Process improvement for printing operations through the DMAIC Lean Six Sigma approach: A case study from Northwest Ohio, USA

Abstract

Purpose

This project aims to address the problems facing a small printing company during the printing of sample boards. The company was unable to meet their projected yearly demand of 200,000 boards. During the study, the team found that the company's maximum output was 143,400 from two printing machines and thus faced the need to acquire new capital. The goal of this project is, therefore, to create a sustainable process that increased the client's competitive advantage in the printing industry.

Design/methodology/approach

By applying Six Sigma and Lean principles, the team identified the current situation that the printing company's operations were in as well as determining the maximum possible output. The team identified methods to increase production output while finding the optimum annual labor costs per unit for possible future situations.

Findings

Approximately 30 percent of the workers' activities were found to be non‐value added and there are numerous machine delays that decreased productivity. The project also investigated the optimal number of employees that are needed to staff additional machines, should the company wish to expand its operations.

Originality/value

This project is unique in that it looked at a printing process with a fixed cycle time. This project is useful for any company that is restrained by cycle time and needs to find the most cost‐efficient way to expand their resources.

Citation

Roth, N. and Franchetti, M. (2010), "Process improvement for printing operations through the DMAIC Lean Six Sigma approach: A case study from Northwest Ohio, USA", International Journal of Lean Six Sigma, Vol. 1 No. 2, pp. 119-133. https://doi.org/10.1108/20401461011049502