Discussion Board Forum Replies

Each reply must be a minimum of 200 words and include at least 2 scholarly resources. Acceptable sources include the textbook, the Bible, outside scholarly articles, etc.

Substantive replies, in contrast to perfunctory replies, add value to the forum, enhance learning, and contain references to any new concepts or ideas presented.

The following suggestions will aid you in successfully composing substantive responses:
• Compare/contrast the findings of others with your research.
• Compare how the findings of others relate/add to the concepts learned in the required readings.
• Share additional knowledge regarding the key topic that relates to the thread.

Required Reference: Meredith, J. R., & Shafer, S. M. (2016). Operations and supply chain management for MBAs (6th ed.). Hoboken, NJ: John Wiley & Sons, Inc. ISBN: 9781119239536.

Thread 1 (Six Sigma in Practice):
Key Concept Explanation

Six Sigma in Practice refers to the roles that Six Sigma practitioners play in process improvement, the certification process associated with those roles, and the tools and methods used to implement Six Sigma approaches. “Six Sigma is useful for eliminating unnecessary or inefficient steps from a process through the application of techniques such as check sheets, Pareto analysis, cause and effect diagrams, root cause analysis, and value added analysis” (Conger, 2015, p. 129). To understand the implementation process of Six Sigma it is essential to understand the resources, including the people and tools, needed to do so.

This topic is of particular interest for a few reasons. First, while I had a general understanding of the objective of Six Sigma, I was unaware of the tools and qualifications need for effective implementation prior to this week’s readings. Secondly, there are a number of employees within my organization that have some form of Six Sigma certifications. Understanding Six Sigma in practice will help me engage in more useful dialogue with those employees to further my understanding of the concept. Lastly, my organization may be able to benefit from Six Sigma programs and understanding the implementation tools will help me contribute to possible process solutions.

Comparison

One method to implementing Six Sigma in practice is through process mapping (Meredith & Shafer, 2016). Conger (2015) also discusses process maps as an analytical tool to understand all aspects of the process being analyzed. “Process maps depict the roles, activities, and interactions of all participants in a process” (Conger, 2015, p. 132). Conger (2015) elaborates more in depth than the textbook on process mapping by suggesting a Suppliers, Inputs, Process, Outputs, Customer (SIPOC) analysis to develop a summary of all information related to the process.

Another common theme across Six Sigma in practice is the idea of a lean approach. Meredith and Shafer (2016) define Lean Sigma as the combination of Six Sigma and lean tools applied to processes with too much variation and waste. Orme, Clegg, Rees, and Titchen (2013) elaborate more in depth on lean six sigma and its evolution from the Toyota Production System that targets improving efficiency through reduction of waste, unreasonable work, and unevenness. The article further describes cost of quality (COQ) as a lean six sigma approach that focuses on improving spending through cost-benefit analysis (Orme et al., 2013). Drohomeretski, Gouvea da Costa, Pinheiro de Lima, and Garbuio (2014) discuss a study that surveyed 2215 companies that combined lean and Six Sigma projects and concluded that lean practices have greater influence on some Six Sigma benefits over others depending on how they are implemented. This would support the claim that lean and Six Sigma approaches should be seen as complimentary strategies and implemented as such.

There has been constant debate regarding the effectiveness of Six Sigma in practice for early versus late adopters. Meredith and Shafer (2016) discuss the ScottishPower example and the companies use of simple Six Sigma tools early in the project. Jacobs, Swink, and Linderman (2015) however, provide a conflicting study that concludes that late adopters of Six Sigma typically experience greater performance improvements over early adopters. The study continues to describe that the firms that experience this greater benefit through late adoption typically perform in low-velocity industries, sell primarily business-to-business, had positive financial health prior to implementation, and are usually large organizations.

Article Summary

Antony, Gijo, Kumar, and Ghadge (2016) discuss the challenges, benefits, and tools commonly used to implement Six Sigma in practice. The study analyzes three Indian manufacturing companies and gathers data through interviews with employees of these organizations who have some level of Six Sigma certification. One conclusion of the study states that employees perceive a lack of accuracy in the data generated by the Six Sigma process. Another conclusion was that employees had trouble understand the benefits of Six Sigma early in the adoption process. As mentioned previously, early adoption of Six Sigma programs is a contested topic and could perhaps benefit from expanded research.

One positive benefit that resulted in the analysis of Six Sigma programs in these Indian manufacturing companies was improved on-time delivery. Six Sigma is intended to improve process efficiency and a byproduct of that is often greater timeliness throughout the organization including project completion and delivery. This supports another result of the study stating that employees noticed greater on-time availability of raw materials. The greater on-time delivery and availability of raw materials contributed to the final benefit observed which was a reduction in rework. When all the inputs of the process are available, there is less of a need to innovate and complete production with the materials on hand and risk the end product failing and the need for corrective rework.

Biblical Integration

Proverbs 21:5 (ESV) teaches us the theme of diligence by stating, “The plans of the diligent lead surely to abundance, but everyone who is hasty comes only to poverty.” Proverbs 13:4 (ESV) continues the theme, “The soul of the sluggish craves and gets nothing, while the soul of the diligent is richly supplied.” Implementing diligence through Six Sigma practices in our personal and business lives will not only improve our financial wealth but it will improve our spiritual wealth as well. The Bible also teaches us that we should strive for wisdom in all we do. Ephesians 5:15-16 (ESV) states, “Look carefully then how you walk, not as unwise but wise, making the best use of the time, because the days are evil.” This passage is directly applicable to Six Sigma in practice in that the objective of Six Sigma programs is to improve efficiency. This improved efficiency often results from the reduction of waste and the improvement of processes. We should keep in mind that there is always room for improved efficiency in business processes and the Bible reiterates that is wise to make the best use of time and reduce the waste within our business and personal lives.

Application

Six Sigma in practice has been applied to real-world businesses in a number of instances. Particularly within my organization, the significant amount of costs associated with doing business results in many cost savings initiatives. These large costs are often analyzed using Six Sigma practices such as cause-and-effect and stakeholder analysis projects. For example, the organization often undergoes a cause-and-effect analysis to understand the impact of various cost savings initiatives such as reductions in headcounts. These cost savings initiatives are also analyzed using a stakeholder analysis to understand the impact to key stakeholders such as employees, shareholders, suppliers, and customers. These projects are conducted thoroughly and early in the decision making process to ensure all options are evaluated extensively and all alternation options are considered.

Annotated Bibliography

Antony, J., Gijo, E. V., Kumar, V., & Ghadge, A. (2016). A multiple case study analysis of Six Sigma practices in Indian manufacturing companies. International Journal of Quality & Reliability Management, 33(8), 1138–1149. doi:10.1108/ijqrm-10-2014-0157

This source studies the implementation of Six Sigma in practice within Indian Manufacturing firms. The study attempts to understand the barriers to implementation, the benefits achieved, and the techniques used for effective implementation. The results of the study provide some negative and positive observations among the employees of these organizations including a lack of understanding of the benefits, high attrition among Black Belts, improvement of process yield, reduction of rework, and the greater availability of material needed in production.

This source provided reliable evidence and context through first-hand accounts from the organization’s employees. The authors also make use of various methods to convey the benefits and disadvantages of Six Sigma in practice such as cause and effect diagrams and process maps.

http://www.emeraldinsight.com.ezproxy.liberty.edu/doi/pdfplus/10.1108/IJQRM-10- 2014-0157

Conger, S. (2015). Six sigma and business process management. In Handbook on Business Process Management 1 (pp. 127-146). Springer Berlin Heidelberg.

This article went into great detail on the various methods used in implementing Six Sigma in practice. The source focuses the discussion on Six Sigma in improving business processes and it provides process maps, check sheets, Pareto analysis, cause- and-effect diagrams, root cause analysis, value added analysis, quality function deployment, and process redesign to depict how all the various methods are used in implementing Six Sigma projects.

The authors provide specific detail within all the methods provided and contributed to a well-rounded understanding of each approach. This source was excellent in information needed to further my understanding of Six Sigma in practice beyond what was mentioned in the textbook.

https://www.researchgate.net/profile/Sue_Conger/publication/227183612_Six_Sigma_an d_Business_Process_Management/links/0f317534df9107fb93000000.pdf

Drohomeretski, E., Gouvea da Costa, S. E., Pinheiro de Lima, E., & Garbuio, P. R. (2014). Lean, Six Sigma and Lean Six Sigma: an analysis based on operations strategy. International Journal Of Production Research, 52(3), 804-824. doi:10.1080/00207543.2013.842015

This source introduces the theory of lean manufacturing to Six Sigma to form Lean Six Sigma. The article examines the differences between lean manufacturing, Six Sigma, and Lean Six Sigma and the benefits associated with each method. The study concludes that there are differences in the impacts each of these methods have on efficiency and reduction in waste and each method complements each other to varying degrees. Another conclusion is that each method has a different impact on each step of a production process including facilities, vertical integration, and production planning and control.

This source was helpful in introducing the differences between Six Sigma and Lean Six Sigma in practice and contributed to the understanding that the methods associated with each practice had varying degrees of benefit.

http://ezproxy.liberty.edu/login?url=http://search.ebscohost.com/login.aspx?direct=true& db=bth&AN=94003964&site=ehost-live&scope=site

Jacobs, B. W., Swink, M., & Linderman, K. (2015). Performance effects of early and late Six Sigma adoptions. Journal of Operations Management, 36, 244-257.

This source studies the impact of Six Sigma in practice for early adopters versus late adopters. The study finds that late adopters, on average, experience greater performance gains than early adopters however, this benefit tends to vary depending on the external environment. For example, late adopters have seen greater benefits when the firm operates in a low-velocity industry, sells primarily from business-to-business, is in good financial standing prior to adoption, and is a large company.

This source provided reliable details to support the results of the study. The results were especially interesting since in business processes, typically early adoption results in greater realization of the associated benefits.

https://pdfs.semanticscholar.org/ad7e/15efbb4e9ba9ee29caefe6ddd7c60c2eb292.pdf

Meredith, J. R., & Shafer, S. M. (2016). Operations and supply chain management for MBAs (6th ed.). Hoboken, NJ: John Wiley & Sons, Inc. ISBN: 9781119239536.

This textbook provides detailed context on operation and supply chain management topics and theories that are relevant in today’s business environment. Specifically, this source provides detail on Six Sigma in practice and the associated implementation methods. This source discusses the various Six Sigma certifications and the customization projects available to realize the improved efficiency of business processes through the use of Six Sigma projects.

This source provides reliable details on the role Six Sigma has on improving efficiency in business processes. The textbook provided a useful example of ScottishPower’s use of Six Sigma and effective training of employees in various Six Sigma certifications.

Orme, R., Clegg, B., Rees, C., & Titchen, M. (2013). A systems approach to customizing lean six sigma implementations. In Proceedings of the 24th Annual Conference of the Production & Operations, Management Society.

This source explores the use of lean Six Sigma approaches and the implementation methods organizations have used. Specifically, the authors discuss the improved maturity of Six Sigma programs and the use of cost of quality (COQ). COQ refers to the Six Sigma method of improving spending by analyzing the value gained from a particular financial commitment. The objective is to maximize value to an acceptable level while achieving that value through the lowest possible cost.

This source provides extensive flow chart depictions to illustrate the development of a project portfolio. The flow charts provide valuable visual information to show how Six Sigma processes are often implemented within an organization.

https://www.pomsmeetings.org/ConfPapers/043/043-1465.pdf

References

Antony, J., Gijo, E. V., Kumar, V., & Ghadge, A. (2016). A multiple case study analysis of Six Sigma practices in Indian manufacturing companies. International Journal of Quality & Reliability Management, 33(8), 1138–1149. doi:10.1108/ijqrm-10-2014-0157

Conger, S. (2015). Six sigma and business process management. In Handbook on Business Process Management 1 (pp. 127-146). Springer Berlin Heidelberg.

Drohomeretski, E., Gouvea da Costa, S. E., Pinheiro de Lima, E., & Garbuio, P. R. (2014). Lean, Six Sigma and Lean Six Sigma: an analysis based on operations strategy. International Journal Of Production Research, 52(3), 804-824. doi:10.1080/00207543.2013.842015

Jacobs, B. W., Swink, M., & Linderman, K. (2015). Performance effects of early and late Six Sigma adoptions. Journal of Operations Management, 36, 244-257.

Meredith, J. R., & Shafer, S. M. (2016). Operations and supply chain management for MBAs (6th ed.). Hoboken, NJ: John Wiley & Sons, Inc. ISBN: 9781119239536.

Orme, R., Clegg, B., Rees, C., & Titchen, M. (2013). A systems approach to customizing lean six sigma implementations. In Proceedings of the 24th Annual Conference of the Production & Operations, Management Society.

Thread 2 (Benchmarking)
Key Concept Explanation

Benchmarking can be either formal or informal. A formal approach of benchmarking uses comparisons and models, and as such, can be in the form of performance or best practice benchmarking. Informal approaches are birthed out of organizational experiences. Informal benchmarking does not follow a process or procedure (Adewunmi, Koleoso, and Omirin, 2016).

The topic of benchmarking is of interest, in that it can identify how things are expected be done in an industry, and how the competitors are approaching the issue. It shows the business how they measure up against the competition, and fuels change within a corporation. It is a helpful guide for an organization that desires to become and remain competitive in their industry.

Comparison

Benchmarking provides an effective way to clarify the strategy of a business. As company’s strategies are continually analyzed, the benchmark will continually change to reflect the updated analysis. Benchmarking can also provide cause and effect information, or an if-then approach.

The study of tourism in France that was conducted by Corne is a prime example, as they used benchmarking to identify a correlation between spending in France and the type of accommodation the tourist stayed in. The challenge France faced was, they had a great number of tourists, but tourists weren’t spending as much in France as they were in competing countries. Benchmarking allowed the if-then approach to be analyzed. The study would show the financial correlation between a tourist staying in a budget hotel vs a more expensive hotel. Other factors could also be used in the analysis, such as income variants and weeks of vacation.

Brockhaus, Fawcett, Kersten, and Knemeyer showed that the benchmarking could also be used for improving efficiency. In environments where the focus is on lean operations, utilizing the Six Sigma approach, or incorporating Kaizon, benchmarking can be a useful. Areas for improvement can be identified and the impact implementing the changes can provide a boon to the organization and its employees.

Article Summary

The authors interviewed 34 Nigerian managers of companies in 3 Nigerian cities. The aim was to study problems with benchmarking in Nigerian facilities management (FM). Benchmarking involves a continuous analysis and comparison of strategies, processes, performances, products and services, and other things (Adewunmi, Koleoso, and Omirin, 2016). FM is a relatively new field to Nigeria, and was introduced there in 2002. The introduction of FM in Nigeria necessary due to globalization.

Three basic types of benchmarking are categorized as: internal benchmarking, competitive benchmarking, and generic functional benchmarking. The authors suggest three additional categories are beneficial to FM: strategic benchmarking, process benchmarking, and generic benchmarking.

Problems with benchmarking include those due to organizational barriers. This is prominent in Nigeria, primarily due to the culture. These issues are not isolated to Nigeria, but are characteristic of cultures that are resistant to change. The issues were not isolated to a specific industry type, as a variety of industries were represented by the interviewees.

The study revealed that managers who used benchmarking found difficulty with accessing the data. The study also revealed that the employees lacked confidence with the direction shift of the company, which resulted in the employees and managers reluctance to implement any recommended changes.

Biblical Integration

The bible contains strategic direction in many facets. In Numbers 33, we find God telling Moses to speak to the Israelites. In verses 51-53, we see that they were to enter Canaan and destroy all the inhabitants of the land, their stone figures, graven images, and demolish their high places. God, who is all knowing, knew what the completion was doing and paved the way for the Israelites to enter and take Canaan.

Pharaoh, in Exodus 1:22, ordered every Hebrew male to be thrown into the Nile river. Moses’ mother hid him for 3 months (Exodus 2:2). When he was too big to hide any longer, she put him in a basket in the Nile River (Exodus 2:3). Knowing that competition or enemy’s order put Moses in danger, his mother adjusted her strategy, which resulted in saving Moses’ life.

Jesus also knew what his enemy was doing, and sometimes He would enter the enemy territory and have discussions with them, as in Matthew 16:1-4. Other times he would avoid crowds altogether by going different routes. We also see this routing strategy with Mary and Joseph, where Joseph was told to escape to Egypt to avoid Herod (Matthew 2:13). These examples show us the importance of having a strategy and knowing what the competition is doing.

Application

Benchmarking is important because it aids in identifying trends in the industry, identifying what your company needs to do, and analyzing what may happen if certain steps are taken. In todays global market, it is important to quickly identify what new trends may be taking place, and to know what the completion is doing, so that your company remains competitive.

If we look at Sears and how they have approached their financial situation, we find that they are continuously shrinking. As of this article, they have recently announced the closing of over 80 additional retail locations. What was once a flourishing corporation now finds themselves in a downward spiral.

Benchmarking would allow Sears to compare their competitor’s strategies with their own. Benchmarking provides continuous analysis, and if Sears had kept an eye on this, they would have had a better opportunity to identify trends, and make changes before they hit such financial difficulty. Continuing to close stores will save money in the interim, but a strategy must be put in place for sustainability and growth for them to survive.

Annotated Bibliography

Adewunmi, Y. A., Koleoso, H., & Omirin, M. (2016). A qualitative investigation of benchmarking barriers in Nigeria. Benchmarking, 23(7), 1677-1696. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1862777452?accountid=12085. http://liberty.summon.serialssolutions.com/#!/search?bookMark=ePnHCXMwbV3NCsIwDB6yg38PUfBcbNel3U1UFPXgSc-l2zrdQSfu_cFk3RDBe1NKQvN9aZpkGsUYt_qozwiKbLk5nuhvDSJNyqnl04hKFCHjFFnEXe2P4mCMHA8OVCPnnUSrNQt1hV0DbFZ_2040T9ZULEcr3h-ue1FmuXvTgLcWl7FzfSPjzfEgGMXNout-d9keeD9bgBdSJxnXlQFfeeVkrkC7UmivEZzLQiVK5RUSAwcIxR7xMJWFdg5vhoMSZGGQNAHlqRdh38GD2974rZUYJRikVUAzkERYNWCefYUmErYj3yKzqB0rtCXtWNIODWkOIn2B8D-JH32qD9ykZlw

The paper examines barriers to benchmarking that exist with Nigerian Facilities Management (FM) executants. The study undertaken involved interviewing 34 GM from three cities in Nigeria. The study identified managers faced challenges with data, and other cultural challenges. The chief challenge was centered around the employee’s unwillingness to change and comply to the company standards. Additional resistance was met by managers who failed to attribute value to the study. Formal and informal benchmarking is defined. Standard benchmarking types are provided, as well as additional benchmarking types that are particularly beneficial to FM organizations. The study identified recommendations for areas of improvement to alleviate the concerns of employees and management.

Brockhaus, S., Fawcett, S., Kersten, W., & Knemeyer, M. (2016). A framework for benchmarking product sustainability efforts. Benchmarking: An International Journal, 23(1), 127-164. doi:10.1108/BIJ-09-2014-0093. http://liberty.summon.serialssolutions.com/#!/search?bookMark=ePnHCXMwNV3NDsIgDCZmB3U-BIlnIvuBsXhSo1HPeiaD0XgxWbKTb28L494QaJP2-_rHlhXIWwNbKoLSHM6PJxXYMdK0ggj0ikYUlRHELIo4-9MI1XXVOjtQjZh3w44nDrk_iSOA4w7N9vkOMYXMp7QPlc95zIg6SX88AFCifYeXQAZXsvft-rrcxfKvgPC070z04BxUyqumBkTLta770II3DsmJGf0gzTjqYLTyfedGTxvTFRhAphBULdXQlGyfzs3e2y6Gny2-DB28xjCKUjJJ5Xhnp7RAwkbgLY1FzVjZW9KMjamFPw2rWDM

This article is written by three individuals: two who are from the US and one who is from Germany. The paper explores supply chain dynamics within the landscape of sustainable product programs. A study involving 28 European and US countries is undertaken to develop a framework to assess the product sustainability and provides a trade off analysis. Suggestions on Improving the supply chain are also noted, with attention to evaluating redundancy and cost management. The effectiveness of a sustainability program is discussed, and Walmart is offered as an example for their supply chain management. A framework for aligning product sustainability programs is offered.

Corne, A. (2015). Benchmarking and tourism efficiency in France. Tourism Management, 51, 91-95. doi: 10.1016/j.tourman.2015.05.006. http://liberty.summon.serialssolutions.com/#!/search?bookMark=ePnHCXMwhV3NDsIgDF6MB39egheYwhh0O5loND6AngkUFl2yxcPeP5YxvJpwpUmh6cfX0K-7Yk28NRS_Zpljf5joWAYb1UaFmnUyuV4RD2qgpRTQUnSmMogSAJucRQFAbovyTHf1GuxcN2bErdmUxPVYmBUWYnsie49snkJBaLEeibjti-ft-rjcy2WcQIlCE-WyyNFhrUPnRPBO-6YDCI4w2XPUXuuKAr7CVtY1Kqdah76C-MSwKGUNUVhQJbsZwMwnKUKY_FWqN4urJrpqOC0eBUZPaV9GO7OgW0ItQ8nrj4UvOjhhuQ

The article points to France as being the country with the highest number of international visitors, but tourists are not spending as much as they are in other countries. The article seeks to evaluate the tourism industry in the urban areas of France, to identify why this may be the case. The hospitality sector is used as a source of the benchmark, with emphasis on hotels, as tourists generally stay in hotels. Hotels are categorized as mid-price, economy, and budget. Information gathered is used to identify indicators that may suggest why tourists are not spending as much money in France.

Deng, H. (2015). Multicriteria analysis for benchmarking sustainability development. Benchmarking, 22(5), 791-807. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1689794243?accountid=12085. http://liberty.summon.serialssolutions.com/#!/search?bookMark=ePnHCXMwbV3NDsIgDF6MB_8egsQzERgbcJ3RqGc9kw4wXkxMdvLtbRmLMfFOCSnQ9it87aqaI25NVXkRFHbXnS-UDFO5j4AwakYUxcZyQhbzzP2peWOMXEwGtMWYd1l1mYGKV4dqFgODUqODYSzHetzBxxNyNpkNE9OIPpO-Wfx-ttngWhDIravb8XDdn3hpL8CDwrPBtey1sGBC1E4mrQCxR0Q8Aei0Me6UdTIWXBNcEtFBD-musjfWJgoImp6qt-O8kxH3Zf8HL1vr8KQrTQ15xThqcnv-NdaR8Dn-FtajgrwwnhTkSUHUp3kUKRzhfxI_Kq0_XJlopg

The article notes that sustainability is a subject of increasing importance to businesses in todays global environment. Sustainability reporting is in the article, and then a study is undertaken to analyze the performance of sustainability development. The study is said to be valuable for understanding the correlation between sustainable development and the organization. Several countries are researched as part of the study and values are attributed to each country based on their sustainability development. Sustainability reporting with the the influence of the World Commission on Environment and Development is discussed. Weaknesses in the historical format of benchmarking are noted and suggestions to enhance benchmarking going forward are provided.

Pathak, S. (2016). Benchmarking supplier network collaboration. Journal of Supply Chain Management Systems, 5(1), 1. doi:10.21863/jscms/2016.5.1.022. http://liberty.summon.serialssolutions.com/#!/search?bookMark=ePnHCXMwTV1NC8IwDB3iwa8fMfAo07VZ3XZVFE-e9BzarkWEgbD_D750Kt56KC280OQlbfMW2RR5a8hSgx8RPKLdc_D9gCxb7bdmKy0y9UQU35C3VG2jpxjLPaKipp79qiMkjclpnm0OMNajt6lwnCelS4SL_Dq-kc6P_2CtsDXytmV2P59ux0vxURMoPPx0VdiujcGaMijnOyIMwZRtqZ11EazBRIq68VYFkGgtvMLrunFdiKbslImif7Ae1_36bP6Ye2AFElXhtNTy-YfGWd8ox6-xbQSDbic8OOHBggcbVgw86A09_VY4

The article evaluates various corporations and the impact that benchmarking provides them. Xerox is cited as discovering the importance of Benchmarking for internal and external reference. Spendolini’s benchmarking model is introduced and used for the authors study. Emphasis is placed on identifying what should be benchmarked and the strategy of building the appropriate team to adequately benchmark. One corporation produces its product in bulk batches. The benchmarking is used to identify the situations where the supply chain has gaps where the supplier is waiting for processes to complete to proceed. The effect of this is determined as product shortages. Through benchmarking, it is identified that another company should change its manufacturing strategy, to reap identified benefits