Based on other PPT

User Generated

ggu627

Other

Description

**This is based on Lowes .. .the ppt you created. I have to do the underlined and the bolded information.****

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

Intro and conclusion

  • 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.

****This is based on Lowes .. .the ppt you created. I have to do the underlined and the bolded information.****


Unformatted Attachment Preview

Six Sigma Yellow Belt Training: Lowe’s • Identify Customers and Priorities • Six Sigma Project Outline • Business objectives • Customer needs & feedback • Productivity/Quality metrics • Problem statement • CTQ’s • Measure process & identify key influences of defects • Identify Business: LOWE’S HOME IMPROVEMENT • Founded in 1946 • Started as a small town hardware store in Wilkesboro, North Carolina • Went public in 1961 Customer and Priorities • First “modern-day” store opened in 1994 • Customer Base: DIY Home-Owners Seeking to Improve Value of Their Properties • Stocks over 40,000 items • 1,000’s more available for Special Order • Priorities: • Everyday Low Prices (Lowes, 2017) • Superior Customer Service Business objectives To support customer needs by adapting to their ever changing priorities. To generate long-term profitable growth as well as substantial returns for the company’s shareholders Enhancement of supplier relationship Lowe’s Customers Individual homeowners DIY Projects Professional customers Customer priorities • Good quality home improvement products • Speedy installation services • Their problems as well as issues to be handled properly • To be served by friendly staff & • To be valued by the company Customer Needs & Feedback Friendly Atmosphere Faster Delivery Contact with Customers Customer Feedback Timely delivery Knowledgeable Readily available Problem Statement Wait times Untimely Delivery/Scheduling Warranty Issues Productivity of Operation & Quality of service Lowe’s company’s approach to its operations has always been lean for the company to be able to improve their operations. Metrics: The company utilizes to measure its operations include: wait times/ customer in relation to the time it takes from when a customers gives their orders Critical-to-Quality Outputs (CTQs)  Readily available service associates  Knowledgeable  Quick and easy return options  Adequate  Wide service associates on-hand stock Variety of products and brands  Quick, trackable online orders  Timely delivery and installation Image from Lowes.com Current Process Defects Quality of home improvement products Very low employee satisfaction levels Longer wait times Key Internal Processes influencing CTQs • Key internal process that influence CTQS include: • Product development process • Management responsibilities • Product and service delivery process Wait Times •Wait times usually depend on where customers live. •Based on customer feedbacks, currently the company’s wait time vary between 2 days to about a week. Wait time is the time it takes from when a customer places an order to the time they will receive the product. How to measure wait times Afterwards this time will be subtracted from the time the customer had placed an order for the product either via phone or through an online plat phone so as to determine the wait time Wait times will be measured by determining the time it takes for a customer to be able to receive a product by contacting customers the company had previously delivered their products to and asking them at what time they received their products. Metrics to measure the process   Satisfy all customers by correcting all issues by performance of operations with productivity values Well trained associates/specialists by dev eloping and implementing pilot solution goals to make sure all customers are happy Conclusion •Business Model Evolution •Customer Base Remains •Positives: Customer Feedback •Negatives: Wait Times •Improvements: Follow-Up Measures References Better Business Bureau. (N.d.) Reviews & Complaints: Lowe’s Home Centers, Inc. Retrieved from https://www.bbb.org/charlotte/business-reviews/home-improvements/Lowes-home-centers-in-Mooresvillenc-100429/reviews-and-complaints Creveling, C. M., Hambleton, L., & McCarthy, B. (2006). Six Sigma for marketing processes: An overview for marketing executives, leaders, and managers. Upper Saddle River, NJ: Prentice Hall Improvement. Retrieved March 16, 2018, from https://www.consumeraffairs.com/homeowners/lowes.html?page=20 Jaccard, M. (2013). The objective is quality: Introduction to quality, performance and sustainability management systems. Boca Raton, FL: London. Jacobs, F., & Chase, R. B. (2014). Operations and Supply Chain Management (14ed.). New York: McGrawHill/Irwin. Retrieved from University VitalSource Bookshelf References Keller, P. A. (2011). Six Sigma demystified. New York: McGraw-Hill. Lowe’s. (2017) About Us. Retrieved March 13, 2018 from http://careers.lowes.com/about-us/ Lowe's Companies, Inc.: Life | LinkedIn. (n.d.). Retrieved March 15, 2018, from https://www.bing.com/cr?IG=00B2C2B4D54542F9A073D0D4EEBAD80B&CID=050ED181CCB766D52340DA32CD1867D3&rd=1&h=pwX_ pHeShcZbm_rPvy8nTQV0mdZsOtcsaxnvH6mIprQ&v=1&r=https://www.linkedin.com/company/lowe's-homeimprovement/life/&p=DevEx,5060.1 Lowes Home Improvement in Houston, TX - YP.com. (n.d.). Retrieved March 15, 2018, from https://www.bing.com/cr?IG=95DF8AEEF2F04F8088BB6BEED958247E&CID=069FBA18FEC666861E6CB1ABFF696727&rd=1&h=yqKZLobZ qXT6vyklriCKpU96y6pNGWObJjAG_1KJpoc&v=1&r=https://www.yellowpages.com/houston-tx/mip/lowes-home-improvement461866839&p=DevEx,5401.1 Lowes Home Improvement in Houston, TX - YP.com. (n.d.). Retrieved March 15, 2018, from https://www.bing.com/cr?IG=95DF8AEEF2F04F8088BB6BEED958247E&CID=069FBA18FEC666861E6CB1ABFF696727&rd=1&h=yqKZ LobZqXT6vyklriCKpU96y6pNGWObJjAG_1KJpoc&v=1&r=https://www.yellowpages.com/houston-tx/mip/lowes-home-improvement461866839&p=DevEx,5401.1
Purchase answer to see full attachment
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

Thank you so much

Sigma six yellow belt training:
Name:
Institution affiliation:
Date:

Introduction
• Lowe's Companies is a home improvement company.
• It operates hardware as well as approximately 2370 home improvement stores.
• Products offered by Lowe’s include lumber & building materials, appliances, tools

& hardware as well as plumbing & electrical components.
• Additionally, Lowe’s provides installation services via private contractors.

Likely causes of defects
• Some of the defects being generated include: low quality products, low employee
satisfaction levels as well as longer wait times
• Likely causes of this defects include:

➢Poor workmanship
➢Employees not being fully motivated

➢Poor management

key variables most likely to create process variation
• Variation in the processes may either bring about positive or negative results.
• Key variables that are most likely to bring about process variation include:
➢Amount of money employees receive as salaries (Employee satisfaction levels)

➢Types of policies arrived at by the company’s management

Necessary/unnecessary process steps
• key internal processes include: product development process & product and service delivery process.
• Necessary process steps for product development include
➢ Design of home improvement ...


Anonymous
Excellent! Definitely coming back for more study materials.

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Related Tags