ghorbel

Improve phase
Here, the Six Sigma team modifies the process to stay within the maximum permissible
range of the performance of the key variables. The process performance has to be
monitored and measured. If it is satisfactory, it can be institutionalised. Solutions for
process improvement are obtained through process simplification, parallel processing and
bottleneck elimination. To improve is a very important phase which can be presented as it
is indicated in diagram.

Control phase
This phase has the purpose to sustain the improvements established through the previous
phases. By using control charts, the critical variables related to the performance are
controlled in order to keep an eye on the process performance after improvement. It can
be represented as below.

The benefits of Six Sigma in business organisations are: defect reduction, cycle time
reduction, manufacturing cost reduction, market share growth, productivity improvement,
product/service development, customer retention and culture change (McAdam and
Evans, 2004; Syed, 2008). These benefits can be achieved through the successful
implementation of Six Sigma. The successful implementation depends upon the training
given to individuals of the organisation in the fundamental concepts and tools involved in
the application of Six Sigma. The levels of training given to individuals in organisations
during the execution of Six Sigma projects are categorised into green belt, black belt and
master black belt (Ingle and Roe, 2001).

2.1 What is Six Sigma?

Mathematically, Six Sigma represents six standard deviations (plus or minus) from the
arithmetic mean. As a measurement of quality Six Sigma means the setting of a
performance level that equates to no more than 3.4 defects per one million opportunities.
Six Sigma is an approach that takes a whole system approach to improvement of quality
and customer service so as to benefit the bottom line. The Six Sigma concept matured
during the mid-1980s and grew out of various quality initiatives at Motorola. Like most
quality initiatives, Six Sigma requires a total culture throughout an organisation whereby
everyone at all levels has a passion for continuous improvement with the ultimate aim of
achieving virtual perfection. To know if Six Sigma has been achieved needs a
common language throughout the organisation (at all levels and within each function) and
common uniform measurement techniques of quality. The overall Six Sigma philosophy
has a goal of total customer satisfaction.

Design process improvement through the DMAIC Sigma approach

235

The approach 6 Sigma is a methodology initiated quality there is a score of year at the
great groups which wished to appreciably improve quality of their products and tend to
excellence by putting the customer at the centre of their concerns. Six Sigma is a
methodology of improvement quality based on processes which makes it possible to
follow measure and increase the company performance. While being based on the
statistical tools to measure the performance of the processes trades, Six Sigma makes it
possible to eliminate the wasting, to reduce the cycle times and to reach results which
tend towards the perfection. The improvement of the processes, made possible by Six
Sigma, results in a better customer satisfaction, a stronger implication of the teams and
increased profits. And since Six Sigma is not a step like the others, it does not count six,
but seven advantages on other methodologies of improvement of the performance.
Methodology Six Sigma is used more and more because of the success which it made
possible to characterise not only on the level of the improvement of customer quality, but
also while making it possible to reduce the costs in a significant way; thanks to these
improvements, Six Sigma is applicable to all types of activities.
Six Sigma is a method of management, of particularly effective progress. Exit of a
strongly connoted step quality is relatively simple in the field of the principle. To satisfy
the customers, it is necessary to deliver products of quality. The innovation lies rather in
the fact that it brings a new philosophy of management to the level of the company. It is
clear that the tools which Six Sigma brings are not new at all. Six Sigma makes it
possible to set up a durable approach to cure it. This philosophy aims at setting up a
culture of directed company customer, and who bases himself on concrete facts and data
for the decision-making.
A company whose performance is measured to Six Sigma (the reference of the
market) generates only 3, 4 defects per million opportunities (almost perfection),
Whereas a company with 3 sigma, i.e. the current standard, must support the cost of
66,800 defects per million of opportunities:

implication and engagement of the persons in charge

alignment of projects with the strategic objectives

defects identified by customer

the objective is to repeat the defects and the variation

rigorous respect of the method stages

method structured for the profits

decision-making based on data.

2.2 Benefit and advantages of Six Sigma

Six Sigma is a methodology which helps to:

increase the performance of the company by the improvement of the quality of its
processes

prepare your collaborators with advantage of efficiency by eliminating the defects

get tools to reduce the costs

236

T. Sadraoui and A. Ghorbel

provides methods tested to measure precisely and increases the return on investment

allows undervaluing the financial risks

Six Sigma is an indicator of performance which describes the aptitude of a produced

process or service or waiting customer

indicate your performance to customer specifications

the measure of defects

as an indicator which facilitates the comparison of performance between product,

service and process

to imply all the personnel in real activities with the strategic objectives

develop the statistical analysis of the data

improve comprehension, the control and the performance of the key processes.

2.3 Why Six Sigma?

All the processes, whatever is their degree of accuracy, are always unable to exactly
produce the same product. There will always be a small variation between the products
considered identical and these are the variabilities which lead to non-quality. Whatever
the studied machine and the characteristic observed, one always notes dispersion in the
distribution of the characteristic. These variations come from the whole of the process of
production. The analysis of these processes makes it possible to dissociate five element
source of this dispersion; one generally indicates them by the 5M.
Then the goal of Six Sigma is to improve quickly, continuously and significantly the
processes by eliminating these variabilities. This methodology is used to improve
the processes, the products and the services to reduce the costs of all kinds and to
improve quality. The objective is simple: to satisfy the customer by having processes
without defect with advanced tools of progress and to reduce variability.
Moreover, Six Sigma is a change of positive and major culture with real financial
results. To have a process, Six Sigma means that the difference between the limit of low
specification and the limit of high specification of the customer can contain six times the
standard deviation (or Sigma) of the production curve of the process. Thus the variations
of a characteristic generally follow a bell-shaped curve: law of Gauss or normal law
(central limit theorem). If the average of the production is centred on the target, it is thus
natural to find values lain between 3 standard deviations, if values leave these limits,
one has a strong probability that the process is not centred any more on the target. It is
then necessary to identify the causes of variability in order to centre the process. All
the processes have variability, which have very few causes, (20% causes = 80% of the
effects). If one knows these causes one should be able to control them, then, the designs
must give robust processes to the remaining variations that is true for the processes, the
products, the transfers and the services.

Design process improvement through the DMAIC Sigma approach

237

A KITAMEUBLE Six Sigma case study

3.1 The background of the company

Since its creation in 1986, company KITAMEUBLE does not dare of this developed to
become leader in the market of manufacture of the pieces of furniture. It developed
to offer a broad range of services in the transformation of wood, and thus to become a
reference in Tunisia. For this, since the year 2007, the company started a programme of
levelling to adhere to the management system of quality the management system of
quality (SMQ), which results certification from the SMQ during the year 2008 by the
standard ISO 9001 version 2000.
During the year 2009, KITAMEUBLE carried out system programmes for the
endorsement of forest certification schemes or programmes of reconnaissance of forest
certifications (PEFC). This system has be created by owner foresters of six European
countries (Germany, Austria, Ireland, France, Norway and Sweden), the purpose of
which is to guarantee that the certified forests are managed durably, i.e. according to
managements suitability to satisfy the economic, ecological and social needs for our
companies, for present and for the future.
PEFC leads to a certification of the products containing wood of these forests whose
origin is attested by logo PEFC. Within this framework, the direction begins:

to promote the products coming from the forests, respecting the principles of durable
management

to ensure the staff training implied in the control line

to make apply the present procedure to ensure conformity the requirements of PEFC

to accept controls on site or documentary envisaged within the framework of this

certification

to carry out reviews of the system.

KITAMEUBLE includes four manufacturing units and one storage unit. A description of
the phases of manufacture can be indicated in Figure 2.
The SMQ of KITAMEUBLE aims as follows:

to fix the rules of the company operation in order to ensure its development as well
as to possibly integrate a constant research of quality improvement of products and
services

to increase and improve satisfaction as of the customers by the attack of the laid
down objectives quality

to make a continuous improvement of quality by skew of the training of its personnel

to illustrate with the customers the setting of a SMQ conforms to the standard ISO
9001 version 2000 in their proposer, the handbook quality of KITAMEUBLE.

3.2 The working model and project planning

This section proposes a structured model applying the philosophy of the DMAIC Six
Sigma approach in the engineering design to improve quality, reduce cost and meet

238

T. Sadraoui and A. Ghorbel

schedule. According to Nilakantasrinivasan and Nair (2005), the DMAIC Six Sigma
approach is an effective problem-solving methodology that has evolved overtime as the
first cousin of total quality management (TQM) plan-do-check-act cycle. The true value
of the DMAIC Six Sigma approach can be realised only when it is used to identify the
root causes for problems and derive the solutions to overcome the root causes, see
Figure 3 for the project planning of our study. Engineering design standards can be
defined as a reference of measurement to be used in comparing the effectiveness of work
against what is considered to be the preferred method of operation. The model maps the
life cycle for the design package development against the DMAIC Six Sigma quality
cycle and then aligns those cycles against the project management life cycle as: initiate,
plan, execute, control and closeout.
Figure 2

Manufacture phases of KITAMEUBLE (see online version for colours)

Design process improvement through the DMAIC Sigma approach

Figure 3

239

The project planning (see online version for colours)

The proposed model may provide the engineers with the opportunity to get involved in
the define phase of the project and carry out a full alignment with the business strategy.
The improved process allows a cross-functional focus on the customer requirements from
the start of the Six Sigma life cycle to meet or exceed the customer expectations with
every engineering deliverable (for more details see Sadraoui et al., 2010).

3.2.1 Define
This is the first step in the DMAIC cycle and it maps to the requirements and initiation.
In this stage, the organisation should define its improvement activity goals to improve the
design process. Improving the customers satisfaction should be the organisations
strategic objective at the top level. At the operational (engineering) level, the goal might
be to improve the design process and reduce the delivery delays, while at the human
resources level, it is to reduce the turnover rate. Moreover, at the project level,
the organisations goal should include reducing the design errors and increasing the
productivity level.
If a project is accepted by the management and launched by the engineering
department, the executive buy in must be strong. A project manager will be selected as
the project leader and a Six Sigma quality team with an engineering background shall be
assigned to the project. The project team may consist of individuals who exhibit an
understanding of the scope and enjoy the relevant expertise to take the project to its
successful completion. Once the team is identified, the roles and responsibilities matrix
shall be started. An initial agreement shall be reached on the project parameters, surveys
shall be conducted and information shall be correlated against the customer requirements
and the internal processes that affect the customer.
1

Does the process clearly map to the business strategic goals/customer requirements?

Is this the best project to work on at this time, and is it supported by the business
leaders?

240

T. Sadraoui and A. Ghorbel

Was a rough estimate used to determine the potential benefits?

Was a problem statement, which focuses on symptoms and not solutions, completed?

Was a gap analysis of what the customer of the design process needs vs. What the
process is delivering completed?

Was a goal statement with measurable targets completed?

Was a supplier-input-process-output-customer (SIPOC) diagram (ISixSigma, 2006),

which includes the primary customer and key requirements of the processes, created?

Was a drill down from a high-level process map to the focus area for the process
completed?

In Figure 4, we indicate a clear comparison between 2007 and 2008 of evaluation of cost
of non-conformity and in Figure 5, an evaluation of complaint between 2005 and 2008.
In this stage, one will begin with the presentation company KITAMEUBLE and the
step of our project of which the goal is the optimisation and reduction of wood cost and
the number of customer complaints. For this reason, one will practically follow the step
of this stage.
Figure 4

Evaluation of cost of non-conformity between 2007 and 2008 (see online version for
colours)

Figure 5

Evaluation of complaint between 2005 and 2008 (see online version for colours)

Design process improvement through the DMAIC Sigma approach

241

Corporate name: KITAMEUBLE is a completely exporting company which

manufactures massive pieces of furniture, parts of pieces of furniture and elements out of
wood. It is a limited company with the capital 5,800.000 DT (400.000 euro) and of
average size to locate at Gabes km 5, 3052-Sfax-Tunisia.

The volume of the order is divided into two weeks; see Table 1 for manufacturing
lead times for each workshop.

The person in charge gives to P1 the panels to be manufactured for each week and
the panels to be delivered for each workshop (ZN and P2).

The person in charge gives to P2 the parts to be manufactured for each week.

The person in charge gives to U4 the references to be manufactured per week.

The manufacturing lead time for each workshop is indicated in Table 2.

Week X: week of availability for the customer.

3.2.1.1 Wood consumption in Tunisia In such a configuration, the activity of

furnishing in Tunisia is dominated by the abstract sector. In such a configuration, the
activity of the furnishing in Tunisia is dominated by the informal sector. We estimate the
number of small workshops of cabinetmaking joinery at 6000 units, while there are only
83 companies employing 20 persons and more. The area administrative center occupies
about 16000 employees and creates 400 500 new jobs per year. The companies are
largely concentrated in Tunis, 30%; Sahel, 24% and Sfax, 17%.
The majority of the companies produce small series to answer a generally seasonal
request. Some are specialised in lounges and seats, the pieces of furniture of kitchens and
bathrooms and the pieces of furniture of offices. Tunisian exports account for only
approximately 23% of the value of production. They are concentrated in France (60%)
and Libya (27%). The imports hardly represent because the local market of pieces of
furniture is still protected by customs duties and specifications.
Company of the sector: the sector of wood, cork and furnishing gathers 190 companies,
having manpower equal to or higher than 10, of which 29 are completely exporting (see
Table 3).
Added value production: the production of the sector out of wooden, cork and furnishing
was of the order 1,035 million dinars on average during the years 20032007, passing
from 929 million dinars in 2003 to 1,320 million dinars in 2007. The added value reached
302 million dinars in 2007, that is to say 37% of the production (Figure 6).
Exports: it largely increased over the period 20032007 crossing (spending) so from
47 million dinars in 2003 to 63 million dinars in 2007 (see Figures 7 and 8).
Imports: the needs for the raw material sector are ensured at a rate of 90% per imports.
The imports passed from 168 million dinars in 2003 to 283 millions of dinars in 2007
(Figure 9).
Table 2

Manufacturing lead times for each workshop for KITAMAUBLE

Drying +
flow

Panelling Px delivery

Week X-7

Week X-6 Week X-5 Week X-4 Week X-3 Week X-2 Week X-1

Flow

Production Production

Drying

Assembly +
completion
Week X

242
Table 3

T. Sadraoui and A. Ghorbel

Repair of the companies employing ten people and more by activity and area

Activities

TE

Timber sawn, planed, impregnated

Joinery of btiments/charpente

Platings and panels derived from wood

ATE

Total

30

33

10

10

Packing out of wood and pallets

Articles out of wood

Objects out of cork, basket making and esparto manufacture

Furnishing out of wooden and derived

15

17

132

Note: TE: completely exporting; ATE: others that completely export.

Source: Arrange Promotion of Industry June 2008.
Figure 6

Evaluation of the production in the sector of industries of wood, cork and furnishing
(20032007)

Note: Figures at current prices.

Source: Ministry for the Development and the International Cooperation.
Figure 7

Evaluation of exports in the sector of industries of wood, cork and furnishing

(20032007)

Source: National institute of the Statistics.

Design process improvement through the DMAIC Sigma approach

Figure 8

243

Repair of the principal products exported in 2007

Source: National institute of the Statistics.

Figure 9

Evaluation of the imports in the sector of industries of wood, cork and furnishing
(20032007)

Source: National Institute of the Statistics.

Preliminary definition of the problem: our methodology of research particularly consists

in detecting the causes which lead to non-conformities within company KITAMEUBLE.
All one adopting the various stages of the installation from a step Six Sigma aiming at
reducing the cost as well as the minimisation of a number of customers complaint.
Indeed, we try to establish Six Sigma methodology in KITAMEUBLE, in Tables 4 and 5
we briefly indicate our methodology.
At the beginning of 2007, KITAMEUBLE fixed the objectives like the reduction of cost
and the number of complaint. In 2008, KITAMEUBLE reached a level of 14,537, 360 for
the cost/year but it is very high. In 2008, KITAMEUBLE reached a level of 61 for the
number of complaint per annum but it is very high. The integration of the method for Six
Sigma in 2009 has objective to have a cost of non-conformity lower or equal to 500
DT/month (11,000,000) and for the number of complaint lower or equal to 4
complaints/month (48).

244

T. Sadraoui and A. Ghorbel

Table 4
Objective

Objectives for KITAMEUBLE for the year 2009

Indicators Formulate calculation

Frequency of
Target
calculates

Document
sources

To minimise the Complaint Complaint numbers sent by Monthly

number of
numbers
the customer per month
complaints

Monthly
To minimise the Non[(Time consumed Cost
cost of nonconformity labour) + (Matter
conformity
cost
consumed Price per m3)]

500 DT Cards of
nonconformity

Table 5

Complaints

Cost of non-conformity of the products

Year

Cost of non-conformity (in dinar)

2007

13,798,751

2008

14,537,360

For useful data, we particularly used many indicators in:

wood consumption in 2008: 52,954,791 m3

total cost of wood consumption in 2008: 2,330,010,000 DT

total cost of non-conformity in 2008: 14,537,360 DT

complaint in 2008 numbers: 61 customer complaint.

In the first step, we try to develop both Snake diagram process (Figure 10) and DMAIC
cycle (Figure 11).
Figure 10 Diagram snake of process

Design process improvement through the DMAIC Sigma approach

245

Figure 11 DMAIC cycle

3.3.2 Measure
In this phase, one will begin the measurement of our process with followed production
cycle of the product of which the goal, theoretically, is to identify the produced parts that
are characterised by a quantity of very high non-conformity.For this reason, one will
follow the process in the three large workshops of KITAMEUBLE to calculate the parts
non-conformity with the quantity and the number of the workmen, and consequently the
numbers of complaints (see Figure 12). To apply this phase, one used tools of quality like
the histogram, Pareto, the curves and the charts of controls, for statistics of wood
consumption (see Table 6).
Workshops of KITAMEUBLE
F0 = Cutting up F1 = Others F2 = Drawers F3 = Manufacture F4 = Carry
Workshop with ZN

To envisage the machines necessary so that one can do the work of sharpening.

To make an inventory for all the sandpapering and cutting tools, to give each one has
a code and publishes a state on axes with the part conforms (PC) of the storekeeper,
and has on the PC of Kita service.

To envisage a rack or can put the tools to arrange and with identification.

Publish (Edit) a state for the tools which (who) sound always rise on machine one
identify code of the machine.

246

T. Sadraoui and A. Ghorbel

An agent of sharpening takes care of all the tools and he owes bet them loan has to
use has all moment all moment.

Tools of the workshop for the use must be with a token (F0, F1, F2, F3, F4) between
the setter and the heads of section and the token will be at the middle has the place
(square) of the tool to ask.

The exit (release) of the tools of north zone green the south zone has to be with a
good of exit, and this last must be seized in the PC under the responsibility of the
storekeeper.

In the case of need for the plates or spare parts, etc. the agent of sharpening sends the
request by e-mail or fax to Kita service.
Figure 12 Workshops of KITAMEUBKE

Table 6

Consumption of wood for P1 and P2 in m3

Month

Consumption P1 and P2

January 2008

557.4889

February 2008

567.3404

March 2008

500.8848

April 2008

487.0187

May 2008

544.1772

June 2008

478.9232

July 2008

304.4751

August 2008

192.5828

September 2008

429.5796

October 2008

462.3984

November 2008

332.8181

December 2008

437.7919

Total

5295.4791

Design process improvement through the DMAIC Sigma approach

247

Workshops with the ZS: at the southern zone, there are three workshops of production and
a deposit of storage, and each one has these tools.
Then

transfer of the workshop of sharpening to the new room to a dimension of P2 with

the necessary machine to do the work of sharpening

to make an inventory for all the sandpapering and cutting tools which it is with the
workshop, to give each one has a code and masters (teachers) in the good store to
tidy up and to identify and to publish a state on axes on the PC

to make an inventory for all the sandpapering and cutting tools which it is A P2, to
give each one has a code and the Masters in the store of the unit under the
responsibility of the storekeeper to tidy up and to identify, and publish a state axes
on the PC of the storekeeper

to make an inventory for all the sandpapering and cutting tools which it is A U4, to
give each one has a code and the Masters in the store of the unit under the
responsibility of the storekeeper to arrange well and well identify, and publish a state
on axes on the PC of the storekeeper

to make an inventory for all the sandpapering and cutting tools which it is A P1, to
give to each one a code and the Masters in the store of the unit under the
responsibility of the storekeeper to arrange well and well identify, and publish a state
axes on the PC of the storekeeper

edit a state for the tools which (who) sound always rise on machine one identify
codes it machine (each unit all only)

only one agent of sharpening deals with all the work of sharpening for the three units
and makes the delivery at the same time

in the morning the agent of the sharpening prepares the tools of P1 which its
expensive, and to meet to him the need for P2 and U4, to 11 hr it leaves in P1 for the
delivery their tools and seeks the tools to damage

after midday, the agent of sharpening prepares the tools of P1, and to meet at the
same time the needs for U4 and P2, with 16 hr it makes delivered tools of P1

all the movements of tools, between or taken out, has to be with a check, and the
check must be seized.

3.3.2.1 The non-conformity product control process

Objectives and
applicability: this procedure has the aim of describing and to define the rules of control
of detection and treatment of non-conformities. It applies in the following cases:

non-conformity of the quality of the products bought with the reception

non-conformity of the products in the course of production

non-conformity of the products to final control

non-conformity of the products finished before export

non-conformity of the products finished at the customer.

248

T. Sadraoui and A. Ghorbel

The person in charge of the management for quality takes care of the application and the
respect of this procedure. The non-conformity product process control is explained in
Figure 13.

3.3.2.2 Points of production identification the gathering of data is based on the

following chronological stages of the production, whose objective is to identify
the problems appearing in this stage of production and consequently analyse and cure.
Table 7 indicates different points of production and the plan of the data acquisition is
indicated in Table 8.
In our case, one will use the diagram of Pareto for good to ensure themselves about
the problem and to identify the source of wasting on the level of the number of nonconformity. One will be interested in the P2 unit for the months January 2008, February
2008 and March 2008 (see Table 9 and Figure 14 for more details).
Figure 13 The non-conformity product process control

Design process improvement through the DMAIC Sigma approach

Table 7

Points of production

Xi

Points of production

X1

Various 1

X2

Behind

X3

Turn

X4

Moulding and cornice

X5

Cutting up

X6

Various 2

X7

Drawers

X8

Manufacture

X9

Carry

X10

Assembly

X11

Completion

X12

Recovery

X13

Control

Table 8

249

Plan of the data acquisition

What?

Where?

How?

Who?

When?

X1

P2

Normalises

Not to specify

Each day

X2

P2

Normalises

Not to specify

Each day

X3

P2

Normalises

Not to specify

Each day

X4

P2

Normalises

Not to specify

Each day

X5

ZN

Normalises

Not to specify

Each day

X6

ZN

Normalises

Not to specify

Each day

X7

ZN

Normalises

Not to specify

Each day

X8

ZN

Normalises

Not to specify

Each day

X9

ZN

Normalises

Not to specify

Each day

X10

U4

Measuring instrument

Not to specify

Each day

X11

U4

Measuring instrument

Not to specify

Each day

X12

U4

Measuring instrument

Not to specify

Each day

X13

U4

Measuring instrument

Not to specify

Each day

Table 9
Sections

Parts produced for P2

January 2008

February 2008

March 2008

X1

10,358

15,905

8,256

X2

1,540

260

540

X3

1,180

70

290

X4

2,523

535

980

250

T. Sadraoui and A. Ghorbel

Figure 14 Diagram of Pareto for the P2 unit

The chart custom shows us clearly of the 20 and 80, where 80% of wood consumption
are carried out by X1 (various 1).

Since 2008, KITAMEUBLE decided to reduce the cost of non-conformity. The

improvements made it possible to reduce the ratio up to the value of 1,500
DT/month.

The current project aims to go further in this step and to carry out an additional profit
of 1,000 DT/month.

3.3.3 Analysis
After the stage of data gathering and the identification of the points of production to be
followed, one finds that the stage of analysis of the data is followed. And for this last
stage, one will analyse the collected data (data of the month January, February and March
2008).
This phase consists of analysing characteristics and their relations to determine the
origin of the variations of which the goal is to identify their influences on the variability
and the comprehension of the process (Table 10). To apply this phase, one identified the
major potential causes by brainstorming and diagram of cause and effect (Ishikawa), and
consequently one collects the data to check the major causes (Figure 15).
Brainstorming: to apply the brainstorming method, one has to use the method by turn
which east characterises by an idea that advances by turn until everyone passes.And at
the end of the meeting, there it is noted that these differential problems that can bring the
causes of the problems for the parts of non-conformities:

the difficulty of having a PC of the first blow

the not availability of labour

the not availability of the tools of assembly and measurement (screw, turns screw)

the not availability of a stock of the squares in the store

competence of the workmen

Design process improvement through the DMAIC Sigma approach

manual work

difficult task

miss concentration

drink to suffer by the sun

drink drying badly

transport of the parts by the truck

numbers insufficient controllers

space insufficient workshop

poor yield.

251

3.3.4 Improve
The aim of a standardised review and verification process is to eliminate defects while
sharing the best practices among the designers. As more experience is gained, the amount
of time required for thorough review and verification is reduced.
Table 10

Numbers produced parts and non-conformity for P2 (January 2008)

No.

Date

Reference

Designation

Produced quantity

NBR and PNC

3 January

20300620100

Behind

30

19

7 January

20300653000

Behind

50

28

8 January

20200000200

Cornice library
1,800 mm

114

91

15 January

20300160700

Behind

60

14

16 January

20200000200

Cornice library
1,800 mm

20

10

17 January

31790172202

Baseboard
(1 m 96 cm)

188

101

21 January

31700000100

Plinth for library

1,800 mm

19

12

23 January

20200K24001

Cornice (1)

25

10

23 January

20200K24003

Cornice (3)

25

16

10

25 January

20400527301

Moulding face

60

13

11

29 January

20400525303

Right moulding

60

24

12

31 January

20300160700

Behind

32

26

252

T. Sadraoui and A. Ghorbel

Figure 15 The causeeffect diagram

As part of an integration plan, an engineering design development team might set up the
scope document and receive a sign off from all stakeholders. SIPOC is one of the tools
that can be used during the measure stage. Standardised review and verification
processes may provide better familiarity for designers with the design they are
developing, solid guidelines for the new team members to refer for quality standards, an
enhanced feeling of ownership of the design, an overall improvement in review and
verification skills, less time used on misguided review and verification and improved
customer satisfaction.

3.3.4.1 Solutions identification by the use of AMDEC In order to identify the

most probable causes, we will use the systematic process AMDEC which makes it
possible to identify the potential modes of failure and to treat them. We will generally
note each criterion on a scale (from 1 to 3) by creating a grid adapted to the company and
the studied system. But in our case, we will remove the frequency criterion by what our
problem is continuous (Tables 1113).
After the analysis of the data, we find that there are causes which are more critical
than others, and then criticality found after the actions taken of the improvement lower
than criticality is found front. It is thus concluded that the correction carried out is
effective. This procedure defines the steps to be followed to engage the corrective
actions, and prevention started following non-conformities, customers complaints, of

Design process improvement through the DMAIC Sigma approach

253

accidents/incidents and data analysis. It applies to all the processes of the system of
management of quality of KITAMEUBLE.

non-conformity: any variation compared to standards, practical, measures,

regulations and performances of the systems of management

corrective action: action undertaken to eliminate the causes from a non-conformity, a

defect and any other existing undesirable event in order to prevent that they do not
reproduce

preventive action: action undertaken to eliminate the causes from a non-conformity,

a defect and any other potential undesirable event in order to prevent that they do not
occur

to check the characteristics of the products (dimensions, colours, etc.) according to

the table of the samples, plans

to check the conformity of the matter compared to the ordering and the list of
packing (importation)

to check the mark of wood (choice)

to check the quantity

to check the sections (compared to the list of packing)

to check moisture (by survey).

3.3.4.2 Panels choice There are three types of panels (Figures 1618):

AA: panels completely visible

with B: panels fairly visible.

Table 11

Gravity

Gravity
Note G

Effects

Cost of non-conformity is <500 DT

500 DT Cost of non-conformity < 1,000 DT

Cost of non-conformity is 1,000 DT

Table 12

Probability of non-detection

Non-detection
Note D

Criteria

Immediate detection

Difficult detection (with calculation and inventories)

Absence of control or detection

Potential
mode of
failure

Potential effect
of the failure Gravity

Reduction of
Cost of nonthe cost of
conformity is Influence on the
nonvery high
conformity
profit
3

Reduction of a Numbers veryInfluence on the

number of the high
quality of the
complaints
complaints products
3
Non-compatible
measurements of
profiled by the
squares

2
2

Monthly
inventory
None

Cost of the
accessories
Cost of waste

Cost of labour

Raised of the
cost
2

Measurable
inspection

Competence of
the workmen

Numbers parts
nonconformity
2

Surface restricted
for the production

Visual
inspection

Visual
inspection

The availability
of the assembly
and measuring
instruments

Measurable
inspection

Non-compatible
measurements of
profiled by the
squares

Purchase of another
assembly and
measuring
instrument
2

To guarantee the
absence of the
assembly and
measuring
instruments

To widen the
Surface reserved for
surface reserved the assembly of the
for the assembly ofsquares was
widened
the square
2

1
1

Change of the types

of square used
2
The maximum use
of waste
2
To optimise the
use of waste

To optimise the
use of the
accessories

Regular checking
after the machining
of shaped was
carried out
2

Regular checking
after the
machining of the
profits

The number of
To minimise the labour was
number of labour minimised

All one formed

To train the
operator

Regular checking
Regular checking after the machining
the machining of of shaped was
the profits
carried out
2

All one formed

Gravity Occurrence Detection Criticality

To train the
operators

Detection Criticality Action suggested Action taken

Numbers parts
nonconformity
2

Current
Occurrence control

Competence of
the workmen

Cause(s)
potential

Table 13

Reduction of a
Influence on the
number of the
parts not
Numbers veryprofit and loss
conformities high parts
of time
3

Training
course of
process

254
T. Sadraoui and A. Ghorbel

Analyse modes of failures of their effects and their criticalities

Design process improvement through the DMAIC Sigma approach

255

The chart shows us a reduction of cost of non-conformity on a level equalising at

312,300 DT. And it is observed that the reductions in this objective are more significant
for the months April 2009 and May 2009 because of panels choice (Figure 19 and
Table 14).
The chart shows us a reduction of a complaint number on a level equalising at 3. And
it is observed that the reductions in this objective are more significant for the month of
January 2009 and March 2009 because of the use of the cleats out of wooden and the
nodes (Figure 20).
Figure 16 Panel AA

Figure 17 Panel AB

Figure 18 Panel BB

Figure 19 Histogram of cost of non-conformity (20082009)

Table 14

Cost of non-conformity (20082009)

Month

Cost of non-conformity

January 2008

237,510

February 2008

267,540

March 2008
April 2008

1,848,850
671,823

256

T. Sadraoui and A. Ghorbel

Table 14

Cost of non-conformity (20082009) (continued)

Month

Cost of non-conformity

May 2008

2,511,450

June 2008

382,200

July 2008

312,475

August 2008
September 2008

575,894
2,612,227

October 2008

325,576

November 2008

482,510

December 2008

4,309,305

January 2009

352,574

February 2009

485,428

March 2009

742,367

April 2009

192,786

May 2009

212,300

Figure 20 Histogram of complaint number (20082009)

For choice AA (see online version for colours)

Design process improvement through the DMAIC Sigma approach

257

For choice BB (see online version for colours)

Defects refused in AA, AB and BB (see online version for colours)

Cost histogram of non-conformity for 2008 in the first five months of 2009
Histogram of complaints number for 2008 in first five months of 2009
Month

Complaint numbers

January 2008

February 2008

March 2008

April 2008

11

May 2008

June 2008

July 2008

258

T. Sadraoui and A. Ghorbel

Histogram of complaints number for 2008 in first five months of 2009 (continued)
Month
August 2008
September 2008
October 2008
November 2008
December 2008
January 2009
February 2009
March 2009
April 2009
May 2009

Complaint numbers
0
2
7
6
5
1
6
0
4
3

Count 15: complaint numbers (20082009).

3.3.5 Control
This is the fifth step in the DMAIC cycle and it maps to contract review and closeout.
The previous four stages shall conclude to the new system that must lead to the intended
improvements. The organisation should set control measures for this new system through
modified design and development procedures, the necessary training to secure the skills
required to implement new policies and by allocating budgets to deploy the necessary
resources (see for more details De Koning and De Mast, 2006). The design team shall
ensure that the improvements, once implemented, hold value and will not revert to the
error-riddled baseline. The team shall maintain a log to allow an effective review for the
customers and the design team and should seek feedback from the stakeholders. If the
feedback is negative, corrections should be taken immediately (De Mast, 2006).
The design team may benefit the following due to these control measures: an increase
in reliability and accuracy, a reduction in customer complaints, cycle time reduction and
a reduction in rework. Graphical charts showing the planned vs. the actual project cost,
the expended man hours and the physical work progress can be used as tools during the
control stage. DMAIC is closed by the test phase which has a role to supervise
the control one of our process by using the control charts and to check success of the
results of the improvement carried out (Dewhurst et al., 2003; Goh and Xie, 2004).
After the use of the improvements in the project the number of complaint has to
decrease to reach a minimal level of zero complaints for the month of March 2009. At the
cost of non-conformity has to decrease to reach a minimal level of 192,786 DT which has
large influences on the cost of project which results the increase from the profits.
Use of the control charts: after improvements, we should make a control for our process,
where we observe that after the improvements of a good result.
The layout of the control chart curve P (P2) for the month of January and February 2009
(Figures 21 and 22), obtained from software Minitab 14, shows that all points inside are
limited of control, therefore the process seems to be controlled statistically, it does not
have their assignable causes which affect the process. We can use the limited final ones
for the study of a process in real time.

Design process improvement through the DMAIC Sigma approach

259

The layout of the control chart curve P (ZN) for the month of February and March
2009 (Figures 23 and 24), obtained from software Minitab 14, shows that all points inside
are limited of control, therefore the process seems to be controlled statistically, it does not
have their assignable causes which affect the process. We can use the limited final ones
for the study of a process in real time.
Figure 21 Control chart P for P2 (January 2009)

Figure 22 Control chart P for P2 (February 2009)

Figure 23 Control chart P for ZN (February 2009)

260

T. Sadraoui and A. Ghorbel

Figure 24 Control chart P for ZN (March 2009)

Conclusion and discussion

Six Sigma is a method of management, particularly in effective progress. They exit a

strongly connoted step quality in the beginning, it is relatively simple in theory. Six
Sigma is founded on an eternal rule which is in any case checked, since the night of times
since the man trades. To satisfy the customers, it is necessary to deliver products of
quality.
Theoretically, all the processes of services and businesses could be at this level, but
the majority of the companies function today to three sigma, and thus lose 1015% of
their total income because of these errors and wastage. It is clear that the tools which Six
Sigma brings are not new at all. The innovation lies rather in the fact that it brings a new
philosophy of management to the level of the company. This philosophy aims at setting
up a culture of directed company customer, and who bases himself on concrete facts and
data for the decision-making. Today, according to the experiments among many
customers, these two elements are not always applied in spite of the statements of good
intentions. Six Sigma makes it possible to set up a durable approach to cure it. Moreover,
Six Sigma is based on an infrastructure of agents of change which work in all the
departments of the company, not only in one quality department. These individuals are
called Green Belt (part-time people), Black Belt (full-time people) and Master Black Belt
(managers raftered in strategy for improvement of the processes).
The main objective to improve the process is simply the reduction of dispersion. This
takes place by the application of projects known as of improvement Six Sigma which,
in their turn follow the series of stages DMAIC of Six Sigma To define (which is the
defect, to identify the projects according to the key characteristic), measurer (to
determine which is measurement associated with the defect observed, to define an action
plan which helps to identify the sources and the potential causes of the defects, analyser
(to determine which are the potential causes of the problem which affect the key
characteristics, Amliorer (to improve the process or the product, to eliminate or control
the sources of variation which affect the key characteristic and to control (to control its
stability and capability).

Design process improvement through the DMAIC Sigma approach

261

These indices enable us to obtain good interpretation and to make the adequate
decisions in the companies and specifically within the wood company KITAMEUBLE,
of which the goal to improve the process by reducing the numbers of the parts nonconformities and to minimise the numbers of complaint customers. This improvement is
effective since the same quality for more details see for example studies of Kwak and
Anbari (2006) of wood was kept and to achieve the goal. To apply this step and to check
the results obtained, we used the tools of quality, such as Pareto, the histogram, the
curves and the control charts using the software as Minitab 14 and AMDEC.

Acknowledgements
The authors wish to acknowledge their appreciation towards the reviewers and the editor
for their valuable comments and suggestions which have enhanced the quality of this
paper.

References
Andersen, T.J. (2001) Information technology, strategic decision making approaches and
organizational performance in different industrial settings, Strategic Information Systems,
Vol. 10, pp.101119.
Antony, J. (2002) Design for Six Sigma: a breakthrough business improvement strategy for
achieving competitive advantage, Work Study, Vol. 51, No. 1, pp.68.
Antony, J. (2004) Six Sigma in the UK service organization: results from a pilot survey,
Managerial Auditing Journal, Vol. 19, No. 8, pp.10061013.
Azzabi, L., Ayadi, D., Boujelbenne, Y., Kobi, A., Robledo, C. and, Chabchoub, H. (2009) Six
Sigmabased multicriteria approach to improve decision settings, Int. J. Quality Engineering
and Technology, Vol. 1, No. 1, pp.99123.
Banuelas, R. and Antony, F. (2003) Going from Six Sigma to design for Six Sigma: an exploratory
study using analytic hierarchy process, The TQM Magazine, Vol. 15, No. 5, pp.334344.
Breyfogle, F.W. (1999) Implementing Six Sigma: Smarter Solutions using Statistical Methods. John
Wiley & Sons, p.791, ISBN 0-471-29659-7. Published simultaneously in Canada Wiley
edition, Hoboken, New Jersy.
Chourides, P., Longbottom, D. and Murphy, W. (2003) Excellence in knowledge management,
Measuring Business Excellence, Vol. 7, No. 2, pp.2945.
Coronado, R.B. and Antony, J. (2002) Critical success factors for successful implementation of
Six Sigma projects in organisations, The TQM Magazine, Vol. 14, No. 2, pp.334344.
De Koning, H. and De Mast, J. (2006) A rational reconstruction of Six Sigmas breakthrough
cookbook, Int. J. Quality and Reliability Management, Vol. 23, No. 7, pp.766787.
De Mast, J. (2006) Six Sigma and competitive advantage, Total Quality Management and
Business Excellence, Vol. 17, No. 4, pp.455465.
Dewhurst, F.W., Martnez-Lorente, A.R. and Dale, B.G. (1999) Total quality management and
information technologies: an exploration of the issues, Int. J. Quality and Reliability
Management, Vol. 16, No. 4, pp.392405.
Dewhurst, F.W., Martnez-Lorente, A.R. and Snchez-Rodrguez, C. (2003) An initial assessment
of the influence of IT on TQM: a multiple case study, Int. J. Operations and Production
Management, Vol. 23, No. 4, pp.348374.
Goh, T.N. and Xie, M. (2004) Improving on the Six Sigma paradigm, The TQM Magazine,
Vol. 16, No. 4, pp.235240.

262

T. Sadraoui and A. Ghorbel

Hamza, S.E.A. (2008) Design process improvement through the DMAIC Six Sigma approach:
a case study from the Middle East, Int. J. Six Sigma and Competitive Advantage, Vol. 4,
No. 1, pp.3547.
Hedelin, L. and Allwood, C.M. (2002) IT and strategic decision making, Industrial Management
and Data Systems, Vol. 102, No. 3, pp.125139.
Ingle, S. and Roe, W. (2001) Six Sigma black belt implementation, The TQM Magazine, Vol. 13,
No. 4, pp.273280.
John, A., Meran, R., Roenpage, O. and Staudter, C.K. (2010) Six Sigma + Lean Toolset - Executing
Improvement Projects Successfully. Springer-Verlag, p.315, ISBN: 978-3-540-32349-5.
Springer Verlag 2008.
Kaushik, P., Grewal, C.S., Singh Bilga, P. and Khanduja, D. (2008) Utilising Six Sigma for energy
conservation: a process industry case study, Int. J. Six Sigma and Competitive Advantage,
Vol. 4, No. 1, pp.1834.
Klefsjo, B., Wiklund, H. and Edgeman, R.L. (2001) Six Sigma seen as a methodology for total
quality management, Management Business Excellence, Vol. 5, No. 4, pp.3135.
Kwak, Y.H. and Anbari, F.T. (2006) Benefits, obstacles, and future of Six Sigma approach,
Technovation, Vol. 26, pp.708715.
Linderman, K., Schroeder, R.G., Zaheer, S. and Choo, A.S. (2003) Six Sigma: a goal-theoretic
perspective, Journal of Operations Management, Vol. 21, pp.193203.
Manikandan, G., Kannan, S.M. and Jayabalan, V. (2008) Six Sigma inspired sampling plan design
to minimise sample size for inspection, Int. J. Productivity and Quality Management, Vol. 3,
No. 4, pp.472495.
McAdam, R. and Evans, A. (2004) The organizational contextual factors affecting the
implementation of Six Sigma in a high technology mass-manufacturing environment, Int. J.
Six Sigma and Competitive Advantage, Vol. 1, No. 1, pp.2848.
Natarajan, N.R. and Morse, J. (2009) Six Sigma in services challenges and opportunities, Int. J.
Productivity and Quality Management, Vol. 4, Nos. 5/6, pp.658675.
Nilakantasrinivasan, N. and Nair, A. (2005) Subject: project selection, root cause analysis (RCA),
Six Sigma, DMAIC, failure mode analysis (FMA), problem solving; series, Six Sigma Forum
Magazine, Vol. 4, No. 3, pp.3034.
Park, S.H. (2002) Six Sigma for productivity improvement: Korean business corporations,
Productivity, Vol. 43, No. 2, pp.173183.
Pfeifer, T., Reissiger, W. and Canales, C. (2004) Integrating Six Sigma with quality management
systems, The TQM Magazine, Vol. 16, No. 4, pp.241249.
Sadraoui, T., Afef, A. and Fayza, J. (2010) Six Sigma: a new practice for reducing water
consumption within Coca Cola industry, Int. J. Six Sigma and Competitive Advantage, Vol. 6,
Nos. 1/2, pp.5376.
Sahoo, A.K., Tiwari, M.K. and Mileham, A.R. (2008) Six Sigma based approach to optimize
radial forging operation variables Journal of Materials Processing Technology, Vol. 202,
Nos. 13, pp.125136.
Sleeper, A.D. (2009) Six Sigma Distribution Modeling. McGraw-Hill, p.504, ISBN: 978-0-07148278-3. McGraw-Hill Edition 2007.
Snee, R.D. (2004) Six Sigma: the evolution of 100 years of business improvement methodology,
Int. J. Six Sigma and Competitive Advantage, Vol. 1, No. 1, pp.420.
Syed, S. (2008) Six Sigma: issues and problems, Int. J. Productivity and Quality Management,
Vol. 3, No. 2 pp.145160.
Wright, J.N. and Basu, R. (2008) Project management and Six Sigma: obtaining a fit, Int. J. Six
Sigma and Competitive Advantage, Vol. 4, No. 1, pp.8194.
Yang, K-J., Yeh, T-M., Pai, F-Y. and Yang, C-C. (2008) The analysis of the implementation status
of Six Sigma: an empirical study in Taiwan, Int. J. Six Sigma and Competitive Advantage,
Vol. 4, No. 1, pp.6080.