Managing Processes Through Lean Six Sigma And Cost Estimating Methods - Research Paper Example

Page: Running header: to the left to the right: page number Location here (Project Engineers) Name of professor Course title & number Date Table of Contents (optional) Section 1 Abstract: Letter of Transmittal The paper will detail how to apply the principles found in the Manufacturing Processes, First-Line Supervision, Computer, Materials Handling & Plant Layout, Quality Control, Production & Inventory Control, Cost Estimating, and Industrial Safety courses that are imperative to the success of any form of technology design. I will demonstrate how to successfully and completely design a system, its operational components, and develop appropriate system cost. Then I will demonstrate my full understanding of system operation. First, I will explain “The Key Principles of Lean Six Sigma”; then elaborate on the DMAIC; then explain “Plant Layout/Material Handling from Cooperating Executives Operations” and what that entails; Plant Layout and Material Handling from Cooperating Executives Operations; How Motorola conceptualized The Lean Six Sigma from the origin of a 1986 Business Management Strategy; and it should all make sense. I will compare and contrast the differences along with the similarities between the managing processes through the Lean Six Sigma and Cost Estimating Methods. By fully elaborating on “How Motorola conceptualized The Lean Six Sigma from the origin of a 1986 Business Management Strategy,” I will demonstrate how I would complete an individual project at my small partitioned-off area of a room designated for me to complete my tasks. Section 2 Table of Contents: Section 1: Abstract: Letter of Transmittal Section 2: Table of Contents Section 3: Executive Summary Section 4: Body / Narrative Intro: The Key Principles of Lean Six Sigma Discussion: DMAIC; Plant Layout and Material Handling from Cooperating Executives Operations; Plant Layout and Material Handling from Cooperating Executives Operations; How Motorola conceptualized The Lean Six Sigma from the origin of a 1986 Business Management Strategy. Conclusion Recommendations Section 5: Appendix Section 6: Bibliography Section 3 Executive Summary Statement of the Problem: Scope of the Investigation: Research Methods: Key Ideas Used: Conclusion: Recommendations: Section 3 (cont.): 24 August 2011 Dr. Dennis Lithgow Southern Illinois University Southern Illinois University / Prof 72076 street address Dear Dr. Lithgow: I am submitting to you the report, due 21 August 2011, that you requested. The report is entitled “The Key Principles of Lean Six Sigma Discussion.” The purpose of the report is to inform you of our design decisions for the center. The content of this report concentrates on the Managing Processes Through Lean Six Sigma And Cost Estimating Methods. This report also discusses DMAIC; “Plant Layout/Material Handling from Cooperating Executives Operations” and what that entails; Plant Layout and Material Handling from Cooperating Executives Operations; How Motorola conceptualized The Lean Six Sigma from the origin of a 1986 Business Management Strategy. If you should have any questions concerning our project and paper, then please feel free to contact Mike Bridge at xxx-xxxx. Sincerely, [NAME HERE] Lead Engineer Section 4 Materials This section will concern which materials will be used, then detail how to apply the principles found in the Manufacturing Processes, First-Line Supervision, Computer, Materials Handling & Plant Layout, Quality Control, Production & Inventory Control, Cost Estimating, and Industrial Safety courses that are imperative to the success of any form of technology design. I will demonstrate how to successfully and completely design a system, its operational components, and develop appropriate system cost. Then I will demonstrate my full understanding of system operation. First, I will explain “The Key Principles of Lean Six Sigma”; then elaborate on the DMAIC; then explain “Plant Layout/Material Handling from Cooperating Executives Operations” and what that entails; Plant Layout and Material Handling from Cooperating Executives Operations; How Motorola conceptualized The Lean Six Sigma from the origin of a 1986 Business Management Strategy; and it should all make sense. I will compare and contrast the differences along with the similarities between the managing processes through the Lean Six Sigma and Cost Estimating Methods. By fully elaborating on “How Motorola conceptualized The Lean Six Sigma from the origin of a 1986 Business Management Strategy,” I will demonstrate how I would complete an individual project at my small partitioned-off area of a room designated for me to complete my tasks. Acknowledgments This report presents the ideal location for Manufacturing Processes, First-Line Supervision, Computer, Materials Handling & Plant Layout, Quality Control, Production & Inventory Control, Cost Estimating, and Industrial Safety courses that are imperative to the success of any form of technology design. The motivation for this decision becomes officially registered within this section. Design Considerations The intensity of the direct sound aught to fall into a level of median comfort. This entails hat it cannot be to loud for anyone present, nor should it be to low for anyone to hear and identify. Length and height of the room will be imperative, above other concerns for this matter. From Colorado State University [http://www.colostate.edu/], “This problem will be dealt with by limiting the length of the room, and by designing the surfaces above and around the stage to project the sound evenly throughout the concert hall. Another problem arises with the seats placed under a balcony. To prevent a muddiness within the sound, the depth under the balcony should not exceed the height of the opening beneath the balcony” (Kowalski, 2008). *No absolute conclusion has yet to be fully decided upon. Section 4: Body The Key Principles of Lean Six Sigma The Key Principles of Lean Six Sigma (as Posted by DF. HYPERLINK "http://www.businessknowledgesource.com/technology/what_are_the_benefits_of_using_micros_systems_023862.html" "Benefits of using MICROS Systems" Business Knowledge Source. Web. 8.21.2011): These are the key principles of Lean Six Sigma, in the fewest possible words, to maintain focus through until completion: Maintain complete concentration on the customer’s needs and wants. Identify the value stream of how the work is completed most effectively (producing a definite effect or result), effectually (producing the desired effect or result in a decisive manner), economically (managing finances wisely to avoid any unnecessary expenses), and efficaciously (producing the desired effect or result). Manage, improve, and smooth the process flow. Isolate and then replace any Non-Value-Added steps and unnecessary clutter. Direct according to factual substance and execute variation. Adequately furnish and incorporate those included in the process. Actively engage all development and advancement activity in a systematic way. Business Knowledge Source provides much useful knowledge, or instruction, by which to formulate and then base most any business plan. “Lean Six Sigma is a powerful, proven method of improving business efficiency and effectiveness.” In order to discover how to successfully and completely design a system, its operational components, and effectively develop appropriate system cost, the Lean Six Sigma must be compared to the Cost Estimating Methods. Plant Layout and Material Handling from Cooperating Executives Operations Next, Materials Handling and Plant Layout and the formulation of a simple linear programming problem would be of paramount concern. The plant layout is an imperative component in administrating any efficient and cost effective business. Plant Layout/Material Handling from Cooperating Executives Operations clearly and concisely can discern the workings of every business while holding clear focus on both every individual function alongside the comprehensive connection between functions. The plant layout design will heed this analysis imperative; at least that this be performed in the name of the CEO executive before the official go-ahead. This will allow better monitoring capabilities to assure a productive sequence of industrial, administrative, alongside all other performance processes through which all work passes from initiation to completion. Moreover, this is the greatest conductor in which to assure the progressive force and how to assure the subsequent needs of the business. The interaction of each department will follow accordingly and shape every facet of the premises for the greater good for the overall organization (corporation). Herein, this is detailed by Cooperating Executives Operations (CEO): As part of this study the following areas at a minimum, are reviewed: -Total facilities power requirements -Interaction between functions -Work space requirements by function -Work flow -Material handling requirements -Physical constraints -Special process requirements -Employee needs (legal requirements) -Power requirements for each piece of equipment or machinery -Lighting requirements -Noise levels in work areas (Plant Layout/Material Handling. Cooperating Executives Operations (CEO). Business Solutions. “Your Profit Improvement Partner.” Melville, NY 11747. Web. 22 August 2011). DMAIC Essentially, the acronym DMAIC comprises the easiest means to quickly recall the Lean Six Sigma. Every improvement activity in any business processes will require a systematic managerial regard that employs the Lean Six Sigma. This is the functional and unambiguous framework of DMAIC: Define: Projects start with a problem that needs solving. Make sure everyone involved knows their role, why you’re doing the project and what you’re trying to achieve with the project. Measure: The work you’ve done in the Define stage is based on what you think the problem is. During the Measure stage you need to clarify things by seeing how the work gets done and how well. Analyze: Now you know what’s happening, it’s time to find out why, but don’t jump to conclusions. Manage by fact to check out the possible causes and get to the root cause. Improve: Okay; you know about the process and the problem, and the Improve stage is where you need to find a way to address the root cause, so come up with some ideas, select the best one and test it out. Control: You need to ensure you achieve and hold the gain you’re looking for. Putting a control plan in place is vital to ensure that the process is carried out consistently. The Key Principles of Lean Six Sigma (as Posted by DF. HYPERLINK "http://www.businessknowledgesource.com/technology/what_are_the_benefits_of_using_micros_systems_023862.html" "Benefits of using MICROS Systems" Business Knowledge Source. Web. 8.21.2011): These are the key principles of Lean Six Sigma, in the fewest possible words, to maintain focus: Maintain complete concentration on the customer’s needs and wants. Identify the value stream of how the work is completed most effectively (producing a definite effect or result), effectually (producing the desired effect or result in a decisive manner), economically (managing finances wisely to avoid any unnecessary expenses), and efficaciously (producing the desired effect or result). Manage, improve, and smooth the process flow. Isolate and then replace any Non-Value-Added steps and unnecessary clutter. Direct according to factual substance and execute variation. Adequately furnish and incorporate those included in the process. Actively engage all development and advancement activity in a systematic way. Business Knowledge Source provides much useful knowledge, or instruction, by which to formulate and then base most any business plan. “Lean Six Sigma is a powerful, proven method of improving business efficiency and effectiveness.” In order to discover how to successfully and completely design a system, its operational components, and effectively develop appropriate system cost, the Lean Six Sigma must be compared to the Cost Estimating Methods. How Motorola conceptualized The Lean Six Sigma from the origin of a 1986 Business Management Strategy The Lean Six Sigma originated out of the scientific Motorola concept, the Six Sigma (The Inventors of Six Sigma > Updated 6 November 2005. Web. 22 August 2011): In 1986, Bill Smith, a senior engineer and scientist at Motorola, introduced the concept of Six Sigma to standardize the way defects are counted. Six Sigma provided Motorola the key to addressing quality concerns throughout the organization, from manufacturing to support functions. The application of Six Sigma also contributed to Motorola winning the Malcolm Baldrige National Quality award in 1988. Since then, the impact of the Six Sigma process on improving business performance has been dramatic and well documented by other leading global organizations, such as General Electric, Allied Signal, and Citibank. That's why investing in Six Sigma programs is increasingly considered a mission-critical best practice, even among mid-sized and smaller firms. Today, Motorola continues to implement Six Sigma throughout its own enterprise, and extends the benefit of its Six Sigma expertise to other organizations worldwide through Motorola University. Tennant, Geoff. SIX SIGMA: SPC and TQM in Manufacturing and Services. Gower Publishing, Ltd.. p. 6. (2001). This business management strategy, the Six Sigma, was initially generated in the United States by Motorola in 1986. It has been and is still generally used in many sectors of industry, "identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes" (Antony, Jiju. Pros and cons of Six Sigma: an academic perspective. Archived from the original on July 23, 2008. Web. 22 August 2011). Bibliography: HYPERLINK "http://www.businessknowledgesource.com/technology/what_are_the_benefits_of_using_micros_systems_023862.html" "Benefits of using MICROS Systems" Business Knowledge Source. Web. 8.21.2011 Plant Layout/Material Handling. Cooperating Executives Operations (CEO). Business Solutions. “Your Profit Improvement Partner.” Melville, NY 11747. Web. 22 August 2011 Antony, Jiju. Pros and cons of Six Sigma: an academic perspective. Archived from the original on July 23, 2008. Web. 22 August 2011 Tennant, Geoff. SIX SIGMA: SPC and TQM in Manufacturing and Services. Gower Publishing, Ltd.. p. 6. (2001) The Inventors of Six Sigma > Updated 6 November 2005. Web. 22 August 2011 Kowalski, Dawn. "Communicating as an Electrical Engineer." 2008. Colorado State University [http://www.colostate.edu/]. We. 24 August 2011 Appendix More on what differentiates the Lean Six Sigma from other Cost Estimating Methods can be found here: DMAIC and DMADV, from Thomas Pyzdek Reproduction allowed if no changes are made to content and you link to HYPERLINK "http://www.pyzdek.com" http://www.pyzdek.com/ from your site. Copyright © 2003 by Thomas Pyzdek, all rights reserved: HYPERLINK "http://www.sixsigmatraining.org/dmaicdmadv" http://www.sixsigmatraining.org/dmaicdmadv The Paradigm-360 (Business Management, Web, & Information Technology Solutions designed specifically for Builders, Remodelers, Contractors and other members of the Home & Garden Industry) Estimating & Project Management Glossary with an emphasis and interest in the Theory of Constraints, Lean, TQM and Six Sigma methodologies: http://paradigm-360.com/resources/glossary H. Wayne Huizenga School of Business and Entrepreneurship. NOVA Southeastern University. Lean Six Sigma Black Belt Certification: HYPERLINK "http://www.huizenga.nova.edu/ExecEd/Hudson/Program.cfm?ProgramID=250" http://www.huizenga.nova.edu/ExecEd/Hudson/Program.cfm?ProgramID=250 Read More