John Smithers Case in Leadership January 30‚ 2009 Professor Curry Case # 2: John Smithers Participating Members: CANADY‚ WR. Response Summary: Group Response to the John Smithers’ Case 1. In the case of Sigtek‚ was the change to a Six-Sigma Quality program a directed change or an elected change for the company? Does this make a difference in how top management supported change of the organization? Identify at least two instances in the case‚ which demonstrate the level of support provided by top
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Quality management chapter 8 Quality management: Focus on Six Sigma Review and Discussion Questions 1. Is the goal of Six Sigma quality realistic for services such as Blockbuster Video Stores? A goal of Six Sigma can also be used for services. The one area where Six Sigma maybe difficult is that many aspects of service quality are based upon customer perception--for example--the courtesy of the clerk. In spite of all efforts‚ someone may perceive that the clerk was not courteous. But in
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. Performance Metrics: purpose What are the ways you can measure how successful your Six Sigma project has been in improving quality or decreasing the number of defects? Before we go into the metrics and definitions‚ let’s say what “defects” and “defective” mean. Something has a defect if the result or outcome of a process is not what is expected. Something went wrong. The product may still be usable: a car with chipped paint can still be driven. So some engineers use “defective” to mean a product
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A REPORT ON SUMMER TRAINING / PROJECT WORK For Swiss Glascoat Equipment Ltd.‚ Vitthal Udyognagar. Submitted to INDU INSTITUTE OF MANAGEMENT (IMI)‚ ANKODIYA‚BARODA Affiliated to GUJARAT UNIVERSITY‚ AHMEDABAD Prepared by Niyati D. Shah (09/MBA) M.B.A. second Year Under the Guidance of Mr. Atul Bhavani Prof. Mrs. Pooja mam Officer-HR Training Incharge‚ IMI INDU MANAGEMENT INSTITUTE (IMI) ANKODIYA‚ VADODARA
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number of ‘new’ approaches to the management of operations that are often seen as operations strategies‚ but are not actually strategies in themselves. Six of the more important ‘new’ approaches are treated in this lecture‚ namely‚ Total Quality Management‚ lean operations‚ Business Process Reengineering‚ Enterprise Resource Planning and Six Sigma. They all need to be understood (particularly‚ the similarities and differences between them) if they are going to help with strategy or strategic implementation
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A PROJECT REPORT On “JAPANESE MANAGEMENT” At Ingersoll Rand India Ltd 21-30‚ GIDC Estate‚ Industrial Technologies Naroda‚ Ahmedabad‚ Gujarat Submitted to Digital Computers (01964) Sikkim Manipal University By Shah Jagat Maheshbhai (520864056) in partial fulfillment o f the requirement for the award of the degree Of MBA IN [Operations Management] 1 Acknowledgement This “Japanese Management” is the outcome of sincere and positive contribution of various individuals. I cannot justifiably translate
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A machinist goes into work just like he has been for the past 20 years; suddenly he is told that his job has been eliminated. If you think that your manufacturing job is safe‚ you would be wrong. Throughout your working career there may come a time that you will lose your job or have to change careers due to outsourcing. What is outsourcing? Adams (2006) states‚ "True outsourcing is nothing more that shifting a company’s non-core function to a third party which makes those functions
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International Journal of Industrial Engineering‚ 16(3)‚ 171-181‚ 2009. Implementation of Six Sigma in a Manufacturing Process: A Case Study Adan Valles1‚ Jaime Sanchez1‚ Salvador Noriega2‚ and Berenice Gómez Nuñez1 1 2 Research and Graduate Studies Division Cd. Juarez Institute of Technology Cd. Juarez‚ Chih. México Department of Industrial and Manufacturing Engineering Institute of Engineering and Technology Autonomous University of Cd. Juárez Cd. Juarez‚ Chih. México Corresponding
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using Six Sigma model – The “Breeze” Nightclub case study.” By Kostas E. Sillignakis CONTENTS PAGE INTRODUCTION 1.0 THE “BREEZE” NIGHTCLUB CASE STUDY 2.0 MANAGEMENT SYSTEM DESIGN 2.1 ROLES AND RESPONSIBILITIES 3.0 THE TRANSFORMATION PROCESS MODEL 3.1 OPERATIONS MANAGEMENT CYCLE 3.2 FUNCTIONS AND PROCESSES 4.0 CUSTOMER SATISFACTION IN NIGHTCLUB INDUSTRY 5.0 PRODUCT & SERVICE ATTRIBUTES IN A NIGHTCLUB EXPERIENCE 6.0 MEASUREMENT OF CUSTOMER SATISFACTION 7.0 QUALITY MANAGEMENT – SIX SIGMA 8.0 APPLICATIONS
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Organizational Culture � PAGE �10� Reading an Organization’s Culture: General Electric (GE) Introduction Every business has its own set of values and beliefs that make up an organizational culture that is unique to each specific business. "_Organizational Culture_ is a complex set of basic underlying assumptions and deeply held beliefs shared by all members of the group that operate at a preconscious level and drive in important ways the behavior of individuals in the organizational context"
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