Organizations Eliminate Defects In Business Processes (Essay Sample)

Six Sigma
(Author’s Name)
(Institutional Affiliation)
Case Study 4.1
The core aim of every business in the world today is to engage in profitable business. Any company that is not making profits is not in business. Consequently, firms ensure that they conform to the changing business trends to stay competitive and maintain consumers as well as get new customers. Six Sigma is one of the techniques firms use to ensure they maximize on production and eliminate defects in all their processes. The Six Sigma model gives organizations an excellent competitive advantage if used appropriately. Six Sigma is a disciplined methodology that is used for the elimination of defects in any process such production, manufacturing among other procedures. The technique is data-driven, and it uses the data obtained to achieve its objective (Basu & Wright, 2012).
The method uses the DMAIC model which improves and mends processes. DMAIC is an acronym that stands for “Define, Measure, Analyze, Improve and Control.” The model is used by businesses to optimize, improve as well as stabilize business practices and designs. The DMAIC upgrading cycle is the primary tool employed by businesses in driving Six Sigma tasks. The Six Sigma process uses different tools that aid in the elimination of defects. These tools are also used in the removal of the eight types of waste which are referred to as muda. Different tools are used for different processes (Evans, & Lindsay, 2014). For instance, the tools used for measuring performance include a histogram, Pareto charts, Trend charts, the Six Sigma Conversion Table among others. While tools used for analyzing the causes of a particular problem include, the Ishikawa diagram, Regression Analysis, and The 5-Why Analysis Model among others. On the other hand, tools such as brainstorming, kaizen, system diagrams, pull scheduling, 5S tool, correction action matrix among others can be used in implementation of Six Sigma projects.
In a work environment where there are no constraints, the application of Six Sigma would be simpler compared in an environment that has constraints. First, the training of employees on how to go about the implementation process of Six Sigma would be essential. Both Green Belts and Black Belts would be essential in the Six Sigma process. The other thing that the course taught me was about project selection. All the projects that require Six Sigma input would be prioritized and the most essential ones started with. The DMAIC cycle would be the ideal way to apply Six Sigma and improve the processes of the organization (Swink & Jacobs, 2012). Different organizations are faced with different problems. Thus the identification of the problem facing the particular organization would be the first step (Basu & Wright, 2012). Additionally, the scope of the project, as well as the project goals, would be set during the definition phase of the DMAIC model. In this step tools such as process flowchart, the SIPOC diagram among others will be used to define the process.
The second phase would be the measuring stage, the present baseline performance of the organization would be determined at this point. The Six Sigma expert understands the problem and the condition it exists at this stage. During this phase tools such as the process flowchart, process sigma calculation would be used. Benchmarking is also another technique that would be employed. Benchmarking would be a perfect tool to use. The organization would benchmark against its competitors and especially those performing better than it. Employees from our organization would be sent to go and study how a competitor achieves their set objectives. The other vital tool in the measuring phase that its use would make a significant change is referred to as the Voice of the Customer Gathering (Basu & Wright, 2012). Customer satisfaction is one of the essential objectives of Six Sigma. Thus gathering information regarding products or services from an organization would aid in its improvement process. After the measuring phase, the other phase would be the analyzing stage. After the data has been gathered it will be analyzed and evaluated to identify the reason the problem is occurring in addition to the potential causes of defects. Tools such as histograms, regression analysis, scatter plots among others would be ideal to use. The process is then improved by elimination of the identified defects. The possible solutions for the identified problems are verified and the best option implemented (Evans, & Lindsay, 2014). Brainstorming and simulation soft wares among other tools would come in handy during improvement stage. The last thing that would be done to ensure that Six Sigma is fully in place in an environment that has no constraints would be the control stage. The new standard procedure for the process is identified.
Case Study 4.2
Six Sigma projects require careful selection. The identification of Six Sigma projects requires a lot of research before one can agree to take on the project. Before the selection of any Six Sigma project the pros and cons should be thoroughly analyzed. Several factors should be considered when one is choosing or recommending any Six Sigma project. The primary factor in any Six Sigma project should be the identification of the defect. The main aim of Six Sigma is the elimination of errors thus identifying the error in any process is the core of any project. However, the financial aspect of the project should not be the primary factor to consider since all projects will vary in money requirements (Swink & Jacobs, 2012). This does not mean that one should be extravagant. For instance, if the cost of the task outweighs the benefits then such a task can be foregone. Moreover, the benefits of any project should be clearly stated before undertaking it (Basu & Wright, 2012). This will prevent wastage of resources and time instead of engaging in projects that are worthless. Nevertheless, one should ensure that the draconian procedures are done away with. Employee contentment should also be factored when recommending any Six Sigma. One should also think carefully about the placement of Six Sigma Belts as well as the placement of the other employees. Another factor that should be considered while selecting a Six Sigma project should be the availability of the team. Any project requires a great team to implement the project. This also takes into account the quantity of time key members of the team are willing to dedicate to the project. The team requires devoted Black Belts as well as Green Belts.
Case Study 4.3
The Ford Motor Co. is one of the manufacturing companies that successfully implemented Six Sigma in its process. According to the CEO Jacques Nasser in a recent meeting, he stated that the organization is intensively focusing on their consumers. He also stated that the organization's primary priority is customer satisfaction. In order to achieve this Ford had to turn to Six Sigma. The automobile manufacturer decided to use Six Sigma to achieve its two primary goals. The project had two primary objectives. The two primary goals were customer satisfaction and improvement of quality. The firm began its Six Sigma journey in the late 1999. The key problem facing the organization at the time was that a big number of Ford Mustang customers had conveyed discontent with the amount of strength that one required to close the vehicle hoods. For the organization to achieve its set objectives, it had to put in place numerous Key Process Input Variable (KPIVs). Some of the KPIVs of the organization included training their employees, improving car specs, the durability of the automobiles and also the prices of the cars produced (Evans, & Lindsay, 2014). The organization also had to improve the quality of the cars.
The senior management at the organization fully supported Six Sigma. The chief KPIV factor that Ford used training. Quality improvement would have been impossible to achieve if the employees were semi-skilled or unskilled. Products produced by semi-skilled as well as an unskilled workforce are in many cases substandard. For this reason, the organization had to engage in intensive training of its workforce to ensure that they are adequately equipped to handle the machines and produce quality products for the satisfaction of the consumers (Swink & Jacobs, 2012). To start with the top administration of the organization got executive training about the Six Sigma process. Afterward, training was conducted for the officer groups followed by the leadership group. The use of Six Sigma by the automobile manufacturer proved to be very useful to the organization. It is estimated that use of Six Sigma will save the organization an estimated $300 million. The organization stands to save $283,000 annually through reduced scrap. Additionally, the organization also stands to on the number of rework cases reported annually. Some of the non-value adding activities were also scraped off during the Six Sigma implementation process. More importantly, the implementation of Six Sigma saw the levels of customer satisfaction go up tremendously as the customers were more pleased. The organization also expects 97% drop in the reported vehicle concern cases.
The following tools were used for the implementation of Six Sigma technique in Ford Co. the team of experts used the design of experiments to simulate how the parts could be changed and the effects the changes would cause. Moreover, the experts also made use of component search analysis; this method included altering and reviewing the positions of various components on the automobile assembly line. The other tool used was process mapping this tool enabled the team to walk the whole manufacturing route. Additionally, this tool was used to identify where in the process varian...