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3M Quality Revolution Case Study

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Running head: QUALITY REVOLUTION REDUCES DEFECTS, DRIVES SALES GROWTH AT 3M

Quality Revolution Reduces Defects, Drives Sales Growth at 3m

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QUALITY REVOLUTION REDUCES DEFECTS, DRIVES SALES GROWTH AT 3M 2

Ideally, the article is a basic address to the problems incurred in abrasives belts that are

topping the list of industrial abrasives clients and concerns at 3M. The article deploys the

strategy of compiling both Lean Six Sigma with the Top200 customers concerns which seem to

be the right channel causing 3M to improve its belt fabrication processes (Jacobsen, 2010).

Furthermore, the prime goal of this research study is to analyze how the belt project is based to

improve the quality of the defects in parts per million which have been greatly decreased by the

factor of 28 times but there is a subsequent sales growth by about 54 percent. Additionally, the

team tasked with the improvement strategies of this project were entered into the ASQ

International Team Excellence Award process where they managed to be shortlisted as the

finalists in 2009-2010 (Souza et al., 2013). Hence, the leaders at the 3M’s abrasives business

have been analyzing for the past seven years and noted that most customer complaints were

increased with belt failures leading among the causes.

Accordingly, statistics revealed that the firm’s sales representatives were spending more

than 40 percent of their time in trying to handle the customer complaints rather than majoring in

the pursuit of the progress of the sale (Corbett, 2011). Besides, within that period of study which

took about seven years, it was revealed that most clients suffered and that the company had lost

most of its sales and this led to confined business development to attain their financial objectives.

It even led most of the topmost administrative stakeholders declaring that it would be better if the

quality revolution was implemented. However, in order to fully understand the company well,

there was a need to have a brief preview of the firm and its history (Jacobsen, 2010). 3M is stated

to have been founded over a century ago now were at that time it was only based on a single

technology which was the abrasives or popularly known as the sandpaper.

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Running head: QUALITY REVOLUTION REDUCES DEFECTS, DRIVES SALES GROWTH AT 3M Quality Revolution Reduces Defects, Drives Sales Growth at 3m Name: Institution: Course: Date: QUALITY REVOLUTION REDUCES DEFECTS, DRIVES SALES GROWTH AT 3M 2 Ideally, the article is a basic address to the problems incurred in abrasives belts that are topping the list of industrial abrasives clients and concerns at 3M. The article deploys the strategy of compiling both Lean Six Sigma with the Top200 customers concerns which seem to be the right channel causing 3M to improve its belt fabrication processes (Jacobsen, 2010). Furthermore, the prime goal of this research study is to analyze how the belt project is based to improve the quality of the defects in parts per million which have been greatly decreased by the factor of 28 times but there is a subsequent sales growth by about 54 percent. Additionally, the team tasked with the improvement strategies of this project were entered into the ASQ International Team Excellence Award process where they managed to be shortlisted as the finalists in 2009-2010 (Souza et al., 2013). Hence, the leaders at the 3M’s abrasives business have been analyzing for the past seven years and noted that most customer complaints were increased with belt failures leading among the causes. Accordingly, statistics revealed that the firm’s sales representatives were spending more than 40 percent of their time in trying to handle the customer complaints rather than major ...
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Tags: Quality Revolution 3m Business Excellence Six Sigma management