A Case Of A Six Sigma Dmaic Implementation Essay

The driving factors for a success or failure of implementing Six Sigma is largely dependent on the inputs set forth at the conception and duration of the integration. This whitepaper will compare and contrast these critical inputs for a successful deployment. In order to accomplish this five various companies: GE Electric, W.R. Grace, Royal Chemicals, Diversified Paper and Lemforder. Some of these organizations had very successful results while others failed to reach their full potential. What is clear is the similarities of those that succeed and those that failed.

A three-facility hospital system was facing a challenge with employee turnover. Statistics showed that almost 50 percent of terminations were employees in the first year of their employment, a number that was more than 20 percent higher than the national average. The hospital system estimated that terminations cost as much as $2.2 million annually, and that reducing terminations could have significant impact on its bottom line by eliminating rework inside the hospital’s HR department. A Six Sigma team was brought together to examine the situation. After deciding this was a top priority for the organization, the team began work on a DMAIC project to see

Lean Six Sigma combines Lean’s time-focused waste-elimination philosophy to dynamic analytical problem solving toolkit of Six Sigma.

DOE is the efficient six sigma tool which is being taught to the today’s belts to focus their application in the Improve phase of the DMAIC process.

We designed a survey in class to collect information of how people interest in our designs. Then, we spent a week to interview people. So, our samples might be limited on time, space and quantity. Also, people might make choices without thinking due to the questionnaires are just imagined designs other than real products. It is reasonable to consider that those problems may lead to inaccurate data which may disturb the analysis result.

The Lean Six Sigma looks for ways on how to eliminate defects. In healthcare, a defect can be the difference between life and death. The Lean Six Sigma is used to improve patient safety by eliminating life-threatening errors. Lean Six Sigma uses a five-step approach to process improvement called the Define-Measure-Analyze-Improve-Control (DMAIC). The DMAIC is an approach that is a data-driven quality strategy used to improve processes (ASQ, n.d.). The first phase, the define phase, is where the leaders would define the problem and begin to understand the needs of the customers. This is an important phase of the Lean Six Sigma because this is where the team would outline of their efforts for themselves and the leaders of the organization (goLEANSIXSIGMA.com,

portions of six sigma (Korc, S, personal communication 2016), but in this context can apply DMAIC as a problem solving tool in order to develop a business process improvement proposal.

The Six Sigma methodology can be described as a management philosophy that focuses on developing and delivering near perfect products services. The approach uses the DMAIC structure and a set of improvement tools to identity causes of variation and to develop improvement strategies that reduce opportunities for defects and variation in process (Galli & Handley, 2014). DMAIC is the acronym for Define, Measure, Analyze, Improve and Control. The central idea behind Six Sigma is that if the defects of a process can be measured, then solutions

This criterion required applying the tools and techniques in the six sigma framework correctly. We can check whether the project utilizes the Six Sigma tools appropriately via DMAIC. The description of overall DMAIC process is quite simple without any specific six sigma tool demonstrated. The writer highlight that CTQs were gathered including the voice of the customer (VOC) information through stakeholder interviews and another related area metrics in the define phase. Process mapping and sub-process mapping helped to outline existing procedures in the measure phase. The team created action plans to improve opportunities that aligned with the organization’s strategic objectives in the improve phase. In the control phase, control tools which applied such as ‘dashboards’ or balanced scorecards to maintain the improving performance of CTQs. Although the project adopts little six sigma tools, the overall study used the tools in the Six Sigma appropriately and following a logical thought process. Thus, we will give a medium level to this criterion.

This assessment deals about the issues and the challenges faced by the record label Music Co, which consisted of a high number of incident tickets concerning its digital release planning system. As reported mostly by the sales team record label company, most of the issue was a result of delays in a release leading to dysfunction of the company creating a lot of user un-satisfaction. In order to resolve this issue, Six Sigma DMAIC project has been implemented. Instigating this process will help to improve the organization’s capabilities in terms of increasing the customer satisfaction along with low support cost and scope of the business to offer the best services than its competitors and increase the company’s revenue. In this document, a critical review of this project, record label Music Co, has been performed in reference to the 10 different criteria by “Thomas Bertels and Arne Buthmann” which are used for evaluating the Six Sigma projects.

1. Define satellite-level metrics for a for-profit company, nonprofit organization, school, religious organization, or political organization.

It is astonishing how Six Sigma can be connected to any procedure nowadays; this case in regards to the utilization of Six Sigma in the surgery room is shocking. Who might have thought the procedures that could prompt to a man 's passing if performed inaccurately could be streamlined or made more productive by utilizing information? Be that as it may, it bodes well now that surgeries are turning out to be increasingly pervasive and vital to the feasibility of a portion of the biggest healing centers in the nation. This paper discusses on the possible implementation of the Six Sigma process in the diagnostic centers.

The concept of Six Sigma was developed in the early 1980’s at Motorola Corporation (Harry and Schroeder, 2000). Six Sigma can be defined as a statistical measure of the performance of a process or product (Kumi et. al., 2006). It is used as a quality control mechanism, which seeks to reduce defects or variations in a process to 3.4 per million opportunities thereby optimizing output and increasing customer satisfaction (Sambhe, 2012). Sigma is representing the standard deviation, a unit of measurement that designates the distribution or spread about the mean of a process (Six Sigma Academy, 2002). In addition, the Six Sigma uniquely driven by close understanding of customer needs, disciplined use of fact, data, and statistical analysis, and diligent attention to managing improving, and reinventing business processes (Pande, P., et. al. 2000). The Six Sigma methodology uses statistical tools to identify the factors that matter most for improving the quality of processes and generating bottom-line results. The Six Sigma DMAIC (Define, Measure,

The record label Music Co. was experiencing a high number of incident tickets regarding its digital release planning system, mostly as a result of delays in a release, reported by the sales team (Bakthavatchalam & Fallah, 2010). The company applied a DMAIC (define, measure, analyze, improve, and control) roadmap of six sigma to find the reasons for the delays in their planning system and to improve the planning system. The critique essay aims to analyze the related article, Delivering Record Products without Delays: A DMAIC Case Study, written by Sridhar Bakthavatchalam and M. Hosein Fallah, according to the 10 criteria which were determined by Thomas and Arne and are often used to evaluate Six Sigma projects in order to find the merits and demerits of the study, as well as providing suggestions to enhance it.

This case study explains about reducing the temporary labor cost for any plant. Usually when ever there is an unexpected spike in the demand for the product, companies employed contract labor to handle the situation. This solution comes with add on headache of labor cost. Sometimes it results as the major concern to the production as per the cost aspect. In this case study, we shall look the possibilities of reducing the temporary labor expenses and streamlining the production line at the same time ensuring the financial benefits to the plant using six-sigma DMAIC methodology.