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Physics Procedia 55 (2014) 512 518

Eight International Conference On Material Sciences (CSM8-ISM5)

Contribution To The Optimization Of Strategy Of

Maintenance By Lean Six Sigma
Ayadi youssouf11*, Chaib Rachid2,Verzea Ion3
1
Badji Mokhtar university , Annaba
laboratory environment and transport engineering.Mentouri university .Constantine
3
University of technology Gh. Asachi Iasi, Roumania

Abstract
The efficiency of the maintenance of the industrial systems is a major economic stake for their business concern. The
main difficulties and the sources of ineffectiveness live in the choice of the actions of maintenance especially when
the machine plays a vital role in the process of production. But as Algeria has embarked on major infrastructure
projects in transport, housing, automobile, manufacturing industry and construction (factories, housing, highway,
subway, tram, etc.) requiring new implications on maintenance strategies that meet industry requirements imposed by
the exploitation. From then on and seen the importance of the maintenance on the economic market and sound
impacts on the performances of the installations, methods of optimization were developed. For this purpose, to ensure
the survival of businesses, be credible, contributing and competitive in the market, maintenance services must
continually adapt to the progress of technical areas, technological and organizational even help maintenance
managers to construct or to modify maintenance strategies, objective of this work.
Our contribution in this work focuses on the optimization of maintenance for industrial systems by the use of Lean
six Sigma bases. Lean Six Sigma is a method of improving the quality and profitability based on mastering statically
of process and it is also a management style that based on a highly regulated organization dedicated to managing
project. The method is based on five main steps summarized in the acronym (DMAIC): Define Measure, Analyze,
Improve and Control.
Application of the method on the maintenance processes with using maintenance methods during the five phases of
the method will help to reduce costs and losses in order to strive for optimum results in terms of profit and quality.

Authors.
Published
by Elsevier
This isB.V.
an open access article under the CC BY-NC-ND license
2014
2013The
The
Authors.
Published
byB.V.
Elsevier
(http://creativecommons.org/licenses/by-nc-nd/3.0/).
Selection and/or peer-review under responsibility of CSM8-ISM5
Peer-review under responsibility of the Organizing Committee of CSM8-ISM5

Keywords: Maintenance, Lean Six Sigma, optimization, DMAIC, quality, project and process.

1. Introduction:
For a productive enterprise, the main difficulties and inefficiencies lie in the choice of maintenance
actions especially when the machine plays a vital role in the production process [1]. However, as

.
* Corresponding author. Tel.: +213-775-314770; fax: +0-000-000-0000 .
E-mail address: youssouf41@hotmail.com

1875-3892 2014 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/3.0/).
Peer-review under responsibility of the Organizing Committee of CSM8-ISM5
doi:10.1016/j.phpro.2014.08.001

Ayadi Youssouf et al. / Physics Procedia 55 (2014) 512 518

Algeria has
embarked on major
infrastructure
projects in
transport,
housing, automobile
industry and manufacturing
and
construction (factories, housing,
highway, subway, tram, etc..,) Requiring implications of new maintenance strategies that meet industry
requirements imposed by the operation [2,3]. Thus, given the importance of maintaining process and its
impact on the performance of production facilities, optimization methods have been developed [4]. They
allow helping maintenance managers to be built or modified maintenance strategies and meet
the requirements imposed by production. To this end, maintenance of industrial systems becomes a
strategic function in the management of the company [5]. Among these methods, the Lean Six Sigma
can then be regarded as essential improvement process of the maintenance department and the overall
profitability of the company [3]. Now, companies that survive and prosper are those who
have faith in each assess and
reposition their
maintenance to continuously
adapt to
new
conditions imposed by the age of materials of production and market competition [6].
Today, the performance of a company (in terms of quality, flexibility, time and cost) is that the
aggregation of activities, the shift from local efficiency to overall efficiency is accomplished
by a sequencing of operations and through the additivity of local performance, objective of this work.
1. The concept of Lean Six Sigma
1.1. The concept of Lean:
The Enterprise Management called Lean (literally thin) can be translated as (agile company) or (flexible
company) links performance (productivity and quality) with the flexibility of an enterprise should be able
to optimize and maintain all of its processes. Proponents of Lean want performance through continuous
improvement and continuous improvement by waste elimination [7], Figure 1.
1-Play voice of the
customer

4-Resolve
problems

5Perfect

2-Mapping
the value stream

3Pull flows
Fig 1: Technology (Lean) to drive the waste [8].

1.2. The concept of six sigma:

An industrial process includes a number of repetitive tasks, the most grotesque example being the
production of a room in high volume. A room is compliant if it meets a number of criteria. However, all
the exhibits cant be strictly identical. One of major concern of quality management is how to master the
conditions of production so that there is as little waste, the least possible customer dissatisfaction [9].
1.3. Statistical concept:
The Greek letter (sigma) represents the statistical variability, also called standard deviation to
measure the dispersion (repair) products around the mean, with the aid of a measuring scale (0 to 6). As

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soon as a product is beyond the limits set by the tolerance interval, IT, it is considered trash. As the
number of sigma is greater the production is consistent with values close to the average [10], Figure 2.
Tolerance
interval

waste

waste

Mean m

TI = lower
tolerance
TS = upper
tolerance

Fig 2: Representation of areas of waste on a normal dispersion.

1.4. Why aim for Six Sigma:

Six
Sigma represents the idealized goal of
a defect
rate of
3.4 DPMO2 (defects
per million opportunities), or 3.4 defective products on a sample of 1 million, which corresponds
to a quality rate of 99.9997% [10], Table 1.
Table 1: Sigma performance levels.

The Lean Six Sigma is a method of improving the quality and profitability based on statistical process
control. It is a management style that relies on a tightly controlled organization dedicated to project
management.
2. The DMAIC approach and appropriate tools :
The Six Sigma proposes to use a method of problem solving to pilot projects, Figure 3.
This method follows a conductive five-step necessary to obtain reliable results, contracted in the
acronym DMAIC for : Define, Measure, Analyze, Improve or Innovate and Check.
The DMAIC approach of Six Sigma is with his toolbox as a filter to pass from a complex
problem with many uncontrolled variables to a situation where quality is controlled. It is as follows:
D for Define: This phase helps clarify the issues of the project, to identify customer expectations, to
set goals and designated project stakeholders. In this first step, it is necessary to focus on the process that
generates the product or service and the map in order to be familiar;

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M for Measure: This is a step of collecting data on measurable parameters of the process. The
objective is to determine what is able to provide the process in question namely its sigma. During
this stage, it is important to focus on critical parameters for the quality, that is, those whose influence
on the result is the largest;
A for Analyze: Data obtained during the previous step are analyzed to calculate performance
gaps, that is to say the differences between what is done every day and what can be achieved. We
must then study the origins of the variability of the process and determine the root cause. At this
stage, improvement solutions to remove the root causes of process variability concerned are proposed to
meet objectives;
I for Innovation: The solutions to the dysfunctions proposed are validated by the project team and the
ability of the optimized process is evaluated to ensure their impact.
Finally, an action plan detailing the implementation of chosen solutions must be developed to best
manage the changes induced by the solutions implemented.
C for Check: This last step is to control the process to ensure that the problem is solved and stay
in quality level achieved.
During this step, we must maintain the benefits gained by standardizing the process.
Finally, the financial statement is prepared in order to quantify the made gains.
DMAICS means the DMAIC approach to which is added a step for Standardization, designed
to sustain the actions and solutions implemented in the first five steps.

Fig 3: Illustration of the DMAIC approach and main objectives [11].

3. Application: failure to meet deadlines for completion of routine preventive maintenance

schedule.
Why this project: this study is to:
- Reduce the probability of equipment failure.
- Increased operational life of equipment.
3.1. 1st phase: Define.
Definition of default: failure to implement the preventive schedule.
The process: The process of preventive maintenance.
Table 2: The SIPOC (Suppliers, Inputs, Process, Outputs, Customers)

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3.2. 2nd phase: measure

Fig 4: Mapping process.

Influential variables:
- Time to complete planning very high by contribution with scheduled time.
- Need to remember to reinforce high 40% of cases.
- Loss of important time to search for parts and specific tools.
- No coordination between production planning and scheduling of preventive maintenance (50%
of cases machine on)
- Measurement and control not performed in most cases.
3.3. 3rd phase: analyze

Fig 5 : Breakdown of causes:

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Table 3:FMEA of process: (Failure mode and effect analysis)

3.4. 4th phase: improvement:

-

Improvement of labor demand.

Availability of documentation machines.
Establishment of reliable maintenance management software.
Optimization of Process of preventive maintenance.
Improvement and organization of personal.
Optimizing the number of personal maintenance.
Preparation of work (personal + spare parts)
Make a maintenance schedule in collaboration with production planning.
The availability of instrumentation and tools.
Establishing a management of spare parts.
Training of personal.

3.5. 5th phase: controlled.

- Monitoring the implementation schedules step by step.
- Comparisation between times of preventive works before and after using six sigma project.
4. Conclusion:
Today, the performance of a company (in terms of quality, flexibility, time and cost) is the result of
the aggregation of activities; the passage of a local efficiency to an overall efficiency is via a set sequence
of
operations
and by the
additivity
of local
performance.
It depends
on
the
organization considered a global perspective and the quality of interactions between different
components. This approach is based on the systematic elimination of waste and continuous

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improvement of productivity. Thus, the application of the DMAIC approach to the maintenance
process requires a good knowledge of the process with use of many tools based on statistical techniques
and different
methods
of
analysis of
processes
such
as: the FMEA,
design
of
experiments, Pareto, Hishikawa, 5S etc..
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