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Lean Six Sigma Thinking - Literature review Example

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The author of the paper "Lean Six Sigma Thinking" will begin with the statement that Six Sigma represents a management approach to business that was developed by the Motorola Corporation that holds the trademark to the phrase and concept (Hayes, 2004)…
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Extract of sample "Lean Six Sigma Thinking"

Download file to see previous pages Through applying Six Sigma, a company’s organizational vision is broadened (Naslund, 2008). This contributes to the aforementioned external and internal building of a reputation due to it being an active process that improves operations (Naslund, 2008). As the application and approach involving Six Sigma inculcate itself into a company’s culture as a result of management and employee involvement, a company develops an edge relative to rival companies that are not so engaged (Jiju et al, 2007). In addition to the above, other organizational benefits achieved as a result of using Six Sigma include a heightening of customer satisfaction throughout all service and product levels due to focus and the use of discernible goal and objectives being set (Jiju et al, 2007). In terms of effectiveness Anbari (2002) advises Six Sigma represents a more comprehensive approach than Continuous Quality Improvement (CQI) or Total Quality Management (TQM). The difference is Six Sigma includes a means to measure and report financial results along with the use of more sophisticated and advanced methodology and project management tools (Anbari. 2002). In making his point Anbari (2002) provided the following as an example: Six Sigma equals TQM (or CQI) + Stronger Customer Focus+  Additional Data Analysis Tools + Financial Results + Project Management.  In the words of Antony et al (2003), Six Sigma represents an approach that is driven by data and utilizes measurement and analysis to define as well as control improvements. Antony et al (2003, p. 96) continues, and explains with regard to Six Sigma, its underlying and fundamental principle represents taking “… an organization to an improved level of sigma capability through the rigorous application of statistical tools and techniques”. The preceding segment on Organisational Benefits serves to form the foundation for the lead in an explanation of the manner Six Sigma programs are derived and designed. In broaching this area Mader (2002) explains the DMAIC (Define, Measure, Analysis, Improve, Control) process as a closed-loop system that is conceived to eliminate steps that are unproductive. He adds it usually focuses on using new measurements to gauge and improve processes that are based on reducing or improving the steps in the foregoing (Mader, 2002). In assessing whether to utilize Six Sigma, Shah et al (2008) advise management needs to come to an understanding through an internal decision-making process as to why the Six Sigma process improvement methodology is appropriate and suitable for its issues, challenges, and problems. They explain it is important for management to develop a clear understanding of what Six Sigma entails and does, along with the manner it might benefit operations (Shah et al, 2008). In conducting an assessment, Klefsio et al (2001) recommend prior planning that consists of a series of definitive steps to aid in ensuring implementation is successful. The implementation of Six Sigma is a process that is dependent upon the organization it is considered for, its state of development, organization and allied areas (Jeyaraman and Teo, 2010). In developing an understanding of Six Sigma, it is important to understand the segments represented by organizational benefits, program design along with implementation and contextualization are all interconnected. As such, a common thread exists in terms of foundational underpinnings with regard to method, approach, and context (Jeyaraman and Teo, 2010).  ...Download file to see next pagesRead More
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