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На сегодняшний день получение прибыли для удовлетворения интересов акционеров и собственников не может быть единственной целью функционирования предприятия. Нужно сбалансированно удовлетворять интересы всех заинтересованных сторон. В балансе удовлетворения потребностей стейкхолдеров с одновременным обеспечением интересов будущих поколений в настоящее время заключается устойчивое развитие предприятия. В первую очередь необходимо предоставлять устойчивую ценность потребителям для того, чтобы получить их лояльность и приверженность. Лояльность потребителей продукции можно получить путем производства и реализации не просто качественной продукции по приемлемым ценам, а такой, которая бы вызывала у них восхищение. Кроме того, современные потребители считают, что качественная продукция, а также процесс ее производства должны быть этичными, экологичными и не наносящими вред окружающей среде. Для достижения этих целей предлагается интеграция системы управления качеством бизнес-процессов, которая соответствует требованиям международного стандарта ISO 9001:2015 с системой «бережливое производство + 6 SIGMA». Сегодня «бережливое производство + 6 SIGMA» (Lean Six Sigma) – это не простое объединение двух систем: «бережливое производство» (Lean manufacturing) и «6 SIGMA», а их органический синтез. Базой при этом служит методика усовершенствования «6 SIGMA», в основе которой находится цикл DMAIC, инфраструктура внедрений и система обучения персонала, которая характеризуется инструментами «бережливого производства», среди которых KANBAN, Kaizen, 5 why. Взаимосвязь между системой управления качеством бизнес-процессов на принципах устойчивого развития, которая соответствует требованиям международного стандарта ISO 9001:2015 и системой «бережливое производство + 6 SIGMA» заключается в том, что эти системы нацелены на наиболее полное удовлетворение и полную концентрацию на их требованиях, повышения качества продукции; обеспечение устойчивого развития предприятия, позволяющего интеграцию данных систем., To date, making a profit to satisfy the interests of shareholders and owners cannot be the sole purpose of the operation of the enterprise. It is necessary to satisfy the interests of all interested parties in a balanced manner. The balance of meeting the needs of stakeholders while simultaneously ensuring the interests of future generations currently lies in the sustainable development of the enterprise. First of all, it is necessary to provide sustainable value to consumers in order to gain their loyalty and commitment. The loyalty of consumers of products can be obtained through the production and sale of not just high-quality products at affordable prices, but one that would cause them admiration. In addition, modern consumers believe that high-quality products, as well as the process of their production should be ethical, environmentally friendly and not harmful to the environment. To achieve these goals, it is proposed to integrate a business process quality management system that meets the requirements of the international standard ISO 9001:2015 with the Lean Manufacturing + 6 SIGMA system. Today "Lean manufacturing + 6 SIGMA" (Lean Six Sigma) is not a simple combination of two systems: Lean manufacturing and 6 SIGMA, but their organic synthesis. The basis for this is the "6 SIGMA" improvement methodology, which is based on the DMAIC cycle, the implementation infrastructure and the personnel training system, which is characterized by "lean manufacturing" tools, including "KANBAN, Kaizen, 5 why. The relationship between the business process quality management system based on the principles of sustainable development, which meets the requirements of the international standard ISO 9001:2015 and the lean manufacturing + 6 SIGMA system is that these systems are aimed at the fullest satisfaction and full concentration on their requirements, improving product quality; ensuring sustainable development of the enterprise, allowing integration of these systems., Экономика и предпринимательство, Выпуск 11 (148) 2023, Pages 1423-1426

Da imam jedan sat da spasim svijet, potrošio bih pedeset i pet minuta definirajući problem i samo pet minuta pronalazeći rješenje“ izgovorio je Albert Einstein, ne razmišljajući o poslovnim procesima. No ovdje se radi o pojmovima, o kojima u poslovanju treba svakodnevno razmišljati te se često na njih prozivati. Važnosti implementacije sustava poboljšanja, mora biti svjesna svaka organizacija. Do poboljšanja dolazi se primjenama raznih alata i metoda. Lean 6 Sigma pristup unutar sebe naglašava DMAIC metodologiju, koja kroz svojih pet faza optimizira procese. DMAIC osigurava ispravnu i učinkovitu provedbu projekta pružajući strukturiranu metodu za rješavanje poslovnih problema. Korist koju organizacija ima prilikom procesa poboljšanja može se vidjeti u obliku povećanja konkurentnosti i smanjenja troškova odvijanja procesa. If I had one hour to save the world, I would spend fifty-five minutes defining the problem and only five minutes finding the solution" said Albert Einstein, without thinking about business processes. But here we are dealing with terms that should be thought about every day in business and often referred to. Every organization must be aware of the importance of implementing an improvement system. Improvement is achieved by applying various tools and methods. The Lean 6 Sigma approach emphasizes the DMAIC methodology, which optimizes processes through its five phases. DMAIC ensures correct and efficient project implementation by providing a structured method for solving business problems. The benefit that the organization has during the improvement process can be seen in the form of increased competitiveness and reduced costs of the process.

[ES] Este proyecto surge durante la realización de prácticas en una empresa de preservado de plantas naturales, a raíz de las reclamaciones recibidas por la empresa en uno de sus productos. El proceso de preservado de plantas consta de dos fases: la fase de adsorción y la fase de secado. En la fase de adsorción se sustituye la savia evaporada por el líquido preservante y una vez la adsorción llega a su fin se pasa a la siguiente fase. En la fase de secado se elimina el agua y el líquido que pueda quedar en la superficie, para después comercializar el producto. Con este tratamiento se consigue que las plantas naturales duren desde meses hasta años, y conserven su aspecto sin necesidad de agua y luz, siendo esto una característica significativa que la diferencia de otros productos como las plantas artificiales. Para uno de los productos comercializados por la empresa se han recibido varias reclamaciones de clientes, debido a que el líquido preservante se reactiva y aparece en la superficie de las plantas y en sus tallos. La reactivación supone un problema a los clientes ya que la planta puede perder su aspecto natural y marchitarse. Ante esta situación, la empresa se plantea la mejora del proceso de preservado para acabar con el reactivado del líquido preservante, y así reducir el número de reclamaciones del cliente. El presente Trabajo Fin de Grado consistirá en la realización del estudio de mejora de dicho proceso de preservado. Para ello, se realizarán ensayos monitorizados a escala de laboratorio del proceso de adsorción del líquido preservante y ensayos donde se simularán las condiciones de temperatura y humedad para observar si las muestras sometidas al proceso de adsorción presentan el reactivado del líquido. Para llevar a cabo todo el estudio, se utilizará la técnica DMAIC 6 sigma, una metodología empleada para la mejora de procesos, que está basada en las fases de definición, toma de medidas, análisis, implementación de medidas y control de estas. Con los datos obtenidos se realizará un análisis de resultados experimentales mediante el cual se propondrán soluciones al problema de partida: el reactivado del líquido preservante., [EN] This project arises during an internship in a natural plant preservation company, due to the complaints received by the company regarding one of its products. The plant preservation process consists of two phases: the adsorption phase and the drying phase. In the adsorption phase, the evaporated sap is replaced by the preservative liquid and once the adsorption finishes, the next phase is the drying phase. In the drying phase, the water and the liquid that may remain on the surface are eliminated, and then the product is marketed. With this treatment, natural plants last from months to years and retain their appearance without the need of water and light, this being a significant characteristic that differentiates them from other products such as artificial plants. For one of the products marketed by the company, several costumers’ complaints have been received, since the preservative liquid is reactivated and appears on the surface of the plants and on their stems. Reactivation is a problem for costumers because the plant can lose its natural appearance and wilt. Faced with this situation, the company considers improving the preservation process to end the reactivation of the preservative liquid and reduce the number of customer complaints. This Final Degree Project will consist of carrying out a study to improve said preservation process. To do this, monitored tests will be carried out on a laboratory scale of the preservative liquid adsorption process and also tests where the temperature and humidity conditions will be simulated to observe if the samples subjected to the adsorption process present the reactivated liquid. To carry out the entire study, the DMAIC 6 Sigma technique will be used, a methodology used for process improvement, which is based on the phases of definition, measuring, analyse, implementation of measures and their control. With the data obtained, an analysis of experimental results will be carried out through which solutions will be proposed to the initial problem: the reactivation of the preservative liquid.

U radu je prikazan sustav upravljanja kvalitetom kroz pojmovno određenje kvalitete, povijesni razvoj kvalitete kao i njezina temeljna načela. Nadalje, u radu su prikazani poslovni procesi te procesni pristup poboljšanju poslovnih procesa. Posebno se ističu Lean, 6 Sigma i reinženjering poslovnih procesa kao pristupi poboljšanju poslovnih procesa. Isto tako, prikazani su osnovni i napredni alati za poboljšanje. Na kraju rada prikazani su rezultati istraživanja gdje se nastojalo istražiti koliko su organizacije upoznate sa poboljšanjem poslovnih procesa kroz primjenu različitih alata za poboljšanje poslovnih aktivnosti te u kojim se područjima najčešće provode poboljšanja u organizaciji.

Pagrindinis atlikto tyrimo tikslas buvo pritaikyti Lean ir 6 Sigma metodikas elektronikos produktų gamybos efektyvumui didinti. Neefektyvi gamyba sukėlė finansinius nuostolius ir gaminių tiekimo vėlavimą. Atlikto tyrimo metu įvertintos dažniausiai pasitaikančios ir Lean metodikoje pateikiamos gamybos efektyvumo nuostolių rūšys. Apžvelgti Lean metodikoje pateikiami įrankiai, kurie gali būti pritaikyti efektyvumo nuostolių priežastims identifikuoti ir procesams tobulinti. Įvertintas 6 Sigma metodikos įrankis DMAIC, kuris gali būti pritaikytas rankinių elektronikos gamybos operacijų efektyvumui didinti. Išanalizuotos penkios elektronikos gamybos rankinės operacijos ir jų trukmę lemiantys veiksniai. Pritaikytas DMAIC metodas ir Lean įrankiai operacijų efektyvumui didinti. Įgyvendinus šį projektą sumažėjo finansiniai operacijų nuostoliai, o bendras operacijų efektyvumas pakilo nuo 54,17 % iki 95,57 %. Remiantis tyrimo metu surinktais duomenimis buvo sudaryta analizuotų operacijų trukmės skaičiavimo metodika, kuri leidžia tiksliau ir paprasčiau apskaičiuoti procesų atlikimo trukmę, The main goal of the study was to apply Lean and 6 Sigma methodologies to increase the efficiency of electronic products manufacturing operations. Inefficient production led to financial losses and delays in products delivery. During the research, the most common types of production efficiency losses, presented in the Lean methodology, were evaluated. Lean methodology tools, which can be adapted to identify the wastes and improve the processes, were reviewed. Evaluated 6 Sigma methodology tool DMAIC, which can be used to increase the efficiency of manual electronics manufacturing operations. Five manual operations of electronics production and the factors determining their time were analyzed. The DMAIC method and Lean tools was applied to increase the efficiency of operations. After implementation of this project, financial losses of operations were reduced and the efficiency of these operations increased from 54.17% to 95.57%. Based on the data, collected during the study, a methodology for calculating the time of the analyzed operations was developed. It allows to calculate the time of processes more accurate and simpler

Purpose A lean approach is frequently applied in the primary processes of a company, but less in after-sales service. Servitization leads to a change from pure product providers to integrated product-service systems (PSS) providers. The after-sales services may benefit from a lean approach to effectively integrate usage data of the installed product base. This paper aims to develop a lean servitization canvas to open-up possibilities for additional revenue streams for organizations in the after-sales market. Design/methodology/approach This paper develops and proposes the use of a lean servitization canvas for effective after-sales services by drawing on insights from two industrial cases where physical goods are produced and serviced. Both cases are within the train maintenance and rail infrastructure sector in Central Europe. Based primarily on a literature review, a lean servitization canvas has been developed and further validated in the case studies. Findings The paper shows how value can be achieved for providers of integrated PSS by adopting the lean servitization canvas. Research limitations/implications The research focuses on industrial services for high-capital goods in the rail and infrastructure sectors. This can be seen as a limitation of the research, as the lean servitization canvas has not yet been tested in other sectors. Practical implications For companies, the use of a lean approach to servitization integrates primary processes and after-sales services and offers new opportunities to develop business. Originality/value This paper provides insights into how the current product range and customer base of a company may be included in an after-sales business model that benefits from a lean approach.

Competitive advantage that successful applications of 6 Sigma quality philosophy in the manufacturing sector brought to businesses has also been the inspiration for the service sector. The companies that can apply 6 Sigma successfully have increased their success considerably by eliminating the faults in their process. In this study, it has been aimed to decrease the faults in the process of a business in service sector and to increase its service quality by 6 Sigma quality philosophy. During the implementation of 6 Sigma DMAIC cycle, current condition of the business has been defined; in the measuring stage, service quality level of the business has been measured, In the analysis stage, the data obtained in the measurement has been construed and in the light of the analyses performed, the improvements that will allow the elimination of the faults in the business process have been determined. In the Control stage which is the last stage, the audits to be performed after the implementation of the improvements determined have been described.

A growing interest in organizational knowledge management, along with increasingly widespread adoption of Quality Standards such as ISO 9001, has increasingly led organizations to implement training programs for all employees. Training for the manufacturing workforce, however, remains limited to informal “On-the-Job” training, administered by peer colleagues or supervisors - particularly in Small and Medium Enterprises (SMEs) where economic, educational, cognitive and cultural constraints to training are often deeply embedded. This paper proposes a methodology for training the manufacturing workforce on the functions of products and their constituent parts, and presents a case study conducted in a UK-based manufacturing SME - aiming to verify our two research hypotheses: Functional Analysis Diagrams (FAD) of the company’s products and parts would assist in knowledge assimilation; and, the knowledge assimilation has a positive effect on work quality and productivity levels. This intervention provided training on the purpose of the processes the participants are involved, aiming to empower them in supporting the optimization of these same processes. By using surveys and applying statistical inference on long-term quantitative data, the study confirmed subjective observations of substantial improvements in work quality (scrap reduction of 63%) and increased productivity (setup time reduced by 67%). To our knowledge, we were the first to examine the effect of functional modelling methods for workforce training in a manufacturing setup. Although this paper presents a single case study, the results suggest that the proposed methodology can be a promising solution for the industry.

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Competition is truly global. Higher product quality is required for a company to become more competitive both locally and in international markets. Any textile company basically competes on its reputation for quality, reliability, and capability of processes and costs of quality and delivery. Currently, most of textile industries in Ethiopia are suffering from quality-related problems due to high process variations. These problems include poor performance of manufacturing products in the export market, insufficient qualitative raw material supply, customer dissatisfaction, low productivity, and poor utilization of the resources. These problems led to the manufacturing of low-quality products with a high cost, and because of this, most of the Ethiopian textile companies in the country are not competitive and profitable. The main objective of this study is to examine the existing traditional models of quality and to introduce an improved and emerged quality measuring system based on a methodological approach by using six sigma total quality management tools and analyzed by STATA 14.0 software. The analytical findings show that the application of total quality management (TQM) programs, tools, and techniques has been expanded beyond the traditional quality concepts and has improved the acceptable quality level of the product by 57.96% with a low cost.

Poboljšanje procesa u uvjetima dinamičke turbulentnosti okoline i pod sve većim utjecajem zahtjeva zainteresiranih strana postaje imperativ. Svaka organizacija, sukladno tome, mora biti svjesna važnosti implementacije sustava poboljšanja u svoje poslovanje. Jedan od pristupa, odnosno jedan od načina poboljšanja organizacijskih procesa je lean 6 sigma pristup koji unutar sebe naglašava DMAIC metodologiju. DMAIC metodologija akronim je za pet faza kroz koje prolazi proces koji se optimizira. Svaka organizacija koja koristi ovu metodologiju poboljšanja mora biti svjesna izazova povezanih uz upotrebu ovakvog pristupa poboljšanju jednako kao i zahtjeva koji se postavljaju na organizacijske zaposlenike. Nakon implementacije, koristi koje organizacija ima od ovakvog sustava mnogobrojne su, a mogu se klasificirati kao opipljive i neopipljive, a prije svega su povezane uz povećanje konkurentnosti i smanjenje troškova odvijanja procesa.

[ES] El objeto del presente Trabajo de Fin de Grado es resolver un problema de diseño durante la producción en serie de un determinado modelo de vehículo utilitario deportivo mediante el uso de metodología 6 Sigma. Aunque aparentemente parecen todoterrenos, los vehículos utilitarios deportivos están diseñados para circular por carreteras convencionales. Se combina por lo tanto la seguridad y espacio de los todoterrenos con la conducción y el consumo de los vehículos corrientes. En la actualidad, éste tipo de vehículos ha experimentado un gran aumento de la demanda, y se han convertido en una de las mayores fuentes de ingresos para los diferentes fabricantes. El defecto en concreto que se reclama son deformaciones en un embellecedor situado entre el lateral de la carrocería y el hueco del maletero cuando éste se encuentra abierto. Éste tipo de defectos provocan insatisfacción en el cliente final y suponen para el fabricante la pérdida de grandes cantidades de beneficios.

[ES] El objetivo principal de este TFG es llegar a aumentar el FTT ( First Time Through) de la línea de montaje de la planta de motores de la factoría Ford de Almussafes. Para ello, se pretende aplicar la metodología 6 sigma a dicha la línea de montaje y, de esta manera, incrementar la calidad de los motores de la planta. Concretamente, se seguirán las etapas de la metodología DMAIC: Definir, Medir, Analizar, Mejorar y Controlar, y en base a ello, se propondrán y estudiarán mejoras para su implantación

[ES] El presente Trabajo de Fin de Grado surge como resultado de la labor desempeñada por el alumno en el periodo de prácticas en empresa durante 9 meses. El objetivo principal de dicho trabajo es lograr una mejora en el proceso de producción de las cajas de cartón tipo B1 mediante el uso de la metodología ¨Lean 6 sigma¨, en una empresa dedicada a la fabricación de cartón ondulado, en la provincia de Valencia (Smurfit Kappa). El trabajo se ha centrado en los problemas que generan un gran número de devoluciones (producto no conforme) para, mediante la aplicación de la metodología ¨Lean 6 sigma¨, tratar de obtener soluciones que mejoren esta situación. La realización del proyecto se ha llevado a cabo durante los cinco últimos meses del periodo de prácticas. Las conclusiones obtenidas del trabajo se han resumido en un plan de acciones en el que se ha definido las tareas a realizar y el departamento involucrado en cada una de ellas. Se ha comunicado a los equipos de máquina las nuevas verificaciones a realizar, además de incluir un nuevo panel de control visual en la máquina. La realización de diagramas de Ishikawa, histogramas, diagramas de cajas y regresión lineal ha permitido estudiar y comprobar la relación entre las causas de los problemas y los defectos. Finalmente se ha conseguido mejorar la eficacia productiva, produciendo menos defectos en las cajas y ahorrando costes considerables a la empresa, [CA] El present Treball de Fi de Grau sorgeix com a resultat de la tasca exercida per l'alumne en el període de pràctiques en empresa durant 9 mesos. L'objectiu principal d'aquest treball és aconseguir una millora en el procés de producció de les caixes de cartó tipus B1 mitjançant l'ús de la metodologia Lean 6 Sigma, a una empresa dedicada a la fabricació de cartó ondulat, a la província de València (Smurfit Kappa). El treball s'ha centrat en els problemes que generen un gran nombre de devolucions (producte no conforme) per, mitjançant l'aplicació de la metodologia Lean 6 Sigma, tractar d'obtenir solucions que milloren aquesta situació. La realització del projecte s'ha dut a terme durant els cinc últims mesos del període de pràctiques. Les conclusions obtingudes del treball s'han resumit en un pla d'accions en què s'ha definit les tasques a realitzar i el departament involucrat en cadascuna d'elles. S'ha comunicat als equips de màquina les noves verificacions a realitzar, a més d'incloure un nou panell de control visual a la màquina. La realització de diagrames d'Ishikawa, histogrames, diagrames de caixes i regressió lineal ha permès estudiar i comprovar la relació entre les causes dels problemes i els defectes. Finalment s'ha aconseguit millorar l'eficàcia productiva, produint menys defectes en les caixes i estalviant costos considerables a l'empresa., [EN] The Final Degree Work arises as a result of the work performed by the student in the internship period during 9 months. The main objective of this work is to achieve an improvement in the production process of type B1 cardboard boxes by using the methodology ¨Lean 6 sigma¨, in a company dedicated to the manufacture of corrugated cardboard, in the province of Valencia (Smurfit Kappa). The work has focused on the problems that generate a large number of returns (non-conforming product) to, through the application of the methodology ¨Lean 6 sigma¨, try to obtain solutions that improve this situation. The realization of the project has been carried out during the last five months of the internship period. The conclusions obtained from the work have been summarized in a plan of actions in which the actions to be carried out and the department involved in each of them have been defined. It has been communicated to the machine equipment the new verifications to be made, in addition to including a new visual control panel on the machine. The realization of Ishikawa diagrams, histograms, box diagrams and linear regression has allowed us to study and verify the relationship between the causes of the problems and the defects. Finally, it has been possible to improve the productive efficiency, producing fewer defects in the boxes and saving considerable costs to the company.

[ES] Este trabajo de Fin de Grado ha tenido como objetivo la elaboración de un plan de negocio para una empresa de servicios estéticos. Tras una valoración de los diferentes modelos de gestión de la calidad, se ha comprobado como el Modelo 6 Sigma favorece a la mejora de la calidad y la productividad de la empresa, agregando un valor añadido al cliente y desarrollando un conjunto de acciones que permitan aumentar la satisfacción de los clientes. A partir de los datos ofrecidos en los diferentes análisis realizados (PESTEL, DAFO, CAME…), se establecen unas conclusiones sobre los beneficios de la metodología propuesta en una empresa como la escogida., [CA] Aquest treball de Fi de Grau ha tingut com a objectiu l´elaboració d´un pla de negoci per a una empresa de serveis estètics. Després d´una valoració dels diferents models de gestió de la qualitat, s´ha comprovat com el model 6 Sigma afavoreix a la millora de la qualitat i la productivitat de l´empresa, com agrega un valor afegit al client i desenvolupa un conjunt d´accions que permeten augmentar la satisfacció dels clients. A partir de les dades ofertes en els diferents anàlisi realitzats (PESTEL, DAFO, CAME…), s´estableixen unes conclusions sobre els beneficis de la metodologia proposta en una empresa com l´escollida., [EN] This Final Degree Project has been aimed to develop a business plan for an aesthetic services company. After an assessment of the different models of quality management, it has been proven how the Sigma Model 6 favors the improvement of the quality and productivity of the company, affixing added value to the client and developing a set of actions that increase the satisfaction of the clients. Based on the data offered in the different analysis realized (PESTEL, SWOT, CAME ...), conclusions are drawn about the benefits of the proposed methodology in a company such as the chosen one.

[ES] El presente Trabajo Fin de Grado surge a partir de la realización de unas prácticas en empresa por un periodo de 5 meses en la cadena de restaurantes La Parrilla de Pollos Planes. Este documento recopila las actividades, metodologías e hitos sucedidos en el proyecto de mejora de los procesos del restaurante La Parrilla de Pollos Planes, así como su impacto económico. Para ello se ha recurrido al uso de la metodología DMAIC, herramienta sobre la que se sustentan los programas de mejora para Six-Sigma. La herramienta DMAIC proporciona una hoja de ruta según la cual analizar y esclarecer los problemas/fallos ocurridos en cualquier proceso productivo, para una vez localizados, actuar sobre ellos. También está presente en este trabajo el estudio de métodos y tiempos. Esta herramienta nos permite analizar de manera detallada cualquier proceso y descomponerlo en tareas más simples. Una vez en ese punto, se puede solucionar el problema atajándolo de forma local., [CA] El present Treball Fi de Grau sorgeix a partir de la realització d'unes pràctiques en empresa per un període de 5 mesos en la cadena de restaurants La Parrilla de Pollos Planes. Aquest document recull les activitats, metodologies i fites succeïts en el projecte de millora dels processos del restaurant La Parrilla de Pollos Planes, així com el seu impacte econòmic. Per Això s'ha recorregudes a l'ús de la metodologia DMAIC, Eina sobre la qual se sustenten els programes de Millora per Six-Sigma. L'eina DMAIC proporciona un full de ruta segons la qual analitzar i aclarir els problemes / errors ocorreguts en qualsevol procés productiu, per una vegada localitzats, actuar sobre ells. També està present en aquest treball l'estudi de mètodes i temps. Aquesta eina ens permet analitzar de forma detallada qualsevol Procés i descomposar-lo en Tasques més simples. Un cop en aquest punt, es pot solucionar el problema atajándolo de forma local., [EN] This Final Degree Project arises from the realization of an internship in a company for a period of 5 months in the restaurant chain La Parrilla de Pollos Planes. This document compiles the activities, methodologies and milestones that have taken place in the project to improve the processes of La Parrilla de Pollos Planes restaurant, as well as its economic impact. For this purpose, the DMAIC methodology has been used, a tool on which the improvement programs for Six-Sigma are based. The DMAIC tool provides a roadmap according to which to analyze and clarify the problems / failures occurred in analyze productive process, once located, act on them. The study of methods and times is also present in this work. This tool allows us to analyze in detail any process and break it down into simpler tasks. Once at that point, you can solve the problem by tackling it locally.

[ES] El siguiente proyecto tiene como objetivo la resolución de un problema real de ingeniería durante la fase de producción en serie de un vehículo mediante la aplicación de la herramienta de la metodología 6 sigma conocida como DMAIC (Define, Measure, Analyse, Improve, Control). El desarrollo de este proyecto se llevará a cabo durante el período de prácticas en empresa del alumno en una empresa fabricante de automóviles en la Comunidad Valenciana. Además, en este proyecto se profundizará en conceptos teóricos como la historia del sector del automóvil, la organización y estructuración de un fabricante de automóviles (interna y externamente) así como la metodología 6 sigma. A partir de ahí se aplicarán herramientas de dicha metodología como método estándar para la resolución de cualquier problema en una empresa manufacturera debido a su demostrada eficacia a la hora de encontrar causas raíz de incidencias, así como de ofrecer soluciones óptimas para estas. El problema particular que se va a analizar en este proyecto consiste en un ruido detectado por las auditorías internas de la planta, proveniente de la pieza conocida como Seat Belt Height Adjuster (o corredera de cinturón), para un modelo de vehículo tipo Berlina . A partir de la alerta interna del ruido, se procederá a investigar las diferentes causas que pueden provocarlo hasta dar con la causa raíz. Desde la causa raíz, se propondrán diferentes acciones tanto de contención inmediata para evitar que el defecto aparezca en los vehículos que se están fabricando, como de corrección permanente para que el defecto no aparezca en vehículos que se fabricarán en el futuro. Todas estas propuestas serán probadas en un vehículo hasta demostrar su efectividad en producción en serie. De esta manera, se dará solución a un problema que podría causar quejas de clientes, garantías o incluso perjudicar a la imagen de la empresa., [CA] El següent projecte té com a objectiu la resolució d'un problema real d'enginyeria durant la fase de producció en sèrie d'un vehicle, mitjançant l'aplicació de tècniques de la metodologia 6 Sigma, amb amb especial èmfasi en la tècnica DMAIC (Define, Measure, Analyse, Improve, Control). El desenvolupament d'aquest projecte es durà a terme durant el període de pràctiques en empresa de l'alumne en un fabricant d'automòbils a la Comunitat Valenciana. A més, en aquest projecte s'aprofundirà en conceptes teòrics com la història del sector de l'automoció, l'organització i estructuració d'un fabricant d'automòbils (interna i externament) així com la metodologia 6 sigma. A partir d'aquí s'han d'aplicar eines d'aquesta metodologia com a mètode estàndard per a la resolució de qualsevol problema en una empresa manufacturer per a demostrar la seua eficàcia a l'hora de trobar causes arrel d'incidències, així com d'oferir solucions òptimes per a aquestes. El problema particular que es va a analitzar en aquest projecte consisteix en un soroll detectat per les auditories internes de la planta, provinent de la peça coneguda com Seat Belt Height Adjuster (o corredissa de cinturó), per a un model de cotxe el nom veritable del qual no es pot revelar per motius de confidencialitat i al qual ens referirem com a model "Berlina". A partir de l'alerta interna del soroll, es procedirà a investigar les diferents causes que el poden provocar, fins a trobar la causa arrel. Des de la causa arrel, es proposaran diferents accions tant de contenció immediata, per evitar que el defecte aparegui en els vehicles que s'estan fabricant, com de correcció permanent, perquè el defecte no aparegui en vehicles que es fabricaran en el futur. Totes aquestes propostes seran provades en un vehicle fins a demostrar la seva efectivitat en producció en sèrie. D'aquesta manera, es donarà solució a un problema que podria causar queixes de clients, costes per garanties o, fins i tot, perjudicar la imatge de l'empresa., [EN] The following project has the purpose of solving a real engineering issue appeared during the phase of mass production of a vehicle by applying 6 Sigma methods, with special attention on the technique DMAIC (Define, Measure, Analyse, Improve, Control). The development of this project will take place during the student’s internship at an automobile manufacturer in Comunidad Valenciana, Spain. Furthermore, in this project, topics such as the history of the automotive sector, the internal and external organization and structure of an automobile manufacturer, or the methodology 6 sigma will also be treated to gain deeper knowledge about the factors affecting the automotive sector and quality management. From this point on, 6 sigma techniques will be used as a standard way to solve any engineering issue given during the manufacturing process of a vehicle due to their proven efficiency and effectiveness. In particular, the issue being analysed is a rattle problem between the seat belt height adjuster and the sheet metal of the vehicle model “Berlina” (the real name of the model shall not be revealed due to confidentiality issues) detected by internal audits in the manufacturing plant. From this rattle alert, all the different factors which could be causing this problem will be analysed until the root cause is found. Once the root cause is known, different containment actions and corrective actions will be proposed to avoid this issue in cars during current production as well as in cars that will be produced in the future. These actions must be tested in cars until their effectiveness is proven during mass production. By doing so, a solution will be given to a problem which could have caused complaints from customers, costs in warranties or even harm the company’s image towards the public.

The six sigma methodology have an important place for developing and reducing the actions which do not have inner process in supply chain in the firms. The aim of six sigma is defining, analyzing, correcting and improving the variables, which affect the quality of supply chain process in order to decrease the number of defects and the failures and to propose the improvement means for the processes. In this study general structure of six sigma is explained with regard to ‘how to define the complex problems which are encountered in the supply chain’ along with the relevant knowledge and comments for statistical methods that are utilized in measurement and analysis of supply chain.