Reducing the percentage of broken drops using the lean six sigma methodology

Purpose – This paper aims to demonstrate the empirical study regarding the implementation of a Lean Six Sigma project through the DMAIC method to reduce the percentage of broken drops in the manufacturing process of a food factory.

Design/methodology/approach – The research was carried out through a single and longitudinal case study, where the interviews followed the sequence of steps and practices observed in the theoretical framework.

Findings – The analysis performed in this project indicated that the presence of bubbles in the dough had influenced the percentage of broken drops. The main root causes of the problem were identified as conveyor belt, nozzles, and cold chamber. The project allowed an increase of 4.79% in the final process yield index and the sigma level evolved from 2.87σ to 3.25σ.

Research limitations/implications – The research results are limited to a single case study, and it is not intended to generalize the results to other types of industry.

Practical implications – This paper can be used as a reference guide for researchers and practitioners to implement operational excellence projects in their organizations, following the steps presented in this study.

Originality/value – This paper is a real case study on Lean Six Sigma practices in a food factory. This sector still lacks empirical studies regarding the implementation of operational excellence strategies.

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Lean Six Sigma, DMAIC, Operational Excellence, Food Industry.