Question

Part 2 - Individual Submission

Consider that your organization is about to launch a Six Sigma Improvement Initiative, and this approach is new to the organization. Identify three Driving Forces (DFs) and three Restraining Forces (RFs). If you do not work or have an organization to use for this question, self-select any organization that you have some/any degree of familiarity or have worked for in the past.

Part 2 Requirements - Individual Submission

Describe the change in a few sentences (25-100 words).

Share the organization website.

Post at least three DFs and RFs on the discussion board.Show your answer as a Force Field Analysis output as discussed in class.

Respond to two other posts, suggesting how they might leverage one of their Driving Forces, or Mitigate one of their Restraining Forces.

Part 3

Assume that you will need to implement the above change in your respective six sigma project.

Part 3 Questions - Individual Submission

How will you decide which of the tools we have covered so far to use? All? One or few? Remember that there is no right or wrong answer here.For example, FMEA, C&E, Force Field, Kano,Pugh Matrix etc

Explain your selection and discuss a rationale as to how you will implement the above (200 - 250 words)

You are encouraged that you share a comment or two on the submissions shared by other learners.

Answer 1

Boeing Corporation utilized Lean Six Sigma for the manufacturing processes. Being in an industry where quality of the product is extremely critical Boeing adopted Six Sigma for optimization of quality within the manufacturing process, after facing repeated issues with minor obstacles within the manufacturing processes becoming major issues due to inefficient management leading to inaccuracy in identification of the root cause and subsequent implementation of control to prevent damage and mitigate risk. The organisation realized urgent need for prim lining of processes and implemented Lean Six Sigma. This has resulted in the organisation greatly improving quality and output due to increase productivity through process improvement and implementation of automation Technologies. The company which upholds various values such as implementing diversity in its workforce has also exemplified implementation of Lean Six Sigma without necessitating layoffs for the workforce. It accomplished this through reassignment of workforce two other areas which were managed by hiring from outside. The organisation went on to implement lean Sigma throughout the entire organisation with the principle of quality at the core. it consisted of a quality management system with lean implementation making the entire system cost and productivity efficient. the organisation realized the importance of integrating production with quality resulting in total customer satisfaction minimization of wastage by getting it right the first time and requirements engineering for defining the product matched perfectly to user requirements and empowering all its employees to ensure and environment conducive to quality through responsibility and accountability generated by ownership resulting in continuous improvement.

The driving forces which Boeing faced was introduction of new technology for minimizing errors within the production and quick identification of any deviations within the production process to implement immediate corrective action at the earliest point within the process due to the considerable cost implication for rectification or re-engineering at later stages within the segment.

A visionary leadership at every level including the fabrication divisions which worked in alignment with continuous quality improvement headed by Bruce Gissing who coordinated with Craig Habakangas and Don Larson for trial and implementation of accelerated improvement workshops converting into continuous quality improvement with lean implementation which resulted in the company winning the Fred Michelle award for lean manufacturing excellence three times in a row from 2001 to 2003. All the leaders with lean thinking provided the perfect managerial Positioning for successful implementation.

Utilization of extensive external consultancy and training facilities implementation of green initiative as a system in a successful man with minimal resistance and by addressing employee concerns through imparting training which facilitated encouraged and motivated people to learn and adopt lean. The process was simplified true. Improvements which connected in two floor improvements which follow developed into system improvements. Internal pressures from employees resisting change was managed through application of external pressure of consultants and training teams.

The restraining forces for these driving forces is the cost involved in updating of old plant and equipment with the latest technology production equipment. The employee groups within the organisation a post to change resisting the dynamic vision of the leaders due to apprehensions of personal impact of the change. The restraining forces for provision of training and consultancy for improvement of performance and minimizing wastage along with setting up of new standards of performance and measurement of the same on the basis of the new process. This involves restaurant in the form of risk taking along with added cost in employment of consultants and training teams resulting in resistance to pressure from management for updating of skills and making the transition to the new method and process with many employees being unable to successfully make the transition resulting in high attrition rate.

I would select the SIPOC(R) diagram as I personally feel that it provides the most complete and comprehensive information in an easy to comprehend manner through presentation of all essential elements in a visually appealing format easy to assimilate and process by perfectly understanding what is required in the form of inputs and outputs to enable easy planning and strategizing to achieve lean goals successfully. While implementing the Six Sigma it is essential that all the stakeholders involved in the transition be included and monitored write through the transformation to ensure complete and perfect implementation with effective results and increased efficiency. The suppliers, the inputs, the process, output and the customers can all be adequately focused on to ensure that the process is being successful in addressing the essential elements for optimizing utilization and minimizing wastage along with the impact and efficacy of the process implemented with root cause analysis. This would ensure that the implementation is easier to manage and plan along with providing easy monitoring and control measures to be effectively implemented and assuring that all are involved and included in the transition.