Gomaa, S., Fahmy, M., Mosallam, E. (2024). The impact of integrating LSS and BPR on manufacturing organizational performance. The Egyptian Statistical Journal, 68(1), 45-58. doi: 10.21608/esju.2024.246070.1021
Somaia Gomaa; Mohamed Fahmy; Eman Mosallam. "The impact of integrating LSS and BPR on manufacturing organizational performance". The Egyptian Statistical Journal, 68, 1, 2024, 45-58. doi: 10.21608/esju.2024.246070.1021
Gomaa, S., Fahmy, M., Mosallam, E. (2024). 'The impact of integrating LSS and BPR on manufacturing organizational performance', The Egyptian Statistical Journal, 68(1), pp. 45-58. doi: 10.21608/esju.2024.246070.1021
Gomaa, S., Fahmy, M., Mosallam, E. The impact of integrating LSS and BPR on manufacturing organizational performance. The Egyptian Statistical Journal, 2024; 68(1): 45-58. doi: 10.21608/esju.2024.246070.1021
The impact of integrating LSS and BPR on manufacturing organizational performance
3General coordinator of Graduate Studies for statistical research, Faculty of Graduate Studies for Statistical Research, Cairo University
Abstract
Every organization aims to achieve customer satisfaction by delivering high-quality products at a reasonable cost. This research investigates the integration of Lean Six Sigma (LSS) and Business Process Reengineering (BPR) through the DMAIC methodology to enhance the operational performance of manufacturing organizations. The study develops a comprehensive LSS-BPR framework for the manufacturing domain, employing various analysis and improvement tools within the DMAIC methodology. The framework is applied specifically to the production of electrical control panels in Egypt. The implementation results in significant improvements, including a reduction in panel shop drawings cycle time from 3 hours to 2 hours, a decrease in panel lead time from 3.9 days to 1.07 days, an increase in annual panels production from 1986 panels to 4056 panels, a rise in the sigma level from 2.45 sigma to 3.37 sigma, and a decrease in the defect ratio from 17.1% to 3.1%. Additionally, customer complaints decrease substantially from 45 to only 3 throughout the year. The study recommends extending this methodology for application across diverse production processes in various organizations.
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