Managing Complexity : Individual Reflection Paper On Change Pro Simulation

employees on what Six Sigma actually is, how to use, and how it helps them perform

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.

This paper looks into Synergic solutions Inc., a company that resells assembled computers. The Organizational simulation will look into the three theories of change management. Using the three theories, the paper will analyse any cross-cultural issues that come with change. The paper will look at three internal and external drivers that have propelled change in the organization. It will also look into any factors that the head will need to look at in order to ensure change in the organization. Resistance is one of the aftermaths of implementing change. The paper will look at what types of resistance that the head of the company might face and the way this resistance may be handled. This will in turn look into the leadership styles that may

As CEO and founder of Spectrum Sunglass Company, I want to bring a change in the company that can make the company and its products more environmentally sustainable. To do that, I need to convince 20 managers at Spectrum to adopt my initiative in 96 weeks. And I used 85 weeks to reach that goal. Here’s what I did.

I also conducted pilot project the following week, I want to see the marketing condition of the new sunglass product, to find its drawbacks and relative developing ways.

As a part of this step we have targeted the strategies involving the top management for awareness. It was almost a no brainer for the team that a systematic approach to enhance the awareness about six-sigma among the top management would result in interest building, followed by evaluation and adoption of the new system proposed. As a result, we called for a meeting with top managers involving the CEO and Executive Assistant. However, the lack of interest of many managers and the CEO has come as a rude shock in the beginning. We persisted with the idea of top-down approach and followed up with the EA to get positive response and enhanced his

There was a dilemma regarding sustainable economic development in my company, Spectrum Sunglass Company. Due to the request of “green” from Bigmart, which was the largest retail customer, my company should have decided whether its strategy plan needed to be adjusted. I was the Director of Product Innovation within the R&D unit, in addition to being a resolute advocate for reducing the company’s dependence on petrochemical raw materials. However, much resistance took place. I had 96 weeks to persuade my superiors and colleagues.

With the high interest of adopting a more eco-friendly environment, Spectrum Sunglass Company was challenged to provide a greener product to the largest retail customer Big Mart in a short timeframe. Big Mart suggested that Spectrum to reduce the use of petrochemical raw materials in the manufacturing of the products from 90% to 50% within two years. In the interim, Big Mart requested a detailed implementation plan of action within three months. If action plan is not received, Big Mart will cancel business with Spectrum and will work with competitors willing to incorporate greener products. As the Director of Product Innovation, I was eager to implement the change for numerous reasons. Prior to being presented with this challenge, many customers voiced concerns over the company’s environmental impact. Looking for ways to develop the company economically while setting Spectrum apart from competitors both price and design wise. Although the deadline for the action plan was short, the thought of the company growing by developing a distinctive product was positive. However, being a middle manager, I do not have the authority to put the change in place. Collages and senior management support is highly needed.

Once the team is satisfied with their data and determined that no additional analysis is needed to understanding the problem, it’s time to move on to the improve phase. The team would start collecting improvement ideas. The control phase is when the team would begin to document how they should pass the structure on to the employees who will work within the process (goLEANSIXSIGMA.com, n.d.). The Lean Six Sigma helps the healthcare industry find several basic and standardized solutions for many of their organizational and procedural issues. The Lean Six Sigma can enhance the visual management procedures and reduces the complexity and time of processes. It can also be used in various ways within the healthcare industry and enable healthcare professionals to offer sound and efficient care to the human general public (Six Sigma Online, n.d.). In healthcare organizations where the Lean Six Sigma has become a part of the overall business strategy, the leadership realized that it’s not about the training or the tools. It’s about looking at things from a new and different angle and using a reliable approach to manage and lead change. It's also about making an investment in people by equipping the staff with solid skills and empowering them to solve the problems they are face with in their daily work (Pexton,

The “Change Management Simulation: Power and Influence” worked through a 96-week initiative to get Spectrum Sunglasses to adopt a new sustainable output. The goal was to convince the team that a dramatic change in the organization’s strategy and products were necessary, and that environmental sustainability was critical to the company’s future. The move for Spectrum Sunglass Company to move to greener techniques was largely radical because it impacts so many different parts of the organization- Manufacturing procedure, culture and ethos, target marketing- to name a few. Through the weeks of attempting to get the entire organization to adopt the new initiative I was faced with a variety of choices to use. While there was no specific order in which to use them, the ability to use the right decisions at the correct time was pivotal to gaining support and building the organization through a new and challenging enterprise.

A quantitative study conducted by Lifvergren, Gremyr, Hellstrom, Chakhunashvili, and Bergman (2010) analyzed the experiences and from a hospital group during a three-year period after the introduction of Six Sigma. It reports on 22 large Six Sigma improvement projects, their results and influence on other improvement activities. The study shows that 75% of the completed projects reached their goals within 18 months. The average net cost savings per completed project/year was $55,300. Overall, the results showed that Six Sigma is a useful concept when trying to improve healthcare processes. They recommend that Six Sigma should be an addition to the improvement practices used in healthcare development initiatives. It was also observed that the Six Sigma program can create much organizational pull regarding quality management and improvement efforts if teamwork is applied.

• This coursework is worth 70% of the overall module marks. • The assignment questions are based on the main case. Supplements A and B provide useful insights into previous Six Sigma initiatives in the organization. • Preferably your write-up may not exceed 5000 ± 10% words. • This coursework should adopt academic conventions in terms of writing style, be supported by research, with proper attribution of sources and be fully referenced. • Do not submit an

Introduction: This case study investigates Maple Leaf Foods' (MLF), a highly successful diversified corporation, proactive approach to the implementation of the rigorous, culture penetrating and comprehensive measurement-based philosophy, Six Sigma. In fact, MLFs' change champions and "dynamic duo", Michael McCain, president and chief executive officer (CEO), and Bruce Miyashita, vice-president (VP) Six Sigma, unequivocal support, confidence, vision, and expertise in this process improvement and variation reduction strategy ignited the essential motivation and stakeholder loyalty that was paramount to the receptivity/achievement of their "well-thought out" conversion and

Breyfogle III, F.W., Cupello, J.M. and Meadows, B. (2001), “Managing Six Sigma”, John Wiley and Sons, New York.

In 1990’s Jack Welch launched Six Sigma in GE in a big way. He implemented Six Sigma in all areas and ensured that the entire organization participates in the initiative. He changed the performance incentives and made them based on individual’s ability and enthusiasm to take part in Six Sigma initiatives. He transformed GE to a state where Six Sigma had become the culture of the organization and not just a methodology for brining organization-wide improvements.