Case Study On Six Sigma

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1.1 Company description
The company is one of the top five pharmaceutical companies in India. It is engaged in delivering good quality, branded and generic medications trusted by doctors and patients across world. The company has a good Research &Diagnostic center and is a leading global player in Anti-TB, Cephalosporin’s and ACE-inhibitors and cholesterol reducing agents and has a notable presence in the areas of anti-inflammatory, diabetes, and respiratory therapy. One unit is located at Mandideep and engaged in the production of number of antibiotics.

Figure 1: Company in Mandideep Madhya Pradesh
Company has one production plant at Mandideep to produce different antibiotics. Roll compactor is the machine used
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In general, deKoning et al (2006) propose that combining Lean with Six Sigma is ideal; they complement each other by Lean having a total system approach, while Six Sigma contributes with a general problem solving framework and organizational structure. A George (2003) state that the two methodologies are often considered as rivaling, but argues that a merger between Lean and Six Sigma is needed due to the fact that Lean does not provide statistical control to a process and Six Sigma cannot radically improve process speed. Andersson, et al., (2006) similarly state that the concepts are complementary and that they could be used one by one or combined. The following quote from Wedgewood (2006) describes quite well the difference between the two strategies, as well as motivation for combining them:

“In simple terms, Lean looks at what we shouldn’t be doing and aims to remove it; Six Sigma looks at what we should be doing and aims to get it right the first time and every time, for all time” (Wedgewood, 2006, p. 7).

2.6 Change
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They went further to state that “There was a considerable interchange of tools and techniques between lean manufacturing and Six Sigma” (McAdam and Donagan, 2003). Implementation challenges were highlighted in this study and were similar to those previously discussed. The researchers simple stated that “this study has found no recipe for success” (McAdam and Donagan, 2003). McAdam and Donagan (2003) significant finding from this study was “that three business improvement methodologies of different philosophical origins could all be systematically combined to contribute to organizational goals.” They support this finding by explaining that “there was a distinct lack of evidence, at any level, of complaints of unnecessary overlap and contradictory goals” (McAdam and Donagan, 2003). They recommend further research is this area because “the integration and aggregation of these approaches and their effects would appear to have the potential to produce a coherent approach to business improvement strategy” (McAdam and Donagan,
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