Six Sigma Yellow Belt Training II, management homework help

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wtyr75

Business Finance

Description

The purpose of this assignment is for students to receive Six Sigma Yellow Belt Training Executing DMAIC Six Sigma quality improvement (analyze, improve, and control) projects.

Assignment Steps

Resources: Microsoft® PowerPoint®

Use the same business your team chose and has been observing and collecting data for the Week 3 Learning Team Assignment.

Execute the analyze phase of the Six Sigma DMAIC project including the following:

  • Determine the most likely causes of defects.
  • Understand why defects are generated by identifying the key variables most likely to create process variation.
  • Identify necessary/unnecessary process steps.

Execute the improve phase of the Six Sigma DMAIC project including the following:

  • Identify means to remove the causes of defects.
  • Confirm the key variables and quantify their effects on the critical-to-quality characteristics (CTQs).
  • Identify the maximum acceptance ranges of the key variables and a system for measuring deviations of the variables.
  • Modify the process to stay within an acceptable range.

Execute the control phase of the Six Sigma DMAIC project including the following:

  • Determine how to maintain the improvements.
  • Determine how to monitor and control improvements.
  • Put tools in place to ensure that the key variables remain within the maximum acceptance ranges under the modified process.

Utilize all analytical tools available for Six Sigma as permitted or appropriate including, but not limited to: flowcharts, run charts, Pareto charts, checksheets, cause-and-effect diagrams, opportunity flow diagram, process control charts, failure mode and effect analysis (FMEA), design of experiments (DOE) and lean tools. Students can use templates located in the text or online sources.

Develop a 10- to 15-slide Microsoft® PowerPoint® presentation, including talking points, highlighting your work on the three phases of the Six Sigma process improvement project.

Format your assignment as if you would be giving a presentation to senior management.

Compile the slides from the Week 3 Learning Team Assignment, "Improve and Control Phases," with your Week 5 slides into a final PowerPoint® presentation to be submitted for final credit.


I have attached the week 3 power point as a reference. Thank you for your help

Unformatted Attachment Preview

Jamison Glenn ,Laurene Semprit, Dianne Wade, Charles Burnham, & Janalee Davis • Who are they? • Age and gender? • What do they think and believe? • What interests them? • What is their purchasing behavior? • Which products they buy, where they buy them, when, and how they pay? Women Young athletes Runners • CREATE A LEAN MANUFACTURE • Design for the future • Factory Sourcing Design the Future • Contract Manufacturers • Factory Workers • Products Factory Sourcing • Sourcing Process • 1. Sigma impact • 2. Cost/benefit impact • 3. Customer satisfaction impact • 4. Time impact • 5. Top line impact • 6. Bottom line impact • 7. Improvement in yield/productivity • Nike doing well overall • Problem is in contract manufacturing • Work safety • Too much overtime in developing countries • Lightness • Sustainability • Form fitting • Performance • Metrics to be measured included; • Supply • Operational • Integration • Sustainability • Outsourcing is the main supply chain strategy of Nike • Outsourcing has allowed the company to lower its investment risk • Nike tracks its data using the point of sale strategy. • Some of the large retailers that the company uses include Macy’s, Foot Locker, Kohl’s, and Champs. • Nike Inc. has an efficient operations management that has enables the company to be a global leader in the manufacture of the Air Max line of shoes in the world. • The operation management reflects on product development and talent management in the manufacture of their athletic products. • The inventory management of the company maximizes the effectiveness of catalog while minimizing the costs • This is done applying the perpetual inventory that involves constant monitoring of the inventory systems from the supply chain to retailers and distributors. • The integration analysis of the Nike has involved in the Rewire project that was launched in 2009. • The approach to the supply chain management has resulted in the company making significant changes in all its activities. • The company has integrated marketing index in the manufacturing and sourcing team to evaluate that source base that includes • sustainability dimensions • cost, • quality • On-time delivery performance • At the corporation level, Nike has structured its organizational frameworks to ensures that it incorporates sustainability in the traditional corporate functions. • Based on the unit goals of the enterprise, workers create plans and strategies that detail their various responsibilities using an internal scorecard. • Since each department is accountable for sustainable performance, Nike has incorporated sustainability into business decisions at an earlier stage than after-thefact. • When the company is training contract manufacturers, it adopts a model that influences sustainability including the human resource management, lean manufacturing, and environmental sustainability. • Lightness • Sustainability • Form Fitting • Performance • Bag, S. (2016). Flexible procurement systems are key to supply chain sustainability. Journal of Transport and Supply Chain Management, 10(1). http://dx.doi.org/10.4102/jtscm.v10i1.213 • Desai, T. & Shrivastava, R.L. (2008). Six Sigma – A New Direction to Quality and Productivity Management . Retrieved from http://www.iaeng.org/publication/WCECS2008/WCECS2 008_pp1047-1052.pdf • Distelhorst, G., Hainmueller, J., & Locke, R. (2014). Does Lean Capability Building Improve Labor Standards? Evidence from the Nike Supply Chain. SSRN Electronic Journal. http://dx.doi.org/10.2139/ssrn.2337601 • IDENTIFY AND SELL MORE TO YOUR MOST VALUABLE CUSTOMERS. (2017). Retrieved from http://www.infoentrepreneurs.org/en/guides/identifyand-sell-more-to-your-most-valuable-customers/ • Lutz, A. (2015). Nike is going after 3 kinds of customers. Retrieved from http://www.businessinsider.com/nike-isgoing-after-3-kinds-of-customers-2015-4 • Nisen, M. (2013). Business Insider. Retrieved from http://www.businessinsider.com/hownike-solved-its-sweatshop-problem-2013-5 • Soni, P. (2014). Market Realist. Retrieved from http://marketrealist.com/2014/12/overview -nikes-supply-chain-manufacturingstrategies/ • Timoianu, C. (2012). Increasing the agility of a global supply chain process (1st ed.). Rotterdam: Erasmus Universities Jamison Glenn • Who are they? • Age and gender? • What do they think and believe? • What interests them? • What is their purchasing behavior? • Which products they buy, where they buy them, when, and how they pay? Women Young athletes Runners • CREATE A LEAN MANUFACTURE • Design for the future • Factory Sourcing Design the Future • Contract Manufacturers • Factory Workers • Products Factory Sourcing • Sourcing Process • 1. Sigma impact • 2. Cost/benefit impact • 3. Customer satisfaction impact • 4. Time impact • 5. Top line impact • 6. Bottom line impact • 7. Improvement in yield/productivity • Nike doing well overall • Problem is in contract manufacturing • Work safety • Too much overtime in developing countries • Lightness • Sustainability • Form fitting • Performance • Metrics to be measured included; • Supply • Operational • Integration • Sustainability • Outsourcing is the main supply chain strategy of Nike • Outsourcing has allowed the company to lower its investment risk • Nike tracks its data using the point of sale strategy. • Some of the large retailers that the company uses include Macy’s, Foot Locker, Kohl’s, and Champs. • Nike Inc. has an efficient operations management that has enables the company to be a global leader in the manufacture of the Air Max line of shoes in the world. • The operation management reflects on product development and talent management in the manufacture of their athletic products. • The inventory management of the company maximizes the effectiveness of catalog while minimizing the costs • This is done applying the perpetual inventory that involves constant monitoring of the inventory systems from the supply chain to retailers and distributors. • The integration analysis of the Nike has involved in the Rewire project that was launched in 2009. • The approach to the supply chain management has resulted in the company making significant changes in all its activities. • The company has integrated marketing index in the manufacturing and sourcing team to evaluate that source base that includes • sustainability dimensions • cost, • quality • On-time delivery performance • At the corporation level, Nike has structured its organizational frameworks to ensures that it incorporates sustainability in the traditional corporate functions. • Based on the unit goals of the enterprise, workers create plans and strategies that detail their various responsibilities using an internal scorecard. • Since each department is accountable for sustainable performance, Nike has incorporated sustainability into business decisions at an earlier stage than after-thefact. • When the company is training contract manufacturers, it adopts a model that influences sustainability including the human resource management, lean manufacturing, and environmental sustainability. • Lightness • Sustainability • Form Fitting • Performance • Bag, S. (2016). Flexible procurement systems are key to supply chain sustainability. Journal of Transport and Supply Chain Management, 10(1). http://dx.doi.org/10.4102/jtscm.v10i1.213 • Desai, T. & Shrivastava, R.L. (2008). Six Sigma – A New Direction to Quality and Productivity Management . Retrieved from http://www.iaeng.org/publication/WCECS2008/WCECS2 008_pp1047-1052.pdf • Distelhorst, G., Hainmueller, J., & Locke, R. (2014). Does Lean Capability Building Improve Labor Standards? Evidence from the Nike Supply Chain. SSRN Electronic Journal. http://dx.doi.org/10.2139/ssrn.2337601 • IDENTIFY AND SELL MORE TO YOUR MOST VALUABLE CUSTOMERS. (2017). Retrieved from http://www.infoentrepreneurs.org/en/guides/identifyand-sell-more-to-your-most-valuable-customers/ • Lutz, A. (2015). Nike is going after 3 kinds of customers. Retrieved from http://www.businessinsider.com/nike-isgoing-after-3-kinds-of-customers-2015-4 • Nisen, M. (2013). Business Insider. Retrieved from http://www.businessinsider.com/hownike-solved-its-sweatshop-problem-20135 • Soni, P. (2014). Market Realist. Retrieved from http://marketrealist.com/2014/12/over view-nikes-supply-chain-manufacturingstrategies/ • Timoianu, C. (2012). Increasing the agility of a global supply chain process (1st ed.). Rotterdam: Erasmus Universities
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