WCM610 Milestone 2 SNHU Ishikawa Diagram

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timer Asked: Feb 1st, 2019
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Question Description

Follow the rubric to the latter. I have attached rubric for this assignment, a copy of the actual case study, a sample fish bone diagram which will help complete your own fishbone diagram aka Ishikawa diagram and a copy of my SIPOC analysis diagram to use to answer the questions in the rubric. You can also google both types of diagrams for a better understanding of them. Upload a final copy of completed paper and a copy of completed fishbone diagram.

WCM 610 Milestone Two Guidelines and Rubric Overview: For this second milestone, due in Module Five, you will provide the Measure and Analyze phases of the DMAIC process and apply them to your selected final project case study. You will first measure performance by creating a process to gather data on the current situation and then begin to create a picture of what the future state will look like, focusing on the proposed solution. Prompt: First, review your Milestone One submission wherein you summarized the desired resolution to the conflict in the case study based on your knowledge of the organization’s business goals, customer needs, and the process that needs to improve. Next, refer to the table chart in the MEASURE Supplementary Document as well as to your posts and response posts in the Module Three discussion and the Module Four small group discussion. Address the following critical elements as they relate to your chosen case study: II. Measuring Performance: What process will you use to gather data on the current situation?  How will you effectively collect data on the identified variables (from the SIPOC analysis) and how will you evaluate the data?  Include a draft of an Ishikawa diagram (fishbone diagram) of the variables that contribute to the conflict by highlighting the critical variables that require further analysis.  What role will these critical variables play in developing corrective changes to address the conflict in the problem statement? III. Analysis: Focusing on the proposed solution, describe what the future state will look like.  Based on the variables you identified and the information provided in the case study, what are the root causes of the conflict?  If this were a live situation, what are some questions you would ask of the stakeholders (voice of customer) to pressure test your initial assessment of the probable root causes?  Using the “Five Whys” process, include some additional questions you anticipate needing to ask as stakeholders answer your initial question. Instructor feedback on this milestone should be used to inform your final project submission, the executive summary presentation with speaker notes. Guidelines for Submission: Milestone Two should be 2 to 3 pages in length (excluding title and reference pages) with double spacing, 12-point Times New Roman font, one-inch margins, and citations in APA style. Cite your sources within the text of your paper and on the reference page. Rubric Note that the grading rubric for this milestone submission is not identical to that of the final project. The Final Project Rubric will include an additional “Exemplary” category that provides guidance as to how you can go above and beyond “Proficient” in your final submission. Critical Elements Measuring Performance: Identified Variables Proficient (100%) Proposes a process to effectively collect data on the identified variables and appropriately evaluate it Measuring Performance: Ishikawa Diagram Constructs an Ishikawa (fishbone) diagram of the variables that contribute to the conflict, selecting critical variables that require further analysis Measuring Performance: Critical Variables Describes the role of critical variables in developing corrective changes to address the conflict in the problem statement Analysis: Root Causes of Conflict Determines the root causes of the conflict by assessing the variables identified and the information provided in the case study Analysis: Questions of the Stakeholders Constructs questions to ask the stakeholders to pressure test the initial assessment of probable root causes Analysis: Additional Questions Articulation of Response Uses the “Five Whys” process to construct additional questions that may need to be asked as stakeholders answer initial questions Submission has no major errors related to citations, grammar, spelling, syntax, or organization Needs Improvement (75%) Proposes a process to collect and evaluate data on identified variables but proposition is cursory or illogical, collection method is not effective, or evaluation process is not appropriate Constructs an Ishikawa (fishbone) diagram of variables that contribute to the conflict, selecting the variables that require further analysis, but variables selected are not logical or are not critical for further analysis Describes the role of different variables in developing corrective changes to address the conflict in the problem statement but description is cursory or contains inaccuracies, or variables discussed are not critical to resolving the conflict Determines the root causes of the conflict by assessing the variables identified and the information provided in the case study but determination is cursory or illogical Constructs questions for stakeholders to pressure test the initial assessment of probable root causes but questions are cursory or illogical Constructs additional questions that may need to be asked as stakeholders answer initial questions but questions are illogical or do not use the “Five Whys” process Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas Not Evident (0%) Does not propose a process to collect and evaluate data on identified variables Value 15 Does not construct an Ishikawa (fishbone) diagram of the variables that contribute to the conflict 15 Does not describe the role of different variables in developing corrective changes to address the conflict in the problem statement 15 Does not determine the root causes of the conflict by assessing the variables identified and the information provided in the case study Does not construct questions for stakeholders to pressure test the initial assessment of probable root causes 15 Does not construct additional questions that may need to be asked as stakeholders answer initial questions 15 Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas Total 10 15 100%
WCM 610 Final Project Case Study One Phone Systems Inc., an international company that manufactures telephone accessories, has four locations in the United States: Syracuse, New York; Minneapolis, Minnesota; San Antonio, Texas; and Tampa, Florida. It also has facilities in Great Britain, Germany, and Mexico. Phone Systems Inc. values diversity in its workforce, innovation in its processes, and profitability in its products. The president of the board has been overheard saying, “You can’t please all of the people all of the time. Sometimes profits come before personnel.” Phone Systems Inc. is contemplating opening a new facility in India and has initiated the formation of a virtual team to evaluate this decision. An outcome of this project, as directed by the company’s board of directors, is one of the facilities in the United States would be closed to fund the creation of the new facility in India. Below is a summary of the four sites. Location Syracuse, NY Minneapolis, MN San Antonio, TX Tampa, FL Year Established 1955 1968 1995 2001 Number of Employees 450 250 650 500 Syracuse, NY: This site is also the company’s global headquarters—the site where the company started. It recently celebrated 60 years of service in the United States, and received a presidential citation from President Obama for its dedication to keeping jobs in the United States. This site has an average years of service of 25 years, and the average employee age is 50.5 years old. While this site has the longest history and tradition, it also scores lowest in internal employee satisfaction surveys. Minneapolis, MN: This site has undergone three downsizings in the past decade, reducing from 775 employees in 2005 to 600 employees in 2008 and 500 employees in 2010. It most recently underwent a considerable restructuring in 2013 to its current head count of 250 employees. The jobs were transferred to the San Antonio, Texas, site and Tampa, Florida, site due to lower labor costs and higher levels of efficiency at both of these sites. The site pursued a grant through the State of Minnesota for skills retraining, and was awarded a state grant of $300,000 to fund retraining its incumbent workforce from 2015 through 2020. The company would be required to repay the State if any employees were laid off from this site prior to 2020. San Antonio, TX: This site is the “cash cow” of the company, as it has the highest level of efficiency, is the company’s lowest-cost facility, and has the best overall record of performance. Its cost of operations is the lowest of all sites in the United States. However, the site is currently the target of a union-organizing drive by the Communication Workers of America. Employees pushed for an increase in wages, which was denied by management as the result of an analysis of wages in the area for employees in similar industries. This prompted some employees to pursue joining a union. Any attempt to curtail operations at the site, such as a union-busting move by the company, could create a potential legal challenge with the international union. Tampa, FL: This is the company’s newest site, and is second to the San Antonio site in cost and efficiency. It has a very low level of attrition, and has the highest scores in the employee satisfaction survey. The site has received awards for its solid performance in minority hiring, and has also been positively recognized as a leader in the local area for its excellent diversity hiring practices. A cross-function team comprised of three senior managers—plant manager, plant controller, and plant human resources manager—from each of the four sites in the United States has formed to develop the strategy for the creation of the new facility in India. One outcome that is non-negotiable by the company’s board of directors is one of the four sites in the United States would have to close to fund the asset-reconfiguration project. The group has met twice but cannot reach consensus on their objective. However, they have discussed a shift in the project objective, and requested that the board of directors instead close the facility in Mexico. The site leaders agree a site needs to be closed, but all are adamant that their respective sites should not be closed due to economic, political, technical, and loyalty issues. Conflict among the team members involves the following issues:    Representatives from the Syracuse, New York, site are adamant that the site cannot close, as it is the world headquarters site and each member of the board of directors lives in the Syracuse area. Several members of the committee appear to be ethnocentric, vocally disagreeing with the company’s decision to open a site in India predicated on closing a site in the United States. A fair degree of finger-pointing has occurred on the committee, with members focused on finding weaknesses at each site other than their own, rather than focusing on the objectives the committee was challenged to resolve. The facility in Mexico was established in 2008 and has a very low labor cost; its employees are very energetic and excited to be part of Phone Systems Inc. Its leadership team is comprised of 90% Mexican nationals, and its plant manager describes the environment at the site as “Change Disneyland.” Employees welcome change, and are highly passionate about their company. The board of directors was not pleased by the proposal from the project team to close the site in Mexico, and has brought you in to take over leadership of the team. The board has requested you develop a strategy to bring this project to a successful conclusion, with the following objectives:    Lead the team to the desired conclusion with the majority of the team reaching consensus on which of the four existing sites in the United States would close. Summarize the key challenges in moving forward with the recommendation. Present the process by which you will lead the team to a successful outcome.
SIPOC Diagram ---- Phone Systems, Inc. •Project Team •Board Members Analyze and ranking sites based on productivity and revenue •Sales performance and revenue of each site •Cost of operation of each site •Number of employees Deciding to close the lowest ranking site to fund the new site in India. •Opening of a new site in India •Global expansion of the company to the East •Unemployment Develop a plan to deal with the unemployment and relocation of current employees upon closure •Site employees •Phone accessory consumers Close the chosen site •N/A Enact plans to begin the company’s expansion in India Source: www.iSixSigma.com

Tutor Answer

TutorAR
School: University of Maryland

Hi, Find attached the paper for your review.Let me know if you need anything edited or changed.Looking forward to working with you again in future.Thank you.
Attached.

Outline
The paper has been completed as per the requirements.


Running head: STRATEGY DEVELOPMENT

Strategy Development
Student’s Name
Professor’s Name
Course Title
Institution
Date

STRATEGY DEVELOPMENT

2
Strategy Development
Measuring Performance

Data Collection
First, I would define the problem that needs to be fixed; identifying which site of Phone
System Incorporated should be closed. Then I will measure how each plant is currently
performing focusing on the requirements of customers. Analyzing the information will be the
next step; by using a descriptive data analysis method – presenting the statistics in grouping
categories, stating the benefits, limitations, and barriers of closing each of the plants to identify
the one that when closed, the impact will be lower (Yeh, Cheng & Chi, 2007).
I would also display the data collected graphically using graphs and charts to provide
indications of the process problem visually. The transformation of the received information such
as the number of customers in each plant will en...

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Review

Anonymous
Excellent job

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