Six-Sigma

1. What does it need to modify or why it needed to modified?

2. How was it modified, describe DMAEV and tools/methods used in each phase?

4. What approach was taken to build support systems and why?
 

 

Need for modifications

The company was looking for improvement in the supply chain management and six- sigma. This was achieved by the company in the following ways:

• Project Discipline- The application of six-sigma will provide the company with an opportunity deals with risks ad vulnerabilities involved in business. This will also allow the company to know about the root cause of problems in SCM.
• Sustaining the performance
• General Electric – In the early 1990’s the success of General electric has allowed the company to frame the supply chain process through process innovation. The success of GE has led Samsung to implement the same.
• The combination of six-sigma along with supply chain operations reference model (SCOR) with the help of DuPont will allow the suppliers to make effective communication with the SCM partners.
• Honeywell- This will ensure the application of lean methodologies. 

DMAEV Tool

Parameters	Description	Tools
Define	Selection of critical to quality (CTQ) Problem definition Present level analysis Planning of the project	SCOR Model Process Model Customer flowchart
Measure	CTQ analysis Design of parameters	Process map of Functional deployment Logic diagram Cause & effect
Analyze	Testing of hypothesis for x axis	Benchmarking Using lean analysis tools
Enable	Improvement in the selection plan, best solution designing of the parameters	Analytical hierarchy Process Pugh matrix.
Verify	Application of pilot manager pilot setups.	Error proofing, SCM return on investing for verification purpose

(Mishra & Kumar Sharma 2014)

Support Systems

According to Sharma & Chetiya (2012), the methodology of the following system has already been implemented best to the industry standards. The company’s measure of the Key performance indicator includes financial and operational data. The financial aspect of the takes into consideration the transportation costs, material management and change management structure with respect to the five discussed design parameters. The several types of operational key performance indicators consists of cycle time, utilization rate, forecast accuracy and lead time.  The primary operational KPI includes the designing principles not only in United States about the improvement in the SCM business team members help in further assessment of the of the present situation of the employees. The effective analysis of the methodology allowed for DMAV innovations of the program. Maintenance of same has added to the benefits of the company (Sharma et al. 2012). 

Reference List

Mishra, P. & Kumar Sharma, R. 2014, "A hybrid framework based on SIPOC and Six Sigma DMAIC for improving process dimensions in supply chain network", International Journal of Quality & Reliability Management, vol. 31, no. 5, pp. 522-546.

Mo Yang, H., Seok Choi, B., Jin Park, H., Soo Suh, M. and Chae, B., 2007. Supply chain management six sigma: a management innovation methodology at the Samsung Group. Supply Chain Management: An International Journal, 12(2), pp.88-95.

Sharma, A., Garg, D. and Agarwal, A., 2012. Quality management in supply chains: The literature review. International Journal for Quality Research, 6(3), pp.193-206.

Sharma, S. & Chetiya, A.R. 2012, "An analysis of critical success factors for Six Sigma implementation", Asian Journal on Quality, vol. 13, no. 3, pp. 294-308.