A Six Sigma Case Study

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

The AFSO21 is the Six Sigma for the Air Force. It focuses on improving process and maintain priorities. These 8 step techniques are used to help group of a section to identify what is the problem in a process and to work as a team to come with solutions or new way to improve a process. In this case, it will be required for the Freight Section to create an 8-step process as a group to improve the process of shipping sensitive cargo and the use of AF Form 4387.

The creation of a consistent culture of safety and quality in an intensive care unit can be a major challenge. Many healthcare organizations are embracing the Six Sigma strategy to reduce variability and decrease risk for central line-associated bloodstream infections. This process is known as the Define-Measure-Analyze-Improve-Control (DMAIC) process. The five steps required are as follows: 1) define the project goal and identify issues to address; 2) measure the current trends to obtain baseline data; 3) Analyze root cause(s) of problem; 4) improve the process, while removing barriers; and 5) control the process through monitoring (Loftus, Tilley, Hoffman, Bradburn, & Harvey, 2015).

GHANA TELECOM UNIVERSITY AND COVENTRY UNIVERSITY ECM29EKM: Quality Management and Six Sigma Individual Written Assignment–April 2013 IMLOs Covered: 1,2,3,4,5 Module Leader: Andrew Nunekpeku Submission Date

In this session of Leading and Managing Change, the class is tasked with writing about an organizational change that we are or have been involved with and its outcome. For my example, I am writing about a failed organizational change that I was part of that occurred in 2007 and involved a Lean Six Sigma initiative.

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 purpose of this paper is to discuss on yet another case of a Six Sigma DMAIC implementation. A leading waste management company has partnered with a TMS software provider to pick trash and recycle the waste. However, the process had a lot of inefficiencies in their implementation. This paper is a collaboration of suggestions and improvements on how the company can better utilize the DMAIC process.

We want to discuss a little bit about the executive summary of the IT call center case before doing the evaluation. Here the IT service company is worried about their about their service as their competitors are doing well in the market. The company officials decided to apply Six Sigma techniques like DMAIC (Define, Measure, Analyze, Improve, Control), Benchmarking to find the root cause of the problem. While going through the process they found that their competitors are ahead of them in terms of Support cost ($36 for the company on an average which is far expensive).

One of the most important steps in implementing Six Sigma is to consider a level of project engagement with companies’ strategic goals. Customer satisfaction is one of the key factors that need to be considered while setting strategic goals. Customer satisfaction determines how successful businesses are performing in comparison to its competitors in the market. Considering the performance of IT Call Center, it can be found that they have perfectly defined and matched their Six Sigma project with their strategic goal. Six Sigma team has applied a statistical method to get a quantitative evaluation of customer satisfaction. Besides, the team used the same approach to estimate level of customer satisfaction for average and advanced companies in the market. This allows them to get a basic idea of where the business is standing in the market. Evaluation results indicate that customer satisfaction is lower than the average of medium level companies in the market. Meanwhile, Six Sigma team performed a detailed analysis on the effects of customer satisfaction on new account growth by applying linear regression on collected data. The results of linear regression show that there is a positive relationship between customer relationship and new account growth. Since new account growth comes under the strategic goal, Six Sigma team focused on the factors that can affect customer satisfaction. All processes mentioned above shows that Six Sigma group precisely matched project objectives

According to Six Sigma Methodology, in the define phase, every tasks that has to be completed by each team member in a given time frame is explained. Roles and responsibilities have been defined for each team member to give a clear picture of process architecture, project scope and goal of the project. The project charter provides a clear understanding of process that has to be improved. In this phase, we identified the manager, vendors, inputs provided by the managers, processes that help to improve current situations, the outcome of the process which has been captured through a SIPOC diagram. Once the process and customers has been identified and analysed, we identified different customer services and their environments, which is listed using Critical-To-Quality (CTQ) tree chart.

They went further to state that “There was a considerable interchange of tools and techniques between lean manufacturing and Six Sigma” (McAdam and Donagan, 2003). Implementation challenges were highlighted in this study and were similar to those previously discussed. The researchers simple stated that “this study has found no recipe for success” (McAdam and Donagan, 2003). McAdam and Donagan (2003) significant finding from this study was “that three business improvement methodologies of different philosophical origins could all be systematically combined to contribute to organizational goals.” They support this finding by explaining that “there was a distinct lack of evidence, at any level, of complaints of unnecessary overlap and contradictory goals” (McAdam and Donagan, 2003). They recommend further research is this area because “the integration and aggregation of these approaches and their effects would appear to have the potential to produce a coherent approach to business improvement strategy” (McAdam and Donagan,

The IT center case study is primarily focused on the application of Six Sigma process optimization techniques to the above addressed problem of PES. There ae two types of Six Sigma optimization techniques, namely DMAIC & DMADV. The method Define, Measure, Analyze, Improve & Control (DMAIC) is used in case where a problem is identified and the Six Sigma tools are employed on it for optimization of the process. The IT case employs the DMAIC tools for improving the quality of the service provided to the customers.