Continuous Navy Ships Process Improvement: Six Sigma, Lean Thinking, and Theory of Constraints

Abstract

Long waiting time in the equipment repair process in Norfolk Naval Shipyard is an actual problem. The main cause of this problem is the poor knowledge of the continuous process improvement techniques as Six Sigma, Lean Thinking, and Theory of Constraints. The actual equipment repair process steps were verified in an effort to reduce the time, cost and having a well organization, making NNSY a better workplace. The three methodologies were implemented and analyzed. This article will demonstrate that the best choices for this specific case were six sigma and lean thinking methodologies because of the culture of the organization. They both produced time saving in the equipment repair process, some costs saving and a better organization in the shipyard. “Key Terms” ⎯ DMAIC, TIM WOODS, Waste, 5S.