3M Six-Sigma Case
Travis Peartree
Six Sigma 3M Case
QM
10/9/12
3M Six-Sigma Case Write-Up
1. To successfully implement Six Sigma, 3M must think about its effects now and its effects in the future. The leadership team must also take into account the expenses of any Six Sigma processes and how to fund them. A lot of research and development will lead to greater success of Six Sigma, but will also be at a very high cost. The leadership team must set up a vision for implementation of Six Sigma. The team must professionalize the top quality management functions. A continuous improvement of all company functions must be in the vision. The benefits, costs, and risks of the Six Sigma program must be well planned out, tracked, and reported. Also, the team must question themselves by asking “is Six Sigma enough”? 2. To ensure successful Six Sigma implementation, McNerney must establish a massive company wide training program. A list of 100 key Six Sigma projects was developed. McNerney must make significant improvement in processes that are strategically appointed to be crucial. The improvement of customer satisfaction and the amount of savings due to the cut of capital expenditures must be tracked. McNerney must identify the customer’s requirements and than translate that into product improvement. 3. One possible source of resistance is getting the entire company to understand the culture of Six Sigma. 3M must enable all its employees to understand the concept and benefits of Six Sigma by offering classes that can educate them. Another resistance is measuring the success of Six Sigma. 3M must continuously measure the success of every single Six Sigma process. 3M must also plan out the cost, risk, and reward of every project. 4. 3M was a very innovative company before Six Sigma was implemented. Six Sigma changed the way people worked at 3M. Performance at 3M is based on Six Sigma participation, and with that, employees must perform and their highest and most
Six Sigma 3M Case
QM
10/9/12
3M Six-Sigma Case Write-Up
1. To successfully implement Six Sigma, 3M must think about its effects now and its effects in the future. The leadership team must also take into account the expenses of any Six Sigma processes and how to fund them. A lot of research and development will lead to greater success of Six Sigma, but will also be at a very high cost. The leadership team must set up a vision for implementation of Six Sigma. The team must professionalize the top quality management functions. A continuous improvement of all company functions must be in the vision. The benefits, costs, and risks of the Six Sigma program must be well planned out, tracked, and reported. Also, the team must question themselves by asking “is Six Sigma enough”? 2. To ensure successful Six Sigma implementation, McNerney must establish a massive company wide training program. A list of 100 key Six Sigma projects was developed. McNerney must make significant improvement in processes that are strategically appointed to be crucial. The improvement of customer satisfaction and the amount of savings due to the cut of capital expenditures must be tracked. McNerney must identify the customer’s requirements and than translate that into product improvement. 3. One possible source of resistance is getting the entire company to understand the culture of Six Sigma. 3M must enable all its employees to understand the concept and benefits of Six Sigma by offering classes that can educate them. Another resistance is measuring the success of Six Sigma. 3M must continuously measure the success of every single Six Sigma process. 3M must also plan out the cost, risk, and reward of every project. 4. 3M was a very innovative company before Six Sigma was implemented. Six Sigma changed the way people worked at 3M. Performance at 3M is based on Six Sigma participation, and with that, employees must perform and their highest and most