3-3 Short Paper: Armand Feigenbaum

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QSO 625 Six Sigma Black Belt Certification

Southern New Hampshire University

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Besides the quality experts listed in the Module Three lecture (below), Armand Feigenbaum made significant contributions to quality management.

Conduct research on Feigenbaum's contributions, and write a short paper on his three step approach to quality.

For additional details, please refer to the Short Paper/Case Study Rubric document (attached). Must have at least 3 citations/references.

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ASSIGNMENT PROMPT: 3-3 Short Paper: Armand Feigenbaum Besides the quality experts listed in the Module Three lecture (below), Armand Feigenbaum made significant contributions to quality management. Conduct research on Feigenbaum's contributions, and write a short paper on his three step approach to quality. For additional details, please refer to the Short Paper/Case Study Rubric document (attached). Module Three Lecture –Six Sigma History & Leadership Textbook: The Certified Six Sigma Black Belt Handbook – 3rd Edition by T.M. Kubiak & Donald W. Benbow • Chapters 1 and 2. Upon completion of the course, students will be able to: • Discuss the contributions of quality experts (before the origin of Six Sigma) such as Deming and Juran • Identify the roles and responsibilities of people on a Six Sigma project • Evaluate the use of Deming’s principles in creating leaders • Research on Armand Feigenbaum’s three step approach to quality Though Six Sigma has been known to have originated at Motorola, a lot of quality experts outside Motorola contributed to this quality management concept. The following are some of those experts: • • • • • W. Edwards Deming: Deming made significant contributions to Toyota’s world-famous production system. Read the 14 quality points given by him. Joseph Juran: Juran developed the quality trilogy– quality planning, quality control, and quality improvement. Philip Crosby: Crosby developed the “zero defects” concept. Read his 14 steps to quality improvement. Kaoru Ishikawa: He proposed the now famous “cause-and-effect diagram” (also called “Ishikawa diagram”) to help identify the potential causes of a problem. Read Ishikawa’s quality philosophy. Genichi Taguchi: He proposed the “Taguchi Loss Function” to calculate the quality loss when there is a deviation from the target value. Website: The Deming system of profound knowledge This website discusses Deming’s 14 points. Website: Juran: Introduction This website discusses Juran’s quality trilogy. Website: Philip Crosby’s Concept of Quality Improvement This website gives Crosby’s 14 steps to quality improvement. Website: Kaoru Ishikawa: One step further This website discusses Ishikawa’s quality philosophy. PDF: Taguchi loss function This pdf illustrates the Taguchi Loss Function. Website: Six Sigma roles and responsibilities This website details the various Six Sigma roles and responsibilities. Requires a username/password to view via the web. I have copied the information from this website and pasted in below. Library Article: Using Deming’s principles to create the next generation of healthcare leaders This article discusses how to use Deming’s principles to create leaders in healthcare. Requires a username/password to view via the web. I will attach a copy of the .pdf document. Website: Six Sigma Organization This website discusses the seven specific responsibilities in a Six Sigma program. Six Sigma Roles & Responsibilities By iSixSigma-Editorial https://www.isixsigma.com/new-to-six-sigma/roles-responsibilities/six-sigma-roles-and-responsibilities/ Six Sigma has a martial arts convention for naming many of its professional roles. The chart below describes how these roles are typically defined. Leaders and Champions usually receive high-level training on the technical aspects of Six Sigma and specific training on how to lead an initiative. At the “Belt” level, each candidate is assigned an initial “training project” that he/she will work on during the formal training period. Candidates attend classroom training for a week, work on their projects for three weeks, return to class for another week, and so on until they have acquired all the skills appropriate to their role. Six Sigma Roles and Responsibilities Sponsor Senior executive who sponsors the overall Six Sigma initiative. Leader Senior-level executive who is responsible for implementing Six Sigma within the business. Champion Middle- or senior-level executive who sponsors a specific Six Sigma project, ensuring that resources are available and cross-functional issues are resolved. Black Belt Full-time professional who acts as a team leader on Six Sigma projects. Typically has four to five weeks of classroom training in methods, statistical tools and sometimes team skills. Master Black Belt Highly experienced and successful Black Belt who has managed several projects and is an expert in Six Sigma methods/tools. Responsible for coaching/mentoring/training Black Belts and for helping the Six Sigma leader and Champions keep the initiative on track. Part-time professional who participates on a Black Belt project team or leads smaller Green Belt projects. Typically has two weeks of classroom training in methods and basic statistical tools. Team Member Professional who has general awareness of Six Sigma (through no formal training) and who brings relevant experience or expertise to a particular project. Process Owner Professional responsible for the business process that is the target of a Six Sigma project. Short Paper/Case Study Analysis Rubric Guidelines for Submission: Short papers should use double spacing, 12-point Times New Roman font, and one-inch margins. Sources should be cited according to a discipline-appropriate citation method. Page-length requirements: 1–2 pages (undergraduate courses) or 2–4 pages (graduate courses). Critical Elements Main Elements Inquiry and Analysis Integration and Application Critical Thinking Research Writing (Mechanics/Citations) Exemplary (100%) Includes all of the main elements and requirements and cites multiple examples to illustrate each element Provides in-depth analysis that demonstrates complete understanding of multiple concepts All of the course concepts are correctly applied Draws insightful conclusions that are thoroughly defended with evidence and examples Incorporates many scholarly resources effectively that reflect depth and breadth of research No errors related to organization, grammar and style, and citations Proficient (90%) Includes most of the main elements and requirements and cites many examples to illustrate each element Provides in-depth analysis that demonstrates complete understanding of some concepts Most of the course concepts are correctly applied Draws informed conclusions that are justified with evidence Needs Improvement (70%) Includes some of the main elements and requirements Not Evident (0%) Does not include any of the main elements and requirements Value 25 Provides in-depth analysis that demonstrates complete understanding of minimal concepts Some of the course concepts are correctly applied Draws logical conclusions, but does not defend with evidence Does not provide in-depth analysis 20 Does not correctly apply any of the course concepts Does not draw logical conclusions 10 Incorporates some scholarly resources effectively that reflect depth and breadth of research Minor errors related to organization, grammar and style, and citations Incorporates very few scholarly resources that reflect depth and breadth of research Does not incorporate scholarly resources that reflect depth and breadth of research 15 Some errors related to organization, grammar and style, and citations Major errors related to organization, grammar and style, and citations Earned Total 10 20 100% Using Deming's Principles to Create the Next Generation of Healthcare Leaders Bird, Kyle;Kundu, Anjali;Perez, Graciela de Lujan The Journal for Quality and Participation; Jul 2010; 33, 2; ProQuest Central pg. 15 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
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Running head: ARMAND FEIGENBAUM THREE STEP APPROACH TO QUALITY 1

Armand Feigenbaum Three Step Approach to Quality
Student’s Name
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ARMAND FEIGENBAUM THREE STEP APPROACH TO QUALITY

2

Quality management is a strategy that involves the perception that the process of
management must pay attention on incorporating the customer-driven quality throughout the
organization (Chand, 2019). Furthermore, the strategy requires constant improvement of service
delivery and product quality while having the awareness that in order to achieve this goal,
worker relations should be equally addressed since clients cannot have the fulfilment of service
delivery from non-motivated staff. Therefore, the philosophy underlying the execution of quality
management is to take organizational clients and customers as the major key to organizational
success. Armand V. Feigenbaum was the first to contribute to the quality management through
pointing out that quality should begin wit...


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