Maple Leaf Foods: Leading Six Sigma Change
Case Study Analysis:
Maple Leaf Foods: Leading Six Sigma Change
Maple Leaf Foods: Six Sigma in 2002
From the title, “Maple Leaf Foods (A): Leading Six Sigma Change”, one could assume that the case study is about introduction and implementing of Six Sigma in Maple
Leaf Foods (MLF) company which is based Toronto, Canada. By observing through headings from the case study, one can predict that Bruce Miyashita, vice-president (VP)
Six Sigma of MLF, brings Six Sigma to MLF and he implemented it. Based on the introduction of the case study, it seems that Miyashita is having some problems with the issues that are related to Six Sigma, which had launched a year ago in MLF. Based on the conclusion, MLF has achieved in implementing Six Sigma to some extend and MLF is trying very hard to improve and be successful in practicing Six Sigma. From the follow up title, “Maple Leaf Foods (B): Six Sigma in 2002” and the heading, one can assume that the case study is about the challenges and the progress of Six Sigma of MLF in 2002.
Based on the introduction of the case study, one can see that MLF achieved a huge improvement in implementing Six Sigma. For example, there is 293% increase in the number of Black Belts and MLF have done a lot of projects that are related to Six Sigma.
In the case of Maple Leaf Foods, the key decision maker is ultimately Michael
McCain, president and CEO of the company. His decision involved finding areas within the production of the company’s products where improvements could be made through executing changes. McCain’s objectives were to implement a reorganization of the corporate structure to ensure a culture of continuous improvement. The other actor in this particular case is Bruce Miyashita, a well-established manager who was also Six Sigma trained. His objectives for assisting Maple Leaf Foods included informing the employees about Six Sigma and introducing the practice into everyday functions as a means to
improve
Maple Leaf Foods: Leading Six Sigma Change
Maple Leaf Foods: Six Sigma in 2002
From the title, “Maple Leaf Foods (A): Leading Six Sigma Change”, one could assume that the case study is about introduction and implementing of Six Sigma in Maple
Leaf Foods (MLF) company which is based Toronto, Canada. By observing through headings from the case study, one can predict that Bruce Miyashita, vice-president (VP)
Six Sigma of MLF, brings Six Sigma to MLF and he implemented it. Based on the introduction of the case study, it seems that Miyashita is having some problems with the issues that are related to Six Sigma, which had launched a year ago in MLF. Based on the conclusion, MLF has achieved in implementing Six Sigma to some extend and MLF is trying very hard to improve and be successful in practicing Six Sigma. From the follow up title, “Maple Leaf Foods (B): Six Sigma in 2002” and the heading, one can assume that the case study is about the challenges and the progress of Six Sigma of MLF in 2002.
Based on the introduction of the case study, one can see that MLF achieved a huge improvement in implementing Six Sigma. For example, there is 293% increase in the number of Black Belts and MLF have done a lot of projects that are related to Six Sigma.
In the case of Maple Leaf Foods, the key decision maker is ultimately Michael
McCain, president and CEO of the company. His decision involved finding areas within the production of the company’s products where improvements could be made through executing changes. McCain’s objectives were to implement a reorganization of the corporate structure to ensure a culture of continuous improvement. The other actor in this particular case is Bruce Miyashita, a well-established manager who was also Six Sigma trained. His objectives for assisting Maple Leaf Foods included informing the employees about Six Sigma and introducing the practice into everyday functions as a means to
improve