Mgt613 VU Current Assignment Spring 2012 Solution

Question # 1
What are the factors that will explain the management that the organization is prepared for the deployment of “six sigma”? Provide appropriate details to
support your point.

Answer:
Six sigma Program is designed to reduce defects and requires the use of certain tools and techniques. A process is said to be in Six Sigma stage if it does not have more than 3 or 4 defects per million. Most of the organizations, measure their quality programs in terms of Six Sigma.

International Organization for standardization also provides certification which ensures that the organization is ready for achieving quality management philosophy.

> ISO 14000 is a set of international standards that help in assessing the company’s quality environmental matters.
> ISO 9000 is that set if international standards to ensure quality management and quality assurance, important for international business.

Implementation of these certifications enables an organization for carrying the quality management activities like Six Sigma.

There are also some other factors suggested, presence of those will ensure the successful deployment of Six Sigma program in Allied Pvt. Ltd.

Top-Down Support:

Culture of the company is very important. As six sigma is a new concept in company’s culture and people are naturally resistant to change, so there will surely be resistance to some extent for its acceptance. This resistance can be from upper level or lower level.

The leaders of an organization largely influence company culture. If they don’t commit themselves to Six Sigma, no one should expect the rest of the employees to do so.

However, support from the top level will make it possible to initiate this program as the part of business.

Dedicated Resources:
A dedicated team makes the successful completion of a project possible. There must be a team of expert personnel for deployment of Six Sigma program in company. If it is tried to data copied from vu solutions dot com put title of “black belt “with an regular operational job, the employees mostly focus on regular job duties rather than process improvement projects.

Employee Incentive:
A support from employees is as important as from top level. After getting acceptance for new concept of Six Sigma from top level, acceptance of employees can be obtained by offering incentives, monetary as well as related to performance evaluation or advancement. Acceptance by employees makes the deployment of this Program easy.

Business Nature:
For the implementation of this concept, it is very important to ask question that, Is our business nature can hold this concept successfully? As Six Sigma program was successfully implemented by manufacturing programs and now also in service sectors.

Training Plans:
Presence of trained team for implementing Six Sigma program makes company ready for its deployment. For training employees, training plans are established. This may include:

> What are training objectives?
> Who will get training?
> Who will get all levels of training?
> Who will get which level of training?
> What will be the duration of training?
> Who will provide training?

Communication Processes:
For the deployment of Six Sigma program, strong internal communication is also very important factor. Progress of Six Sigma project, its result and successes must be communicated within organization. It is also important to determine to which business parts it should be interacted. Decision about medium of communication should also be taken carefully.

Just quickly launching Six Sigma program in Allied Pvt. Ltd. can not ensure its success in organization. It is necessary to ensure the presence of these factors, to support deployment of this program.

Question # 2
What possible obstacles that the management have to face while implementation of “six sigma”.

Answer:
There are so many obstacles that management can face while implementing Six Sigma in Allied Pvt. Ltd. These are following:

> Lack of Company-wide definition of quality
> Lack of appropriate strategic plan for change
> Organizational poor inter communication system
> Focus on short-term financial result
> Lack or real employee empowerment
> Lack of dedicated leadership
> Lack of strong motivation
> Lack of suitable training programs

Lack of Company-wide definition of quality
Lack of strategic plan for change
Organizational poor inter-organizational communication
Uses short term financial results
Focus on customers only not on society
Internal political structure
Real employee empowerment
Lack of dedicated Leadership
Lack of strong motivation