This document summarizes the quality improvement efforts of Xerox Corporation from the 1970s to the present. It describes how Xerox faced a competitive crisis in the 1970s as competitors entered its markets. In 1983, Xerox president David Kearns launched the Leadership Through Quality initiative to comprehensively change the company's culture and focus on quality. This included benchmarking other companies, extensive employee training, and making quality the responsibility of all employees. It led to major improvements in production and customer satisfaction. In the 2000s, Xerox renewed its focus on quality through initiatives like New Quality and Lean Six Sigma to address another crisis, building on the foundations of Leadership Through Quality.
Total Quality Management_ Xerox - Critical Writing Example.pdfsorb888
1. Xerox implemented total quality management (TQM) in 1980 in response to declining market share. TQM helped strengthen supplier relationships, reduce defects, and improve productivity.
2. Benchmarking against Japanese competitors revealed inefficiencies in Xerox's production. Xerox consolidated suppliers, trained employees, and improved designs to match competitors' quality, speed, and costs.
3. Today, TQM has helped Xerox achieve strong financial performance and customer satisfaction by focusing on continuous improvement, employee empowerment, and meeting evolving customer needs.
Leadership for Quality was Xerox's initial quality initiative launched in the 1980s in response to declining market share and quality issues. Its main motivations were to instill a culture of quality throughout the company and improve customer satisfaction.
Lean Six Sigma was a later initiative launched in 2003 that built upon the Leadership for Quality approach. Its motivations differed in some key ways:
- It had a stronger focus on data-driven process improvement and statistical tools through the Six Sigma methodology. This allowed for more rigorous identification and elimination of defects and waste.
- Projects were selected based on their potential to improve return on investment, moving quality from being a goal to directly impacting financial performance.
- It aimed to transform the company
Xerox Corporation used benchmarking extensively to improve its business operations and processes in the face of intense competition from Japanese companies in the 1980s. Through benchmarking, Xerox identified factors like higher manufacturing costs, lower quality, and inefficient supplier and inventory management processes compared to competitors. Xerox then implemented changes like reducing the number of suppliers, adopting just-in-time practices, optimizing inventory levels based on usage, and focusing on continuous improvement. As a result, Xerox saw significant benefits such as lower costs, higher customer satisfaction, and improved financial performance. Benchmarking became fully integrated into Xerox's management systems over time.
The document discusses how benchmarking helped Xerox improve. It describes how Xerox instituted benchmarking in 1981 after its market share declined. Benchmarking identified best practices in quality, costs, and processes. Xerox cut quality problems by two-thirds, reduced suppliers from 5,000 to 300, and saw manufacturing costs drop by half. Benchmarking led to dramatic improvements that helped Xerox win quality awards and regain market share. The success of Xerox's benchmarking efforts led many other companies to adopt similar practices to gain competitive advantages.
This document discusses process change and benchmarking at Xerox Corporation. It explains that benchmarking involves identifying and adopting best practices from other companies. Xerox benchmarked Japanese competitors in the 1980s and found they had significantly lower manufacturing costs. Benchmarking revealed key areas for Xerox to improve, such as reducing defects, speeding order fulfillment, and cutting inventory costs. As a result of benchmarking and process changes, Xerox was able to dramatically improve productivity, quality, and reduce costs.
The document summarizes the evolution of quality at Xerox Corporation from 1906 to the present. It describes how Xerox initially dominated the copier market but lost significant market share to Japanese competitors in the 1970s due to quality issues. In 1983, new CEO David Kearns launched the "Leadership Through Quality" program to improve quality, cut costs, and reduce defects. This included benchmarking other top companies, setting clear quality policies, and linking employee compensation to quality metrics. The changes led to major improvements in rejection rates, costs, and customer satisfaction, helping Xerox regain market share. Xerox later strengthened its quality efforts further through Lean Six Sigma and continued benchmarking.
Xerox Canada modified Xerox Corporation's "Leadership through quality" strategy to focus on customer satisfaction. This involved extensive training to change company culture, inverting the organizational pyramid to empower frontline employees, and innovating processes like preventative maintenance calls. While customer satisfaction and performance improved, the transformation from an internally-focused to customer-centric organization was difficult. Xerox Canada continues striving to better meet changing customer needs.
This presentation is based on case study on Benchmarking. This case study explains why there was a need of benchmarking and how Xerox benchmarked to come back in competition.
Total Quality Management_ Xerox - Critical Writing Example.pdfsorb888
1. Xerox implemented total quality management (TQM) in 1980 in response to declining market share. TQM helped strengthen supplier relationships, reduce defects, and improve productivity.
2. Benchmarking against Japanese competitors revealed inefficiencies in Xerox's production. Xerox consolidated suppliers, trained employees, and improved designs to match competitors' quality, speed, and costs.
3. Today, TQM has helped Xerox achieve strong financial performance and customer satisfaction by focusing on continuous improvement, employee empowerment, and meeting evolving customer needs.
Leadership for Quality was Xerox's initial quality initiative launched in the 1980s in response to declining market share and quality issues. Its main motivations were to instill a culture of quality throughout the company and improve customer satisfaction.
Lean Six Sigma was a later initiative launched in 2003 that built upon the Leadership for Quality approach. Its motivations differed in some key ways:
- It had a stronger focus on data-driven process improvement and statistical tools through the Six Sigma methodology. This allowed for more rigorous identification and elimination of defects and waste.
- Projects were selected based on their potential to improve return on investment, moving quality from being a goal to directly impacting financial performance.
- It aimed to transform the company
Xerox Corporation used benchmarking extensively to improve its business operations and processes in the face of intense competition from Japanese companies in the 1980s. Through benchmarking, Xerox identified factors like higher manufacturing costs, lower quality, and inefficient supplier and inventory management processes compared to competitors. Xerox then implemented changes like reducing the number of suppliers, adopting just-in-time practices, optimizing inventory levels based on usage, and focusing on continuous improvement. As a result, Xerox saw significant benefits such as lower costs, higher customer satisfaction, and improved financial performance. Benchmarking became fully integrated into Xerox's management systems over time.
The document discusses how benchmarking helped Xerox improve. It describes how Xerox instituted benchmarking in 1981 after its market share declined. Benchmarking identified best practices in quality, costs, and processes. Xerox cut quality problems by two-thirds, reduced suppliers from 5,000 to 300, and saw manufacturing costs drop by half. Benchmarking led to dramatic improvements that helped Xerox win quality awards and regain market share. The success of Xerox's benchmarking efforts led many other companies to adopt similar practices to gain competitive advantages.
This document discusses process change and benchmarking at Xerox Corporation. It explains that benchmarking involves identifying and adopting best practices from other companies. Xerox benchmarked Japanese competitors in the 1980s and found they had significantly lower manufacturing costs. Benchmarking revealed key areas for Xerox to improve, such as reducing defects, speeding order fulfillment, and cutting inventory costs. As a result of benchmarking and process changes, Xerox was able to dramatically improve productivity, quality, and reduce costs.
The document summarizes the evolution of quality at Xerox Corporation from 1906 to the present. It describes how Xerox initially dominated the copier market but lost significant market share to Japanese competitors in the 1970s due to quality issues. In 1983, new CEO David Kearns launched the "Leadership Through Quality" program to improve quality, cut costs, and reduce defects. This included benchmarking other top companies, setting clear quality policies, and linking employee compensation to quality metrics. The changes led to major improvements in rejection rates, costs, and customer satisfaction, helping Xerox regain market share. Xerox later strengthened its quality efforts further through Lean Six Sigma and continued benchmarking.
Xerox Canada modified Xerox Corporation's "Leadership through quality" strategy to focus on customer satisfaction. This involved extensive training to change company culture, inverting the organizational pyramid to empower frontline employees, and innovating processes like preventative maintenance calls. While customer satisfaction and performance improved, the transformation from an internally-focused to customer-centric organization was difficult. Xerox Canada continues striving to better meet changing customer needs.
This presentation is based on case study on Benchmarking. This case study explains why there was a need of benchmarking and how Xerox benchmarked to come back in competition.
Apply Strategic Plan EvaluationRefer back to the Week 2 compa.docxjewisonantone
Apply: Strategic Plan Evaluation
Refer back to the Week 2 company, Hoosier Media, Inc. Your consulting firm is now ready to present suggestions regarding the strategic plan of Hoosier Media, Inc.
In a 10- to 20-slide presentation with speaker notes, address the following which will be presented to the Director of Marketing:
· The best possible options for evaluating a strategic plan
· Corrective actions that should be taken to ensure company operations are correctly aligned with the strategic plan
Include the following in your presentation:
· How should the company measure organizational performance?
· How will the company examine what progress is being made toward the stated objectives?
· What criteria will be used when determining whether company objectives are measurable and verifiable?
· Based on your knowledge of the company, what changes should be made to reposition Hoosier Media competitively for the future?
Research and find 2-3 topics in current news/events
and be prepared to explain the event/news item and its relationship to
the material that we have covered in the course.
You should review papers, magazines and news feeds
to bring potential items for the group to discuss and decide on the
topics. You should then put together a slide on each item which
describes the event and demonstrates how it would impact strategic
management planning processes.
Six Sigma
The term Six Sigma, popularized by Motorola, Honeywell, and General Electric, has two meanings in TQM. In a statistical sense, it describes a process, product, or service with an extremely high capability (99.9997% accuracy). For example, if 1 million passengers pass through the St. Louis Airport with checked baggage each month, a Six Sigma program for baggage handling will result in only 3.4 passengers with misplaced luggage. The more common three-sigma program (which we address in the supplement to this chapter) would result in 2,700 passengers with misplaced bags every month. See Figure 6.4.
Six Sigma
A program to save time, improve quality, and lower costs.
The second TQM definition of Six Sigma is a program designed to reduce defects to help lower costs, save time, and improve customer satisfaction. Six Sigma is a comprehensive system—a strategy, a discipline, and a set of tools—for achieving and sustaining business success:
1. LO 6.3Explain Six Sigma
· It is a strategy because it focuses on total customer satisfaction.
· It is a discipline because it follows the formal Six Sigma Improvement Model known as DMAIC. This five-step process improvement model (1) Defines the project’s purpose, scope, and outputs and then identifies the required process information, keeping in mind the customer’s definition of quality; (2) Measures the process and collects data; (3) Analyzes the data, ensuring repeatability (the results can be duplicated) and reproducibility (others get the same result); (4) Improves, by modifying or redesigning, existing processes and procedures; a.
Xerox Corporation faced declining market share and revenues in the 1970s-1980s as competitors like Japanese firms entered the copier market. In 1982, David Kearns became chairman and introduced the "Leadership through Quality" plan to refocus on customers and quality. This plan helped increase profits and market share. In 1991, Paul Allaire became the new chairman and continued the quality initiatives, resulting in higher customer satisfaction, revenues, and profits. Xerox had a modified matrix organization structure with business and customer divisions to balance product development and customer relationships.
Total Quality Management (TQM) is a management approach focused on customer satisfaction. It involves organization-wide commitment to quality and continuous process improvement. The document discusses definitions of quality by Deming, Juran, and Crosby. It also summarizes five approaches to defining quality, differences between old and new quality, dimensions of product quality, the historical evolution of TQM, benefits of TQM, what Six Sigma is, the DMAIC process in Six Sigma, and concludes with a call for action plans to support quality.
Benchmarking involves comparing business processes to industry best practices in order to improve performance. Xerox used benchmarking against Japanese competitors and found its processes were less efficient, with higher costs and more defects. Xerox implemented benchmarking across supplier management, inventory control, manufacturing, marketing and quality. This led to significant improvements such as reducing defects by 78 per 100 machines, cutting inventory costs by two-thirds, and making Xerox a leader in its market. Benchmarking proved highly beneficial for transforming Xerox's operations and performance.
This document discusses key concepts related to strategic management including strategic intent, vision and mission statements, goals and objectives, values, and strategy implementation. It provides examples of famous vision and mission statements from companies like IKEA, Microsoft, and Southwest Airlines. It also discusses strategic intent examples from companies like Canon and Komatsu in their efforts to surpass competitors like Xerox and Caterpillar. The document outlines various aspects of strategy implementation including project implementation, procedural implementation, structural implementation, and behavioral implementation. It emphasizes that organizational structure should support the implementation of business strategy.
Xerox was founded in 1938 and grew rapidly in the 1960s due to strong demand for its photocopier products. However, by the 1970s it faced increasing competition. In the 1980s, Xerox introduced benchmarking and total quality management programs to improve processes like supplier management, inventory control, and customer satisfaction. These initiatives helped Xerox reduce costs and reclaim market share, winning several quality awards. Today, Xerox remains the global leader in managed print services.
This document discusses different benchmarking models used by organizations. It provides an overview of the Xerox benchmarking model which includes 5 steps: planning, analysis, integration, action, and maturity. The document also outlines benefits Xerox saw from using benchmarking, such as reducing defects by 78% and improving sales from 152% to 328%. Additionally, the Ford and Lean Process benchmarking models are briefly mentioned.
Benchmarking is comparing processes to industry best practices to identify areas for improvement. It involves measuring a company's performance, comparing it to leaders, analyzing differences, and creating plans to close gaps. For Xerox, benchmarking Japanese competitors revealed high costs and defects. Xerox implemented benchmarking and saw major gains like reduced defects, lower costs, and improved customer satisfaction, helping them regain market share. Regular benchmarking is important for continuous improvement.
This document discusses the history and development of quality management systems. It describes how quality became a focus for businesses starting in the 1950s when Japanese companies emphasized quality. Consultants like Deming and Juran helped develop approaches like total quality management and six sigma. The document outlines various elements that are typically part of a quality management system, including participative management, quality system design, customers, purchasing, education and training, statistics, auditing, and technology. Standardized systems like ISO 9000 and QS-9000 are also discussed.
This document provides an overview of Six Sigma and examples of how Motorola, General Electric, and AlliedSignal implemented Six Sigma programs. It summarizes Motorola's origins with Six Sigma, which began when quality issues cost the company $800-900 million annually. Implementing Six Sigma principles allowed Motorola to save $2.2 billion within four years. General Electric saw significant profit increases after implementing Six Sigma across its operations. AlliedSignal faced challenges retaining Black Belts and coordinating suppliers, but ultimately achieved $2 billion in savings from Six Sigma. The document outlines lessons learned from each company's Six Sigma journey.
This document provides an overview of the history and development of benchmarking. It discusses how benchmarking has been practiced informally for a long time, with examples given of Francis Lowell benchmarking British textile factories in the early 1800s. The document also outlines the main concepts of benchmarking, including definitions, key steps in the benchmarking process, different types of benchmarking, and how benchmarking can be used to improve performance across various business functions and metrics.
In less than one year, this Global 500 Multi-National
Corporation improved communications, process
efficiencies, embraced productive change management,
with more than $100M bottom line savings.
Nike has successfully implemented lean management principles throughout its global supply chain operations. It requires lean practices from its 785 contract manufacturers and uses a sustainability index to assess factories on lean implementation. Nike provides training to factories on lean tools and human resources practices to empower workers. This has resulted in improved productivity, quality, and worker satisfaction while reducing waste. Nike's lean approach and sustainability initiatives such as Flyknit technology have increased profits while decreasing environmental impact.
Total Quality Management (TQM) aims to meet customer expectations through continuous improvement. The five principles of TQM are to produce quality work the first time, focus on the customer, have a strategic improvement approach, improve continuously, and encourage teamwork. Six Sigma is a data-driven approach to reducing process variation and defects using DMAIC (Define, Measure, Analyze, Improve, Control). Case studies show how TQM and Six Sigma helped healthcare provider AtlantiCare improve patient satisfaction and double revenues, and helped appliance maker LG Electronics and pharmaceutical company Catalent Pharma Solutions reduce defects and process inefficiencies.
Total quality management (TQM) is a comprehensive management approach focused on quality and continuous improvement. It originated from the work of quality experts like Deming and Shewhart and was adopted widely in Japan. TQM involves all departments and employees working together horizontally to enhance quality and productivity. It emphasizes customer focus, process improvement, prevention over inspection, and fact-based decision making. Successful implementation of TQM requires participative management, continuous process improvement, and the use of cross-functional teams.
This document discusses how Motorola implemented Six Sigma and benchmarking to improve quality. It provides details on:
1. Motorola's implementation of Six Sigma, which reduced defects by 99.7% and costs by 84% while increasing productivity by 12% annually.
2. How benchmarking best practices from other industries helped Motorola develop a strategic quality plan focused on leadership, process management, and customer satisfaction.
3. The conclusions that benchmarking enabled goal-setting and improvements, communication of successes was important, and continuous improvement is needed to maintain performance leadership.
Benchmarking is a process of comparing business processes and performance metrics to industry bests and best practices from other companies. It is used to identify opportunities for improvement, set targets, and learn from the strategies and successes of top performers. Some key benefits include improved products, processes and costs, enhanced competitive strategies, and better resource allocation. Companies like Xerox have developed detailed benchmarking models involving comprehensive planning, analysis, integration of goals, action planning, and ensuring benchmarking is embedded in regular management practices. When Xerox rigorously benchmarked competitors, it identified major gaps and efficiencies and was able to dramatically improve customer satisfaction, lower costs, and boost financial performance.
Article: From Best Practice to Success Transferrepner
The document describes a Global Operations Network Model implemented by ING Insurance Asia/Pacific to standardize best practices across multiple countries. Using an approach called the "4Ps" - Planning, Process Management, Problem Solving, and People - the model achieved a 15% increase in operational efficiency while supporting 30% business growth across 10 countries. Key aspects of the model included common performance metrics, process mapping, problem-solving teams, and staff development to facilitate sharing best practices globally. The document argues this approach can benefit other multinational companies by increasing synergies and scale through standardized operations.
1. What were the three key elements that were part of Buck Knives.pdfaniljain719651
1. What were the three key elements that were part of Buck Knives' five-year plan to reduce
costs? Which one did they implement immediately? 2. There were some key executive-level
managers who became huge advocates of the lean process. The article said that these managers
acted as "a catalyst to speed the permeation of lean throughout the culture." These managers
worked in which function/department? 3. Our book introduces the concept of the value chain,
which is similar to what Buck Knives calls "value streams." What was the biggest hurdle that
Buck faced when converting to value streams? How many years had they been doing things the
old way? 4. Buck tried to implement 2 major changes at the same time and learned a valuable
lesson of what NOT to do that they repeatedly cite. What was it? 5. Look at the "Box Score"
chart at the bottom of p. 2 which summarizes the benefits that Buck Knives achieved through
implementing lean principles. Which do you feel is the most important? Why? ( 12 paragraph
answer please)
By Tonya Vinas Although lean principles and practices have broad application in manufacturing.
the ease of that application can vary based on what is being produced, to whom it is being sold,
competitive pressures, location, corporate structure, workforce charcieristics, availability of raw
materials, contractual obligations, and other attributes that make each lean joumey different.
Buck Knives, a Post Falls, Idaho-based manufacturer of knives for outdoor recreation and
personal use, had more reasons than most to eschew lean: - Its three biggest customers are large
chain retailers and catalogs, who can be highly demanding of suppliers and are notoriously
inconsistent with replenishment and sales-forecast accuracy. - Making high-quality knives
involves craftsmanship skills, which don't translate easily into standard work. - Raw materials
include both metals - which have long procurement cycles and volatile prices - and specialty
materials such as giraffe bone and mother of pearl - which are rare, strictly regulated, and have
complicated procurement requirements. - Forty to forty-five percent of sales come in the last
three months of the year, making for highly unleveled demand. - As it started implementing lean,
the company also had to relocate its company headquarters and manufacturing facility from San
Diego to Post Falls and implement a new enterprise resource planning (ERP) system. Despite
these challenges, Buck Knives has so fervently cmbraced lean that it now does nearly everything
differently - from allocations of costs for shop-floor supplies to working with its key retail
customer to level load fulfillment. Buck's efforts began with the creation of a single assembly
cell while it was still a largebatch producer and occupied a plant that was 45% larger than its
current plant. Since then, lean ideology has changed leadership's thinking so much that they have
thrown out their old performance metrics and are in the process of creatin.
The document discusses operations management and quality systems management at Ford Motor Company. It describes how Ford uses operations management to effectively utilize resources, ensure quality, and meet strategic objectives. Key aspects of Ford's operations management include choosing products/processes, managing production, and continuously improving operations. Ford employs lean manufacturing and outsourcing to streamline processes and lower costs. It also uses a quality management system focused on customers, processes, and employees to deliver high quality products and ensure customer and employee satisfaction. Ford introduced Six Sigma to reduce defects and further improve quality across all operations.
According to Davenport (2014) social media and health care are c.docxmakdul
Social media is collaborating with healthcare to meet the needs of providers and patients, and is moving toward using analytics to evaluate its value within healthcare. The document instructs the reader to research areas of social media that could benefit from an analytic model combining data and value-based analytics, then evaluate a resource by discussing five major social media stakeholder roles, whether social media could improve medical practice and provide rationale, and concluding with main points.
According to (Fatehi, Gordon & Florida, N.D.) theoretical orient.docxmakdul
According to (Fatehi, Gordon & Florida, N.D.) theoretical orientation represent styles of mind for understanding reality. This theoretical orientation can be organized as a continuum from theoretical constructs that are independent and concrete as with the Behavioral/ CBT theories, to theoretical constructs that are interdependent and abstract as with the Psychodynamic theories (Fatehi, Gordon & Florida, N.D.). Family systems and Humanistic/Existential are theoretical midpoints (Fatehi, Gordon & Florida, N.D.). Trait theory tends to focus on the premise that we are born with traits or characteristics that make us unique and explain our behaviors (Cervone& Pervin, 2019). For example, introversion, extroversion, shyness, agreeableness, kindness, etc. all these innate characteristics that we are born help to explain why we behave in a certain manner according to the situations we face, (Cervone& Pervin, 2019). Psychoanalytic perspective on the other hand focuses on childhood experiences and the unconscious mind which plays a role in our personality development, (Cervone& Pervin, 2019).
According to Freud, (Cervone& Pervin, 2019) our unconscious mind includes all our hidden desires and conflicts which form the root cause of our mental health issues or maladaptive behaviors. The main difference between these two perspectives is that trait theory helps to explain why we behave in a certain manner, whereas psychoanalytic theory only describes the personality and predicting behavior and not really explaining why we behave the way we do. There is no such evident similarity between the two perspectives, but kind of rely on underlying mechanisms to explain personality. Also, there is some degree of subjectivity present in both the perspectives. Trait theories involve subjectivity regarding interpretations of which can be considered as important traits that explain our behaviors, and psychoanalytic theory is subjective and vague in the concepts been used like the unconscious mind. My opinions accord with the visible contrasts between the two, one focused on internal features describing our behaviors in clearer words, whilst other concentrating on unconscious mind in anticipating behavior which is ambiguous and harder to grasp.
References
Cervone, D., & Pervin, L. A. (2019). Personality: Theory and research (14th ed.). Wiley.
Fatehi, M., Gordon, R. M., & Florida, O. A Meta-Theoretical Integration of Psychotherapy Orientations.
.
More Related Content
Similar to Quality in Practice From Leadership Through Quality to Lean Six S.docx
Apply Strategic Plan EvaluationRefer back to the Week 2 compa.docxjewisonantone
Apply: Strategic Plan Evaluation
Refer back to the Week 2 company, Hoosier Media, Inc. Your consulting firm is now ready to present suggestions regarding the strategic plan of Hoosier Media, Inc.
In a 10- to 20-slide presentation with speaker notes, address the following which will be presented to the Director of Marketing:
· The best possible options for evaluating a strategic plan
· Corrective actions that should be taken to ensure company operations are correctly aligned with the strategic plan
Include the following in your presentation:
· How should the company measure organizational performance?
· How will the company examine what progress is being made toward the stated objectives?
· What criteria will be used when determining whether company objectives are measurable and verifiable?
· Based on your knowledge of the company, what changes should be made to reposition Hoosier Media competitively for the future?
Research and find 2-3 topics in current news/events
and be prepared to explain the event/news item and its relationship to
the material that we have covered in the course.
You should review papers, magazines and news feeds
to bring potential items for the group to discuss and decide on the
topics. You should then put together a slide on each item which
describes the event and demonstrates how it would impact strategic
management planning processes.
Six Sigma
The term Six Sigma, popularized by Motorola, Honeywell, and General Electric, has two meanings in TQM. In a statistical sense, it describes a process, product, or service with an extremely high capability (99.9997% accuracy). For example, if 1 million passengers pass through the St. Louis Airport with checked baggage each month, a Six Sigma program for baggage handling will result in only 3.4 passengers with misplaced luggage. The more common three-sigma program (which we address in the supplement to this chapter) would result in 2,700 passengers with misplaced bags every month. See Figure 6.4.
Six Sigma
A program to save time, improve quality, and lower costs.
The second TQM definition of Six Sigma is a program designed to reduce defects to help lower costs, save time, and improve customer satisfaction. Six Sigma is a comprehensive system—a strategy, a discipline, and a set of tools—for achieving and sustaining business success:
1. LO 6.3Explain Six Sigma
· It is a strategy because it focuses on total customer satisfaction.
· It is a discipline because it follows the formal Six Sigma Improvement Model known as DMAIC. This five-step process improvement model (1) Defines the project’s purpose, scope, and outputs and then identifies the required process information, keeping in mind the customer’s definition of quality; (2) Measures the process and collects data; (3) Analyzes the data, ensuring repeatability (the results can be duplicated) and reproducibility (others get the same result); (4) Improves, by modifying or redesigning, existing processes and procedures; a.
Xerox Corporation faced declining market share and revenues in the 1970s-1980s as competitors like Japanese firms entered the copier market. In 1982, David Kearns became chairman and introduced the "Leadership through Quality" plan to refocus on customers and quality. This plan helped increase profits and market share. In 1991, Paul Allaire became the new chairman and continued the quality initiatives, resulting in higher customer satisfaction, revenues, and profits. Xerox had a modified matrix organization structure with business and customer divisions to balance product development and customer relationships.
Total Quality Management (TQM) is a management approach focused on customer satisfaction. It involves organization-wide commitment to quality and continuous process improvement. The document discusses definitions of quality by Deming, Juran, and Crosby. It also summarizes five approaches to defining quality, differences between old and new quality, dimensions of product quality, the historical evolution of TQM, benefits of TQM, what Six Sigma is, the DMAIC process in Six Sigma, and concludes with a call for action plans to support quality.
Benchmarking involves comparing business processes to industry best practices in order to improve performance. Xerox used benchmarking against Japanese competitors and found its processes were less efficient, with higher costs and more defects. Xerox implemented benchmarking across supplier management, inventory control, manufacturing, marketing and quality. This led to significant improvements such as reducing defects by 78 per 100 machines, cutting inventory costs by two-thirds, and making Xerox a leader in its market. Benchmarking proved highly beneficial for transforming Xerox's operations and performance.
This document discusses key concepts related to strategic management including strategic intent, vision and mission statements, goals and objectives, values, and strategy implementation. It provides examples of famous vision and mission statements from companies like IKEA, Microsoft, and Southwest Airlines. It also discusses strategic intent examples from companies like Canon and Komatsu in their efforts to surpass competitors like Xerox and Caterpillar. The document outlines various aspects of strategy implementation including project implementation, procedural implementation, structural implementation, and behavioral implementation. It emphasizes that organizational structure should support the implementation of business strategy.
Xerox was founded in 1938 and grew rapidly in the 1960s due to strong demand for its photocopier products. However, by the 1970s it faced increasing competition. In the 1980s, Xerox introduced benchmarking and total quality management programs to improve processes like supplier management, inventory control, and customer satisfaction. These initiatives helped Xerox reduce costs and reclaim market share, winning several quality awards. Today, Xerox remains the global leader in managed print services.
This document discusses different benchmarking models used by organizations. It provides an overview of the Xerox benchmarking model which includes 5 steps: planning, analysis, integration, action, and maturity. The document also outlines benefits Xerox saw from using benchmarking, such as reducing defects by 78% and improving sales from 152% to 328%. Additionally, the Ford and Lean Process benchmarking models are briefly mentioned.
Benchmarking is comparing processes to industry best practices to identify areas for improvement. It involves measuring a company's performance, comparing it to leaders, analyzing differences, and creating plans to close gaps. For Xerox, benchmarking Japanese competitors revealed high costs and defects. Xerox implemented benchmarking and saw major gains like reduced defects, lower costs, and improved customer satisfaction, helping them regain market share. Regular benchmarking is important for continuous improvement.
This document discusses the history and development of quality management systems. It describes how quality became a focus for businesses starting in the 1950s when Japanese companies emphasized quality. Consultants like Deming and Juran helped develop approaches like total quality management and six sigma. The document outlines various elements that are typically part of a quality management system, including participative management, quality system design, customers, purchasing, education and training, statistics, auditing, and technology. Standardized systems like ISO 9000 and QS-9000 are also discussed.
This document provides an overview of Six Sigma and examples of how Motorola, General Electric, and AlliedSignal implemented Six Sigma programs. It summarizes Motorola's origins with Six Sigma, which began when quality issues cost the company $800-900 million annually. Implementing Six Sigma principles allowed Motorola to save $2.2 billion within four years. General Electric saw significant profit increases after implementing Six Sigma across its operations. AlliedSignal faced challenges retaining Black Belts and coordinating suppliers, but ultimately achieved $2 billion in savings from Six Sigma. The document outlines lessons learned from each company's Six Sigma journey.
This document provides an overview of the history and development of benchmarking. It discusses how benchmarking has been practiced informally for a long time, with examples given of Francis Lowell benchmarking British textile factories in the early 1800s. The document also outlines the main concepts of benchmarking, including definitions, key steps in the benchmarking process, different types of benchmarking, and how benchmarking can be used to improve performance across various business functions and metrics.
In less than one year, this Global 500 Multi-National
Corporation improved communications, process
efficiencies, embraced productive change management,
with more than $100M bottom line savings.
Nike has successfully implemented lean management principles throughout its global supply chain operations. It requires lean practices from its 785 contract manufacturers and uses a sustainability index to assess factories on lean implementation. Nike provides training to factories on lean tools and human resources practices to empower workers. This has resulted in improved productivity, quality, and worker satisfaction while reducing waste. Nike's lean approach and sustainability initiatives such as Flyknit technology have increased profits while decreasing environmental impact.
Total Quality Management (TQM) aims to meet customer expectations through continuous improvement. The five principles of TQM are to produce quality work the first time, focus on the customer, have a strategic improvement approach, improve continuously, and encourage teamwork. Six Sigma is a data-driven approach to reducing process variation and defects using DMAIC (Define, Measure, Analyze, Improve, Control). Case studies show how TQM and Six Sigma helped healthcare provider AtlantiCare improve patient satisfaction and double revenues, and helped appliance maker LG Electronics and pharmaceutical company Catalent Pharma Solutions reduce defects and process inefficiencies.
Total quality management (TQM) is a comprehensive management approach focused on quality and continuous improvement. It originated from the work of quality experts like Deming and Shewhart and was adopted widely in Japan. TQM involves all departments and employees working together horizontally to enhance quality and productivity. It emphasizes customer focus, process improvement, prevention over inspection, and fact-based decision making. Successful implementation of TQM requires participative management, continuous process improvement, and the use of cross-functional teams.
This document discusses how Motorola implemented Six Sigma and benchmarking to improve quality. It provides details on:
1. Motorola's implementation of Six Sigma, which reduced defects by 99.7% and costs by 84% while increasing productivity by 12% annually.
2. How benchmarking best practices from other industries helped Motorola develop a strategic quality plan focused on leadership, process management, and customer satisfaction.
3. The conclusions that benchmarking enabled goal-setting and improvements, communication of successes was important, and continuous improvement is needed to maintain performance leadership.
Benchmarking is a process of comparing business processes and performance metrics to industry bests and best practices from other companies. It is used to identify opportunities for improvement, set targets, and learn from the strategies and successes of top performers. Some key benefits include improved products, processes and costs, enhanced competitive strategies, and better resource allocation. Companies like Xerox have developed detailed benchmarking models involving comprehensive planning, analysis, integration of goals, action planning, and ensuring benchmarking is embedded in regular management practices. When Xerox rigorously benchmarked competitors, it identified major gaps and efficiencies and was able to dramatically improve customer satisfaction, lower costs, and boost financial performance.
Article: From Best Practice to Success Transferrepner
The document describes a Global Operations Network Model implemented by ING Insurance Asia/Pacific to standardize best practices across multiple countries. Using an approach called the "4Ps" - Planning, Process Management, Problem Solving, and People - the model achieved a 15% increase in operational efficiency while supporting 30% business growth across 10 countries. Key aspects of the model included common performance metrics, process mapping, problem-solving teams, and staff development to facilitate sharing best practices globally. The document argues this approach can benefit other multinational companies by increasing synergies and scale through standardized operations.
1. What were the three key elements that were part of Buck Knives.pdfaniljain719651
1. What were the three key elements that were part of Buck Knives' five-year plan to reduce
costs? Which one did they implement immediately? 2. There were some key executive-level
managers who became huge advocates of the lean process. The article said that these managers
acted as "a catalyst to speed the permeation of lean throughout the culture." These managers
worked in which function/department? 3. Our book introduces the concept of the value chain,
which is similar to what Buck Knives calls "value streams." What was the biggest hurdle that
Buck faced when converting to value streams? How many years had they been doing things the
old way? 4. Buck tried to implement 2 major changes at the same time and learned a valuable
lesson of what NOT to do that they repeatedly cite. What was it? 5. Look at the "Box Score"
chart at the bottom of p. 2 which summarizes the benefits that Buck Knives achieved through
implementing lean principles. Which do you feel is the most important? Why? ( 12 paragraph
answer please)
By Tonya Vinas Although lean principles and practices have broad application in manufacturing.
the ease of that application can vary based on what is being produced, to whom it is being sold,
competitive pressures, location, corporate structure, workforce charcieristics, availability of raw
materials, contractual obligations, and other attributes that make each lean joumey different.
Buck Knives, a Post Falls, Idaho-based manufacturer of knives for outdoor recreation and
personal use, had more reasons than most to eschew lean: - Its three biggest customers are large
chain retailers and catalogs, who can be highly demanding of suppliers and are notoriously
inconsistent with replenishment and sales-forecast accuracy. - Making high-quality knives
involves craftsmanship skills, which don't translate easily into standard work. - Raw materials
include both metals - which have long procurement cycles and volatile prices - and specialty
materials such as giraffe bone and mother of pearl - which are rare, strictly regulated, and have
complicated procurement requirements. - Forty to forty-five percent of sales come in the last
three months of the year, making for highly unleveled demand. - As it started implementing lean,
the company also had to relocate its company headquarters and manufacturing facility from San
Diego to Post Falls and implement a new enterprise resource planning (ERP) system. Despite
these challenges, Buck Knives has so fervently cmbraced lean that it now does nearly everything
differently - from allocations of costs for shop-floor supplies to working with its key retail
customer to level load fulfillment. Buck's efforts began with the creation of a single assembly
cell while it was still a largebatch producer and occupied a plant that was 45% larger than its
current plant. Since then, lean ideology has changed leadership's thinking so much that they have
thrown out their old performance metrics and are in the process of creatin.
The document discusses operations management and quality systems management at Ford Motor Company. It describes how Ford uses operations management to effectively utilize resources, ensure quality, and meet strategic objectives. Key aspects of Ford's operations management include choosing products/processes, managing production, and continuously improving operations. Ford employs lean manufacturing and outsourcing to streamline processes and lower costs. It also uses a quality management system focused on customers, processes, and employees to deliver high quality products and ensure customer and employee satisfaction. Ford introduced Six Sigma to reduce defects and further improve quality across all operations.
Similar to Quality in Practice From Leadership Through Quality to Lean Six S.docx (20)
According to Davenport (2014) social media and health care are c.docxmakdul
Social media is collaborating with healthcare to meet the needs of providers and patients, and is moving toward using analytics to evaluate its value within healthcare. The document instructs the reader to research areas of social media that could benefit from an analytic model combining data and value-based analytics, then evaluate a resource by discussing five major social media stakeholder roles, whether social media could improve medical practice and provide rationale, and concluding with main points.
According to (Fatehi, Gordon & Florida, N.D.) theoretical orient.docxmakdul
According to (Fatehi, Gordon & Florida, N.D.) theoretical orientation represent styles of mind for understanding reality. This theoretical orientation can be organized as a continuum from theoretical constructs that are independent and concrete as with the Behavioral/ CBT theories, to theoretical constructs that are interdependent and abstract as with the Psychodynamic theories (Fatehi, Gordon & Florida, N.D.). Family systems and Humanistic/Existential are theoretical midpoints (Fatehi, Gordon & Florida, N.D.). Trait theory tends to focus on the premise that we are born with traits or characteristics that make us unique and explain our behaviors (Cervone& Pervin, 2019). For example, introversion, extroversion, shyness, agreeableness, kindness, etc. all these innate characteristics that we are born help to explain why we behave in a certain manner according to the situations we face, (Cervone& Pervin, 2019). Psychoanalytic perspective on the other hand focuses on childhood experiences and the unconscious mind which plays a role in our personality development, (Cervone& Pervin, 2019).
According to Freud, (Cervone& Pervin, 2019) our unconscious mind includes all our hidden desires and conflicts which form the root cause of our mental health issues or maladaptive behaviors. The main difference between these two perspectives is that trait theory helps to explain why we behave in a certain manner, whereas psychoanalytic theory only describes the personality and predicting behavior and not really explaining why we behave the way we do. There is no such evident similarity between the two perspectives, but kind of rely on underlying mechanisms to explain personality. Also, there is some degree of subjectivity present in both the perspectives. Trait theories involve subjectivity regarding interpretations of which can be considered as important traits that explain our behaviors, and psychoanalytic theory is subjective and vague in the concepts been used like the unconscious mind. My opinions accord with the visible contrasts between the two, one focused on internal features describing our behaviors in clearer words, whilst other concentrating on unconscious mind in anticipating behavior which is ambiguous and harder to grasp.
References
Cervone, D., & Pervin, L. A. (2019). Personality: Theory and research (14th ed.). Wiley.
Fatehi, M., Gordon, R. M., & Florida, O. A Meta-Theoretical Integration of Psychotherapy Orientations.
.
According to Libertarianism, there is no right to any social service.docxmakdul
According to Libertarianism, there is no right to any social services besides those of a night-watchman state, protecting citizens from harming each other via courts, police, and military.
Consider this town
that decided to remove fire rescue as a basic social service. To benefit from it, one had to pay a yearly fee. Do you think libertarians would generally have to support such a policy in order to be consistent? Why or why not? Also, can you think of any other social services that might no longer exist in a libertarian society? (Btw, none has ever existed).
.
According to Kirk (2016), most of your time will be spent working wi.docxmakdul
Kirk (2016) identified four data action groups for working with data: data acquisition, data examination, data transformation, and data exploration. Data acquisition involves gathering the raw material.
According to cultural deviance theorists like Cohen, deviant sub.docxmakdul
This document discusses how cultural deviance theorists view subcultures as having their own value systems that oppose mainstream society's values. It asks how rap culture has perpetuated these subcultural values and promoted violence and crime among young men. It also asks how theorists would explain the persistence and popularity of rap culture given its deviation from conventional norms and values, citing examples from Tupac Shakur and 50 Cent. The document requests a 750-1000 word essay on this topic supported by 3-5 scholarly sources.
According to Gray et al, (2017) critical appraisal is the proce.docxmakdul
According to Gray et al, (2017) “critical appraisal is the process of carefully and systematically assessing the outcome of all aspects of a study, judging the strengths, limitation, trustworthiness, meaning, and its applicability to practice”. The steps involved in critical appraisal include “identifying the study's elements or processes, determining the strengths and weaknesses, and evaluating the credibility and trustworthiness of the study” (Gray et al., 2017). The journal article chosen is
“change in staff perspectives on indwelling urinary catheter use after implementation of an intervention bundle in seven Swiss acute care hospitals: a result of a before/after survey study”
by Niederhauser, Zullig, Marschall, Schweiger, John, Kuster, and Schwappach. (2019).
Identifying the study's elements or processes
A significant issue addressed by the study is the nursing “staffs’ perspective towards indwelling urinary catheter (IUC) and evaluation of changes in their perspectives towards indwelling urinary catheter (IUC) use after implementation of a 1-year quality improvement project” (Niederhauser et al, 2019). the process of the research was conducted in “seven acute care hospitals in Switzerland” (Niederhauser et al, 2019). With a “sample size of 1579 staff members participated in the baseline survey and 1527 participated in the follow-up survey. The survey captures all nursing and medical staff members working at the participating hospitals at the time of survey distribution, using a multimodal intervention bundle, consisting of an evidence-based indication list, daily re-evaluation of ongoing catheter needs, and staff training were implemented over the course of 9 months” (Niederhauser et al, 2019).
Determining the strengths and weaknesses
A great strength of the study is a large sample size of over 1000 and the use of well-constructed and easy-to-read heading for better understanding. Also, the use of figures, graphs, and tables make the article less cumbersome to read. Another strength is the implementation of the ethical principles of research by enabling informed consent and voluntary participation as well as confidentiality and anonymity of information.
On the other hand, the study has several weaknesses such as the use of “the theory of planned behavior to model intentions to reduce catheter use, but it is not possible to know if changes observed in staff perception led to a true change in practice” (Niederhauser et al, 2019). Another weakness of the study is the repeated survey design which allows assessment of changes in staff perspectives after implementation of a quality improvement intervention but the sustainability of the effects over time could not be evaluated.
Evaluating the credibility and trustworthiness of the study
Although the study used a larger sample size of over 1000, the “use of a single-group design and no control group weakens its credibility and trustworthiness because there are no causal inferences abou.
According to article Insecure Policing Under Racial Capitalism by.docxmakdul
According to article "Insecure: Policing Under Racial Capitalism" by Robin D.G. Kelley and the article "Yes, We Mean Literally Abolish the Police" by Mariame Kaba, the police are no longer an attribute of safety and security. The facts that are given in the articles are similar within the meaning of the content. The police do not serve for the benefit of the whole community. Racial and class division according to social status became the basis of lawlessness and injustice on the part of the police. Kaaba in his article cites several stories confirming the racial hatred that led to the murder of African Americans. After that, people massively took to the streets of many cities in several countries, demanding an end to racial discrimination and the murder of African Americans. Kelley's article describes numerous manifestos where demands for police abolition have been raised, but all have been rejected. In the protests, people suggested that they themselves would take care of each other, which the police could not do. I understand that the police system is far from ideal and the permissiveness of police representatives should be limited. Ruth Wilson Gilmore says that "capitalism is never racial." I think that this phrase she wants to say that the stronger people take away from the weak people and use them for their own well-being. And since the roots of history go back to slavery, then African Americans are the weak link. In this regard, a huge number of prisons and police power appeared. The common and small class do not feel protected, on the contrary; they expect a threat from people who must protect them. The police take an oath to respect and protect human and civil rights and freedoms, regardless of skin color and social status. If this does not happen, then you need to change the system.
.
Abstract In this experiment, examining the equivalence poi.docxmakdul
Abstract:
In this experiment, examining the equivalence point in a titration with NaOH identified an
unknown diprotic acid. The molar mass of the unknown was found to be 100.78 g/mol with pKa
values of 2.6 and 6.6. The closest diprotic acid to this molar mass is malonic acid with a percent
error of 3.48%.
Introduction:
The purpose of the experiment was to determine the identity of an unknown diprotic acid. The
equivalence and half-equivalence points on the titration curve give important information, which
can then be used to calculate the molecular weight of the acid. The equivalence point is the
moment when there is an equal amount of acid and NaOH. Knowing the concentration and
volume of added NaOH at that moment, the amount of moles of NaOH can be determined. The
amount of moles of NaOH is then equivalent to the amount of acid present. Dividing the original
mass of the acid by the moles present gave the molar mass of the acid.
In this particular titration, there were two equivalence points as the acid is diprotic.
Consequently, the titration curve had two inflection points. The acid dissociated in a two-step
process with the net reaction being:
H2X + 2 NaOH Na2X + 2 H2O
This was important to take into consideration when calculating the molar mass of the diprotic
acid. If the first equivalence point was to be used, the ratio of acid to NaOH was 1:1. If the
second equivalence point was used in the calculations, the ratio became 1:2 as now a second
set of NaOH molecules reacted with the acid to dissociate the second hydrogen ion. The
titration curve also showed the pKa values of the acid. This happened at the half-equivalence
point where half of the acid was dissociated to its conjugate base (again, because of the diprotic
properties of the acid, this happens twice on the curve). The Henderson Hasselbalch equation
pH = pKa+log(A-/HA)
shows that at the half-equivalence point, the pKa value equaled the pH and was visually
represented by the flattest part of the graphs.
Discussion:
The titration graph showed that the data was consistent with the methodology and proved to be
an precise execution of the procedure and followed the expected shape. One possible source of
error was the actual mass of the acid solid. While transferring the dust from the weigh boat to
the solution, some remained in the weigh boat this could have altered the molar mass
calculations and shifted the final the final mass lighter than actual.
The Vernier pH method was definitely a much more concrete method of interpreting the results.
It was possible to see which addition of NaOH gave the greatest increase in pH ( greatest 1st
derivative of the titration graph). The relying solely on the indicator color would make it very
difficult to judge at which precise point the color shifted most, as the shift was a lot more gradual
compared to the precise numbers. This may have been a more reliable method if there was a
de.
ACC 403- ASSIGNMENT 2 RUBRIC!!!
Points: 280
Assignment 2: Audit Planning and Control
Criteria
UnacceptableBelow 60% F
Meets Minimum Expectations60-69% D
Fair70-79% C
Proficient80-89% B
Exemplary90-100% A
1. Outline the critical steps inherent in planning an audit and designing an effective audit program. Based upon the type of company selected, provide specific details of the actions that the company should undertake during planning and designing the audit program.
Weight: 15%
Did not submit or incompletely outlined the critical steps inherent in planning an audit and designing an effective audit program. Did not submit or incompletely provided specific details of the actions that the company should undertake during planning and designing the audit program, based upon the type of company selected.
Insufficiently outlined the critical steps inherent in planning an audit and designing an effective audit program. Insufficiently provided specific details of the actions that the company should undertake during planning and designing the audit program, based upon the type of company selected.
Partially outlined the critical steps inherent in planning an audit and designing an effective audit program. Partially provided specific details of the actions that the company should undertake during planning and designing the audit program, based upon the type of company selected.
Satisfactorily outlined the critical steps inherent in planning an audit and designing an effective audit program. Satisfactorily provided specific details of the actions that the company should undertake during planning and designing the audit program, based upon the type of company selected.
Thoroughly outlined the critical steps inherent in planning an audit and designing an effective audit program. Thoroughly provided specific details of the actions that the company should undertake during planning and designing the audit program, based upon the type of company selected.
2. Examine at least two (2) performance ratios that you would use in order to determine which analytical tests to perform. Identify the accounts that you would test, and select at least three (3) analytical procedures that you would use in your audit.
Weight: 15%
Did not submit or incompletely examined at least two (2) performance ratios that you would use in order to determine which analytical tests to perform. Did not submit or incompletely identified the accounts that you would test; did not submit or incompletely selected at least three (3) analytical procedures that you would use in your audit.
Insufficiently examined at least two (2) performance ratios that you would use in order to determine which analytical tests to perform. Insufficiently identified the accounts that you would test; insufficiently selected at least three (3) analytical procedures that you would use in your audit.
Partially examined at least two (2) performance ratios that you would use in order to determine which analytical tests .
ACC 601 Managerial Accounting Group Case 3 (160 points) .docxmakdul
ACC 601 Managerial Accounting
Group Case 3 (160 points)
Instructions:
1. As a group, complete the following activities in good form. Use excel or
word only. Provide all supporting calculations to show how you arrived at
your numbers
2. Add only the names of group members who participated in the completion
of this assignment.
3. Submit only one copy of your completed work via Moodle. Do not send it to
me by email.
4. Due: No later than the last day of Module 7. Please note that your professor
has the right to change the due date of this assignment.
Part A: Capital Budgeting Decisions
Chee Company has gathered the following data on a proposed investment project:
Investment required in equipment ............. $240,000
Annual cash inflows .................................. $50,000
Salvage value ............................................ $0
Life of the investment ............................... 8 years
Required rate of return .............................. 10%
Assets will be depreciated using straight
line depreciation method
Required:
Using the net present value and the internal rate of return methods, is this a good investment?
Part B: Master Budget
You have just been hired as a new management trainee by Earrings Unlimited, a distributor of
earrings to various retail outlets located in shopping malls across the country. In the past, the
company has done very little in the way of budgeting and at certain times of the year has
experienced a shortage of cash. Since you are well trained in budgeting, you have decided to
prepare a master budget for the upcoming second quarter. To this end, you have worked with
accounting and other areas to gather the information assembled below.
The company sells many styles of earrings, but all are sold for the same price—$10 per pair. Actual
sales of earrings for the last three months and budgeted sales for the next six months follow (in pairs
of earrings):
January (actual) 20,000 June (budget) 50,000
February (actual) 26,000 July (budget) 30,000
March (actual) 40,000 August (budget) 28,000
April (budget) 65,000 September (budget) 25,000
May (budget) 100,000
The concentration of sales before and during May is due to Mother’s Day. Sufficient inventory should
be on hand at the end of each month to supply 40% of the earrings sold in the following month.
Suppliers are paid $4 for a pair of earrings. One-half of a month’s purchases is paid for in the month
of purchase; the other half is paid for in the following month. All sales are on credit. Only 20% of a
month’s sales are collected in the month of sale. An additional 70% is collected in the following
month, and the remaining 10% is collected in the second month following sale. Bad debts have been
negligible.
Monthly operating expenses for the company are given below:
Variable:
Sales commissions 4 % of sales
.
Academic Integrity A Letter to My Students[1] Bill T.docxmakdul
Academic Integrity:
A Letter to My Students[1]
Bill Taylor
Professor of Political Science
Oakton Community College
Des Plaines, IL 60016
[email protected]
Here at the beginning of the semester I want to say something to you about academic integrity.[2]
I’m deeply convinced that integrity is an essential part of any true educational experience, integrity on
my part as a faculty member and integrity on your part as a student.
To take an easy example, would you want to be operated on by a doctor who cheated his way through
medical school? Or would you feel comfortable on a bridge designed by an engineer who cheated her
way through engineering school. Would you trust your tax return to an accountant who copied his
exam answers from his neighbor?
Those are easy examples, but what difference does it make if you as a student or I as a faculty member
violate the principles of academic integrity in a political science course, especially if it’s not in your
major?
For me, the answer is that integrity is important in this course precisely because integrity is important in
all areas of life. If we don’t have integrity in the small things, if we find it possible to justify plagiarism or
cheating or shoddy work in things that don’t seem important, how will we resist doing the same in areas
that really do matter, in areas where money might be at stake, or the possibility of advancement, or our
esteem in the eyes of others?
Personal integrity is not a quality we’re born to naturally. It’s a quality of character we need to nurture,
and this requires practice in both meanings of that word (as in practice the piano and practice a
profession). We can only be a person of integrity if we practice it every day.
What does that involve for each of us in this course? Let’s find out by going through each stage in the
course. As you’ll see, academic integrity basically requires the same things of you as a student as it
requires of me as a teacher.
I. Preparation for Class
What Academic Integrity Requires of Me in This Area
With regard to coming prepared for class, the principles of academic integrity require that I come having
done the things necessary to make the class a worthwhile educational experience for you. This requires
that I:
reread the text (even when I’ve written it myself),
clarify information I might not be clear about,
prepare the class with an eye toward what is current today (that is, not simply rely on past
notes), and
plan the session so that it will make it worth your while to be there.
What Academic Integrity Requires of You in This Area
With regard to coming prepared for class, the principles of academic integrity suggest that you have a
responsibility to yourself, to me, and to the other students to do the things necessary to put yourself in
a position to make fruitful contributions to class discussion. This will require you to:
read the text before.
Access the Center for Disease Control and Prevention’s (CDC’s) Nu.docxmakdul
Access the Center for Disease Control and Prevention’s (CDC’s)
“Nutrition, Physical Activity, and Obesity: Data, Trends and Maps”
database. Choose a state other than your home state and compare their health status and associated behaviors. What behaviors lead to the current obesity status?
Initial discussion post should be approximately 300 words. Any sources used should be cited in APA format.
.
According to DSM 5 This patient had very many symptoms that sugg.docxmakdul
According to DSM 5 This patient had very many symptoms that suggested Major Depressive Disorder.
Objective(s)
Analyze psychometric properties of assessment tools
Evaluate appropriate use of assessment tools in psychotherapy
Compare assessment tools used in psychotherapy
.
Acceptable concerts include professional orchestras, soloists, jazz,.docxmakdul
Acceptable concerts include professional orchestras, soloists, jazz, Broadway musicals and instrumental or vocal ensembles, and comparable college or community groups performing music relevant to the content of this class. (Optionally, either your concert report
or
your concert review - but not both unless advance permission is given - may be based on a concert of non-western music selected from events on the concert list.)
Acceptable concerts include the following:
• Symphony orchestras • Concert bands and wind ensembles • Chamber Music (string quartets, brass and woodwind quintets, etc.) • Solo recitals (piano, voice, etc.) • Choral concerts • Early music concerts • Non-western music • Some jazz concerts • Opera• Broadway Musicals• Flamenco• Ballet• Tango
Assignment Format
The following are required on the concert review assignment and, thus, may affect your grade.
• Must be typed• Must be double-spaced• Must be between
2 and 4 pages
in length
not including the cover sheet
.• Must use conventional size and formatting of text - e.g. 10-12 point serif or sans serif fonts with normal margins. • Must include the printed program from the concert and/or your ticket stubs. Photocopies are unacceptable. (Contact me at least 24 hours before due date if any materials are unavailable.)• All materials (text, program, ticket stub) must be
stapled
together securely. Folded corners, paper clips, etc. instead of staples will not be accepted.• Careful editing, proofreading, and spelling are expected, although minor errors will not affect your grade.
Papers that do not follow these format guidelines may be returned for resubmission, and late penalties will apply.
Concert Review Assignment Content
I. Cover Sheet:
Include the following on a cover sheet attached to the front of your review:
• Title or other description of the event/performers you heard, along with the date and location of the performance. For example:
New World Symphony Orchestra
1258 Lincoln Road
Saturday, June 5, 2013
Lincoln Road Theater, Miami Beach
• Your name, assignment submission date, course. For example:
Pat Romero
October 31, 2013
Humanities 1020 MWF 8:05 a.m.
II. Descriptions
The main body of the concert review should include brief discussions of
three of the
pieces
in the concert you attend. In most cases, a single paragraph for each piece should be sufficient, although you may wish to break descriptions of longer pieces into separate short paragraphs, one per movement.
Your description of each piece (song) should include:
• The title of the piece and the composer's name if possible, as listed in the concert program.• A brief description of your reaction to the piece. For example:
When the piece started I thought it was going to be slow and boring, but the faster section in the first movement made it more exciting. A really great flute solo full of fast and high notes in the third movement caught my attention. I'm not sure, but I thought that som.
ACA was passed in 2010, under the presidency of Barack Obama. Pr.docxmakdul
ACA was passed in 2010, under the presidency of Barack Obama. Prior to this new act, there were plenty of votes that did not agree with the notion of accessible insurance. Before 2010, The private sector had been given coverage in such a way that Milstead and Short (2019) called it sickness insurance; meaning companies will risk incurring medical expenses as long as it was balanced by healthy people. They were doing so by excluding people that had pre-existing conditions, becoming a very solvent business (Milstead & Short, 2019). After ACA was passed that was no longer the case. When President Trump came into term he did so by bringing his own healthcare agenda, which attempted to repeal ACA, but ultimately failed to come up with a replacement.
In 2016, the Republican's party platform was to repeal ACA, while continuing Medicare and Medicaid, but on the other hand, democrats put down that Obamacare is a step towards the goals of universal health care, and that this was just the beginning (Physicians for a National Health Program, n.d.). As for the cost analysis of repealing the Affordable Care Act, this would increase the number of uninsured people by 23 million, and it will cost about 350 billion through 2027, as well as creating costly coverage provisions to replace it (Committee for a Responsible Federal Budget, 2017).
(2 references required)
.
Access the FASB website. Once you login, click the FASB Accounting S.docxmakdul
Access the FASB website. Once you login, click the FASB Accounting Standards Codification link. Review the materials in the FASB Codification, especially the links on the left side column. Next, write a 1-page memo to a friend introducing and explaining this new accounting research resource that you have found. Provide at least one APA citation to the FASB Codification and reference that citation using the APA guidelines.
.
Academic Paper Overview This performance task was intended to asse.docxmakdul
This document provides an overview of an academic paper performance task intended to assess students' ability to conduct scholarly research, articulate an evidence-based argument, and effectively communicate a conclusion. Specifically, the performance task evaluates students' capacity to generate a focused research question, explore relationships between multiple scholarly works, develop and support their own argument using relevant evidence, and integrate sources while distinguishing their own voice.
Academic Research Team Project PaperCOVID-19 Open Research Datas.docxmakdul
Academic Research Team Project Paper
COVID-19 Open Research Dataset Challenge (CORD-19)
An AI challenge with AI2, CZI, MSR, Georgetown, NIH & The White House
(1) FULL-LENGTH PROJECT
Dataset Description
In response to the COVID-19 pandemic, the White House and a coalition of leading research groups have prepared the COVID-19 Open Research Dataset (CORD-19). CORD-19 is a resource of over 44,000 scholarly articles, including over 29,000 with full text, about COVID-19, SARS-CoV-2, and related corona viruses. This freely available dataset is provided to the global research community to apply recent advances in natural language processing and other AI techniques to generate new insights in support of the ongoing fight against this infectious disease. There is a growing urgency for these approaches because of the rapid acceleration in new coronavirus literature, making it difficult for the medical research community to keep up.
Call to Action
We are issuing a call to action to the world's artificial intelligence experts to develop text and data mining tools that can help the medical community develop answers to high priority scientific questions. The CORD-19 dataset represents the most extensive machine-readable coronavirus literature collection available for data mining to date. This allows the worldwide AI research community the opportunity to apply text and data mining approaches to find answers to questions within, and connect insights across, this content in support of the ongoing COVID-19 response efforts worldwide. There is a growing urgency for these approaches because of the rapid increase in coronavirus literature, making it difficult for the medical community to keep up.
A list of our initial key questions can be found under the
Tasks
section of this dataset. These key scientific questions are drawn from the NASEM’s SCIED (National Academies of Sciences, Engineering, and Medicine’s Standing Committee on Emerging Infectious Diseases and 21st Century Health Threats)
research topics
and the World Health Organization’s
R&D Blueprint
for COVID-19.
Many of these questions are suitable for text mining, and we encourage researchers to develop text mining tools to provide insights on these questions.
In this project, you will follow your own interests to create a portfolio worthy single-frame viz or multi-frame data story that will be shared in your presentation. You will use all the skills taught in this course to complete this project step-by-step, with guidance from your instructors along the way. You will first create a project proposal to identify your goals for the project, including the question you wish to answer or explore with data. You will then find data that will provide the information you are seeking. You will then import that data into Tableau and prepare it for analysis. Next, you will create a dashboard that will allow you to explore the data in-depth and identify meaningful insights. You will then give structure .
AbstractVoice over Internet Protocol (VoIP) is an advanced t.docxmakdul
Abstract
Voice over Internet Protocol (VoIP) is an advanced telecommunication technology which transfers the voice/video over
high speed network that provides advantages of flexibility, reliability and cost efficient advanced telecommunication
features. Still the issues related to security are averting many organizations to accept VoIP cloud environment due to
security threats, holes or vulnerabilities. So, the novel secured framework is absolutely necessary to prevent all kind of
VoIP security issues. This paper points out the existing VoIP cloud architecture and various security attacks and issues
in the existing framework. It also presents the defense mechanisms to prevent the attacks and proposes a new security
framework called Intrusion Prevention System (IPS) using video watermarking and extraction technique and Liveness
Voice Detection (LVD) technique with biometric features such as face and voice. IPSs updated with new LVD features
protect the VoIP services not only from attacks but also from misuses.
A Comprehensive Survey of Security Issues and
Defense Framework for VoIP Cloud
Ashutosh Satapathy* and L. M. Jenila Livingston
School of Computing Science and Engineering, VIT University, Chennai - 600127, Tamil Nadu, India;
[email protected], [email protected]
Keywords: Defense Mechanisms, Liveness Voice Detection, VoIP Cloud, Voice over Internet Protocol, VoIP Security Issues
1. Introduction
The rapid progress of VoIP over traditional services is
led to a situation that is common to many innovations
and new technologies such as VoIP cloud and peer to
peer services like Skype, Google Hangout etc. VoIP is the
technology that supports sending voice (and video) over
an Internet protocol-based network1,2. This is completely
different than the public circuit-switched telephone net-
work. Circuit switching network allocates resources to
each individual call and path is permanent throughout
the call from start to end. Traditional telephony services
are provided by the protocols/components such as SS7, T
carriers, Plain Old Telephone Service (POTS), the Public
Switch Telephone Network (PSTN), dial up, local loops
and anything under International Telecommunication
Union. IP networks are based on packet switching and
each packet follows different path, has its own header and
is forwarded separately by routers. VoIP network can be
constructed in various ways by using both proprietary
protocols and protocols based on open standards.
1.1 VoIP Layer Architecture
VoIP communication system typically consist of a front
end platform (soft-phone, PBX, gateway, call manager),
back end platform (server, CPU, storage, memory, net-
work) and intermediate platforms such as VoIP protocols,
database, authentication server, web server, operating sys-
tems etc. It is mainly divided into five layers as shown in
Figure1.
1.2 VoIP Cloud Architecture
VoIP cloud is the framework for delivering telephony
services in which resourc.
This study examined a problem, used a particular method to do so, and found results that were interpreted. It concluded by recommending future research on the topic.
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Quality in Practice From Leadership Through Quality to Lean Six S.docx
1. Quality in Practice: From Leadership Through Quality to Lean
Six Sigma at Xerox
The Xerox 914, the first plain-paper copier, was introduced in
1959. Regarded by many people as the most successful business
product ever introduced, it created a new industry. During the
1960s Xerox grew rapidly, selling all it could produce, and
reached $1 billion in revenue in record-setting time. By the
mid-1970s its return on assets was in the low 20 percent range.
Its competitive advantage was due to strong patents, a growing
market, and little competition. In such an environment,
management was not pressed to focus on customers.
Facing a Competitive Crisis
During the 1970s, however, IBM and Kodak entered the high-
volume copier business—Xerox’s principal market. Several
Japanese companies introduced high-quality low-volume
copiers, a market that Xerox had virtually ignored, and
established a foundation for moving into the high-volume
market. In addition, the Federal Trade Commission accused
Xerox of illegally monopolizing the copier business. After
negotiations, Xerox agreed to open approximately 1,700 patents
to competitors. Xerox was soon losing market share to Japanese
competitors, and by the early 1980s it faced a serious
competitive threat from copy machine manufacturers in Japan;
Xerox’s market share had fallen to less than 50 percent. Some
people even predicted that the company would not survive.
Rework, scrap, excessive inspection, lost business, and other
problems were estimated to be costing Xerox more than 20
percent of revenue, which in 1983 amounted to nearly $2
billion. Both the company and its primary union, the
Amalgamated Clothing and Textile Workers, were concerned. In
comparing itself with its competition, Xerox discovered that it
had nine times as many suppliers, twice as many employees,
cycle times that were twice as long, 10 times as many rejects,
2. and seven times as many manufacturing defects in finished
products. It was clear that radical changes were required.
Leadership Through Quality
In 1983, company president David T. Kearns became convinced
that Xerox needed a long-range, comprehensive quality strategy
as well as a change in its traditional management culture (see
Figure 1.5). Kearns was aware of Japanese subsidiary Fuji
Xerox’s success in implementing quality management practices
and was approached by several Xerox employees about
instituting total quality management. He commissioned a team
to outline a quality strategy for Xerox. The team’s report stated
that instituting it would require changes in behaviors and
attitudes throughout the company as well as operational changes
in the company’s business practices. Kearns determined that
Xerox would initiate a total quality management approach, that
they would take the time to “design it right the first time,” and
that the effort would involve all employees. Kearns and the
company’s top 25 managers wrote the Xerox Quality Policy,
which states:
Figure 1.5: Origin of the 1983 Xerox Quality Imperative
Xerox is a quality company. Quality is the basic business
principle for Xerox. Quality means providing our external and
internal customers with innovative products and services that
fully satisfy their requirements. Quality improvement is the job
of every Xerox employee.
This policy led to a process called Leadership Through Quality,
which had three objectives:
· 1. To instill quality as the basic business principle in Xerox,
and to ensure that quality improvement becomes the job of
every Xerox person.
· 2. To ensure that Xerox people, individually and collectively,
provide our external and internal customers with innovative
products and services that fully satisfies their existing and
latent requirements.
· 3. To establish, as a way of life, management and work
3. processes that enable all Xerox people to continuously pursue
quality improvement in meeting customer requirements.
In addition, Leadership Through Quality was di rected at
achieving four goals in all Xerox activities:
· • Customer Goal: To become an organization with whom
customers are eager to do business.
· • Employee Goal: To create an environment where everyone
can take pride in the organization and feel responsible for its
success.
· • Business Goal: To increase profits and presence at a rate
faster than the markets in which Xerox competes.
· • Process Goal: To use Leadership Through Quality principles
in all Xerox does.
Leadership Through Quality radically changed the way Xerox
did business. All activities, such as product planning,
distribution, and establishing unit objectives, began with a
focus on customer requirements. Benchmarking—identifying
and studying the companies and organizations that best perform
critical business functions and then incorporating those
organizations’ ideas into the firm’s operations—became an
important component of Xerox’s quality efforts. Xerox
benchmarked more than 200 processes with those of
noncompetitive companies. For instance, ideas for improving
production scheduling came from Cummins Engine Company,
ideas for improving the distribution system came from L.L.
Bean, and ideas for improving billing processes came from
American Express.
Measuring customer satisfaction and training were important
components of the program. Every month, 40,000 surveys were
mailed to customers, seeking feedback on equipment
performance, sales, service, and administrative support. Any
reported dissatisfaction was dealt with immediately and was
usually resolved in a matter of days. When the program was
instituted, every Xerox employee worldwide, and at all levels of
the company, received the same training in quality principles.
This training began with top management and filtered down
4. through each level of the firm. Five years, 4 million labor-
hours, and more than $125 million later, all employees had
received quality-related training. In 1988, about 79 percent of
Xerox employees were involved in quality improvement teams.
Several other steps were taken. Xerox worked with suppliers to
improve their processes, implement statistical methods and a
total quality process, and to support a just-in-time inventory
concept. Suppliers that joined in these efforts were involved in
the earliest phases of new product designs and rewarded with
long-term contracts.
Employee involvement and participation was also an important
effort. Xerox had always had good relationships with its unions.
In 1980, the company signed a contract with its principal union,
the Amalgamated Clothing and Textile Workers, encouraging
union members’ participation in quality improvement processes.
It was the first program in the company that linked managers
with employees in a mutual problem-solving approach and
served as a model for other corporations. A subsequent contract
included the provision that “every employee shall support the
concept of continuous quality improvement while reducing
quality costs through teamwork.”
Most important, management became the role model for the new
way of doing business. Managers were required to practice
quality in their daily activities and to promote Leadership
Through Quality among their peers and subordinates. Reward
and recognition systems were modified to focus on teamwork
and quality results. Managers became coaches, involving their
employees in the act of running the business on a routine basis.
From the initiation of Leadership Through Quality until the
point at which Xerox’s Business Products and Systems
organization won the Malcolm Baldrige National Quality Award
in 1989, some of the most obvious impacts of the Leadership
Through Quality program included the following:
· 1. Reject rates on the assembly line fell from 10,000 parts per
million to 300 parts per million.
· 2. Ninety-five percent of supplied parts no longer needed
5. inspection; in 1989, 30 U.S. suppliers went the entire year
defect-free.
· 3. The number of suppliers was cut from 5,000 to fewer than
500.
· 4. The cost of purchased parts was reduced by 45 percent.
· 5. Despite inflation, manufacturing costs dropped 20 percent.
· 6. Product development time decreased by 60 percent.
· 7. Overall product quality improved 93 percent.
Xerox learned that customer satisfaction plus employee
motivation and satisfaction resulted in increased market share
and improved return on assets. In 1989, president David Kearns
observed that quality is “a race without a finish line.”
Crisis and Quality Renewal
Throughout the 1990s, Xerox grew at a steady rate. However, at
the turn of the century, the technology downturn, coupled with a
decreased focus on quality by top corporate management,
resulted in a significant stock price drop and a new crisis (see
Figure 1.6). A top management shake-up, resulting in new
corporate leadership, renewed the company’s focus on quality,
beginning with “New Quality” in 2001 and leading to the
current “Lean Six Sigma” initiative.
Figure 1.6: Restrengthening Quality to Address a New Crisis
The New Quality philosophy built on the quality legacy
established in the 1983 Leadership Through Quality process.
Soon afterward, as Six Sigma became more popular across the
United States, this approach was refined around a structured,
Six Sigma-based improvement process with more emphasis on
behaviors and leadership to achieve performance excellence.
The new thrust, established in 2003 and called “Lean Six
Sigma” (see Chapter 11 for a detailed discussion), includes a
dedicated infrastructure and resource commitment to focus on
key business issues: critical customer opportunities, significant
training of employees and “Black Belt” improvement
specialists, a value-driven project selection process, and an
6. increased customer focus with a clear linkage to business
strategy and objectives. The basic principles support the core
value “We Deliver Quality and Excellence in All We Do” and
are stated as:
· • Customer-focused employees, accountable for business
results, are fundamental to our success.
· • Our work environment enables participation, speed, and
teamwork based on trust, learning, and recognition.
· • Everyone at Xerox has business objectives aligned to the
Xerox direction. A disciplined process is used to assess
progress towards delivery of results.
· • Customer-focused work processes, supported by disciplined
use of quality tools, enable rapid changes and yield predictable
business results.
· • Everyone takes responsibility to communicate and act on
benchmarks and knowledge that enable rapid change in the best
interests of customers and shareholders.
The key components of Xerox’s Lean Six Sigma are as follows:
· 1. Performance excellence process
· • Supports clearer, simpler alignment of corporate direction to
individual objectives
· • Emphasizes ongoing inspection/assessment of business
priorities
· • Clear links to market trends, benchmarking, and Lean Six
Sigma
· • Supports a simplified “Baldrige-type” business assessment
model
· 2. DMAIC (define, measure, analyze, improve, control)
process
· • Based on industry-proven Six Sigma approach with speed
and focus
· • Four steps support improvement projects, set goals
· • Used to proactively capture opportunities or solve problems
· • Full set of lean and Six Sigma tools
· 3. Market trends and benchmarking
· • Reinforces market focus and encourages external view
7. · • Disciplined approach to benchmarking
· • Establishes a common four-step approach to benchmarking
· • Encourages all employees to be aware of changing markets
· • Strong linkage to performance excellence process and
DMAIC
· 4. Behaviors and leadership
· • Reinforces customer focus
· • Expands interactive skills to include more team effectiveness
· • Promotes faster decision making and introduces new meeting
tool
The heart of Xerox’s Lean Six Sigma is the performance
excellence process, illustrated in Figure 1.7. It consists of three
phases: setting direction, deploying direction, and delivering
and inspecting results. It starts at the top of the organization—
even the chair and CEO, Anne Mulcahy, has an individual
performance excellence plan with objectives that are aligned
with organization goals and measures and targets for
assessment. This approach provides clear communication of
direction and accountability for objectives. A structured
approach is used to prioritize and select projects that have high
benefits relative to the effort involved in accomplishing them.
Statistical methods, lean work flow methods, and other process
management skills are used to drive improvement from a
factual, objective basis, driven by the DMAIC methodology.
Figure 1.7: Xerox Performance Excellence Process
Market trends and benchmarking help provide an external
perspective required to lead the market with innovative
products, services, and solutions and add value to the customer
experience. This component encourages all people to share
information and knowledge that enables changes in the best
interest of customers and shareholders. Finally, behaviors and
leadership reinforce customer-focused behaviors, based on the
principle that “Quality is the responsibility of every Xerox
employee.”
In 2003, Xerox trained more than 1,000 senior leaders across
8. the company and communicated this business approach, the key
differences from their quality legacy, and expectations to every
employee, and is rapidly moving Lean Six Sigma concepts from
manufacturing and supply chain into all business areas. They
recognize that full leadership commitment is the key ingredient.
As Anne Mulcahy noted, “What I worry most about is how to
return Xerox to greatness … Lean Six Sigma is not the only
answer, but it’s a significant part of the equation.”
Key Issues for Discussion
· 1. Contrast Leadership for Quality and Lean Six Sigma as
quality initiatives for Xerox. How did their motivations differ?
What differences or similarities are evident in the principles
behind these initiatives and the way in which they were
implemented?
· 2. What lessons might this experience—particularly in
responding to the new crisis—have for other organizations?
· 3. Discuss the meaning of “Quality is a race without a finish
line.” What is its significance to Xerox, or to any organization?
mpressive examples over the past several years illustrate the
value of uti-
lizing Six Sigma and related best practices for healthcare
quality and
process improvement.
Providers, however, continue to face a daunting and escalating
array of
challenges. Regulatory pressures, increased competition, cost
management
issues, workforce shortages and rising consumerism all vie for
attention and
remediation.
9. Occupying an increasingly prominent place on the healthcare
execu-
tive’s radar screen are issues involving clinical quality and
patient safety.
Instances of overuse, underuse and misuse of healthcare
services have been
costly to patients, providers and payers.
Prompted by illuminating reports from the Institute of
Medicine1, 2 and
scrutiny from groups such as Leapfrog, providers are seeking
effective
methods for both optimizing the care they deliver and
documenting the
improvements.
It is a pivotal moment in the history of medicine—one offering
great
promise through rapidly advancing technology and tremendous
pressure
to deliver better care to more people for less cost.
At this juncture, then, it seems an appropriate time for
reflection—both
on the progress made through Six Sigma applications and the
realm of
opportunities for the future. Drawing from research and
organizational
experience, we can evaluate achievements and explore the next
phase in
reshaping the industry.
Applications to Healthcare
The DMAIC (define, measure, analyze, improve and control)
approach
10. works quite well for any service line or process that can furnish
measurable
response variables.
Generally, four groups of metrics or response variables in
healthcare may
define a delivery system’s performance:
• Service level.
• Service cost.
• Customer satisfaction.
• Clinical excellence.
Service level metrics indicate the ability of the system’s
performance to
meet the expectations of patients, referring physicians and other
stake-
holders—critical to quality parameters (CTQs).
Each set of metrics has specific parameters. Service level
indicators may
be generalized as access to care, wait time, service time and
information
conveyance time. Service cost indicators include cost per unit
of service,
labor productivity and other factors associated with the cost of
providing
service. Customer satisfaction indicators may be segmented into
specific
Healthcare’s Horizon
FROM INCREMENTAL
11. IMPROVEMENT
TO DESIGNING
THE FUTURE.
I
By Richard Stahl,
MD, Yale-New
Haven Hospital;
Bradley Schultz
and Carolyn
Pexton, GE
Medical Systems
S I X S I G M A F O R U M M A G A Z I N E I F E B R U A
R Y 2 0 0 3 I 17
H E A L T H C A R E
groups such as patient and family, referring physician,
staff and payer.
Clinical excellence indicators may relate to a partic-
ular treatment pathway or department, such as com-
pliance with guidelines for prescription of aspirin to
12. myocardial infarction patients or reduction of rates of
infection contracted in a hospital or other healthcare
facility. Figure 1 illustrates sample metrics from an
emergency department.
Most healthcare organizations measure perform-
ance using some combination from these four groups,
but such analysis can be misleading since the metrics
often represent an average. Customers rarely experi-
ence the average performance of a system—instead,
they tend to experience the variability.
From Manufacturing to Medicine
Six Sigma came slowly to healthcare and initially was
met with some skepticism. This hesitancy stemmed in
part from disparities between processes driven by
humans vs. automated or engineered processes.
In manufacturing, it’s quite possible to eliminate
most—if not all—human variability through automa-
tion, creating precise measurement of assignable caus-
es of variation. In healthcare, however, the delivery of
patient care is largely a human process, and the caus-
es of variability are often more subtle and difficult to
quantify.
The challenge for healthcare institutions and staff
as they begin to embrace Six Sigma is to find a way to
leverage the data to drive human behavior. Where the
approach seems to have had greatest success,
providers combined a strong technical strategy (Six
Sigma) with a strong cultural strategy, such as change
acceleration process, and a sound operationalizing
mechanism, such as GE Medical Systems’ Work-Out,
Motorola’s Leadership Jump Start, lean, Pareto analy-
13. sis or decision trees. This is illustrated in Figure 2.
Leveraging all three aspects has led to notable
results. Most projects, however, involved optimizing
existing processes and retaining systems and struc-
tures bound by capital investment and traditional
grouping by function. A hospital’s IT system, for
example, may not fully support changing a given
process, but the facility might decide to simply opti-
mize around it until the investment is retired.
H e a l t h c a r e ’ s H o r i z o n
18 I S I X S I G M A F O R U M M A G A Z I N E I W W W .
A S Q . O R G
Figure 3. Capability Analysis: Report
Turnaround Time
Customer (physician) defined specifications: < 24 hours
Excellent mean performance, but 100,000 patient visits
per year equates to 22,000 physician disappointments.
N = 300
Mean = 14 hours
Standard deviation = 12 hours
Report turnaround time > 24 hours = 22%
Defect per million opportunities = 220,000
-40 -20 0 20 40
Defects
60 80
14. Source: GE Medical Systems
Figure 1. Response Variables
Service cost
Service level
Clinical excellence
Customer satisfaction
Financial analysis
Customer defined/
capability analysis
Outcomes research
Survey/focus groups
Translate customer critical to quality into process specifications
measurable specific response variables
Y11—Cost per procedure
Y12—Labor productivity
Y21—Triage
Y22—Assessment
Y23—Treatment
Y24—Disposition
Y31—Return rate
Y32—Cardiac patient time to aspirin
Y33—Cardiac patient discharged
with beta-blocker
15. Y41—Patient
Y42—Referring MD
Y43—Employee
Y1
Y2
Y3
Y4
Source: GE Medical Systems
Figure 2. Formula for Effective Results
The effectiveness (E) of the result is equal to the quality (Q)
of the solution times the acceptance (A) of the idea.
Six Sigma
methodology
Change
acceleration
process
Work-Out
or other operationalizing mechanism
Effective
results
Q x A = E
Source: GE Medical Systems
16. H e a l t h c a r e ’ s H o r i z o n
Service delivery methods in healthcare have also
become entrenched and often run counter to the
notion of customer centricity. It’s common in many
facilities, for instance, to take the patient to the care
rather than bring the care to the patient. Clearly, we
need new models to create a system that genuinely
meets patient needs.
A Brief Overview of DMAIC
To implement the right solution to a problem, you
need to understand the degree to which different fac-
tors may impact the variability of the project’s
response variable (Y) before specific solutions are
designed. Projects tend to focus on response variables
from the four groups mentioned earlier.
The initial define and measure phases of a project
essentially involve translating
the voice of the customer, or
CTQs, into measurable re-
sponse variables. Customer ex-
pectations—whether patients,
referring physicians, staff or
payers—are then used to estab-
lish process specifications for
those response variables. A
measurement of the process
capability to meet CTQs is per-
formed, and the end result is
expressed as a sigma level or
17. defects per million opportuni-
ties (DPMO). This concept is
shown in Figure 3, using cycle
time for reporting radiology
results.
In the analyze phase, the
team identifies the causal fac-
tors (X’s) likely to have the
greatest impact on the response
variable (Y). These factors are
classified as either controllable
or uncontrollable. If a factor
(X) is controllable and con-
tributes significantly to variabil-
ity in the response variable (Y),
then an opportunity to achieve a better result presents
itself by controlling the causal factor.
On the other hand, if the primary causal factors are
uncontrollable, a new process must be built to with-
stand that variability to the degree possible. Many fac-
tors in healthcare are quite predictable, though
uncontrollable—such as arrival rate at the emergency
room. See “Common Emergency Department Critical
to Quality Factors.”
In healthcare, the improve and control phases can
be most challenging since they often involve changing
human behavior. It probably comes as no surprise to
healthcare professionals that organizational structure
can actually inhibit process thinking. Inherently, there
are multiple silos across a typical facility and few exam-
ples of big picture oversight to unify conflicting agen-
das and constituencies.
18. S I X S I G M A F O R U M M A G A Z I N E I F E B R U A
R Y 2 0 0 3 I 19
Common Emergency Department
Critical to Quality Factors
Quality.
• Accuracy of diagnosis.
• Appropriateness of treatment.
• Timeliness of ser vice
• Wait times.
• Exam and treatment.
• Testing and report turnaround.
• Staff availability.
• Bed availability in emergency department and hospital.
• Responsiveness to squads.
Satisfaction of patient and referring doctor.
Cost of operations.
Productivity and workflow.
CUSTOMERS RARELY FEEL THE AVERAGE
PERFORMANCE OF A
SYSTEM––INSTEAD, THEY TEND TO EXPERIENCE THE
19. VARIABILITY.
H e a l t h c a r e ’ s H o r i z o n
The control phase, therefore, may require dis-
mantling root-bound bureaucracies growing around
ancient processes. To achieve long-term success, this
must be accompanied by new control measures and
process metrics to drive behavior changes.
Another challenge for healthcare is to institution-
alize the wins—in other words, to translate the
results from one area to another. For example:
• Adopt best practices to improve bed turnover
time from a given inpatient unit to all hospital
units.
• Translate ventilator weaning protocols from one
intensive care unit to another.
From Here to Futurity
Mistakes can be costly in any industry, and there
are essentially three ways to approach them. Ignore
them and hope for the best (not advisable in most
cases); find and fix them within existing processes;
or prevent them from occurring in the first place by
designing processes correctly from the ground up.
Using the DMAIC approach (the find and fix
method), many institutions have seen significant
improvement in various clinical and operational
processes. When coupled with proven change man-
20. agement and decision making techniques, some
have even been able to induce a beneficial transfor-
mation in the organizational culture.
But quantum leap changes in the delivery of
healthcare (and the prevention of errors through
ground floor development) will not come about
until providers begin the process of actually design-
ing for Six Sigma. In Six Sigma: The Breakthrough
Management Strategy Revolutionizing the World’s Top
Corporations, author Mikel Harry discusses the limits
of traditional Six Sigma initiatives:
The closer companies come to achieving Six
Sigma, the more demanding the improve-
ments become. At 4.8 sigma, companies hit a
wall that requires a redesigning of processes,
known as design for Six Sigma.3
This wall is often felt at significantly lower sigma
levels in healthcare and consists of bricks retained
from old systems and structures. To get through this
wall and create quantum leap change, healthcare
will have to adopt breakthrough or revolutionary
thinking in how systems are designed and built to
optimize the interaction of people, processes and
technology.
20 I S I X S I G M A F O R U M M A G A Z I N E I W W W .
A S Q . O R G
Figure 4. Design Process Map
Voice of the customer
Critical to quality
21. (CTQ) parameters
Service delivery system
design requirements
Subsystem/process
design requirements
Alignment of supporting
systems and structures
• Listening to the customer.
• Understanding what the customer wants.
• Segmenting customer needs or wants.
• Identifying the must haves and delighters.
• Translating customer CTQs into system
performance specifications.
• Translating performance specifications into
design considerations.
• Flowing system design requirements down to
each process step.
• Translating subsystem design requirements and
capability assessment.
• Organizational design.
• Staffing.
• Development.
• Measurement systems.
• Rewards and recognition.
• Communication.
• Information technology.
22. Source: GE Medical Systems
Figure 5. The Wall of Change Efforts
In
te
ns
ity
o
f c
ha
ng
e
ef
fo
rt
The wall
Stabilization Optimization
Time
Transformation
Source: GE Medical Systems
H e a l t h c a r e ’ s H o r i z o n
23. A Brief Overview of DFSS
The primary difference between DMAIC and design
for Six Sigma (DFSS) is that statistical tools are used to
design a new service delivery system, process or tool
rather than to improve the existing system. Customer
expectations are translated into process specifications
and then into system design requirements. These, in
turn, flow down into subsystem and process design
requirements.
Elements such as service, the care delivery model,
supporting systems and structures and facilities are
aligned with the resulting design specifications.
Similar to DMAIC, DFSS is a five-step process repre-
sented by the acronym DMADV (define, measure,
analyze, design and validate). Figure 4 is a design
process map, basically a criteria-rating matrix that
translates iteratively into system design requirements
and then into subsystem requirements—drilling down
into each level in order to design the process correct-
ly the first time.
Organizational Readiness for DFSS
It’s important to note not all organizations are ready
for DFSS. Healthcare institutions can be assessed for
readiness along a change continuum, illustrated in
Figure 5. Those at the far left have fundamentally
unstable operations and service delivery processes.
The environment is typically chaotic and repeatability
is often dependent on the performance of a few who
seem to understand the “magic” involved.
24. In these institutions, substantial improvement may
be achieved through developing and operationalizing
procedures that document the magic and begin mov-
ing it into the world of science.
This approach is often referred to in DMAIC as a
PM/CE/CNX/SOP approach—simply a shorthand
method of communicating the following:
• PM = process map.
• CE = cause-effect.
• CNX = controllable, not controllable, experimen-
tal variables.
• SOP = standard operating procedure.
The team first gains a common understanding
through process mapping (PM). Brainstorming then
follows to discover causes of process variability and
assess the effect (CE). Drivers of variability are classi-
fied as controllable, not controllable or experimental
(CNX).
In the analyze phase of a project, the contribution
S I X S I G M A F O R U M M A G A Z I N E I F E B R U A
R Y 2 0 0 3 I 21
Table 1. Process Improvement/
Solution
25. Design Continuum
Improvement
objectives >>> Stabilization Optimization Transformation
Methods Six Sigma—DFSS
When to use
Issues or drivers of
variability are well
understood. Primary
concern is building
consensus on solutions.
Causal factors or drivers
of variability not well
understood. Not in
a position to build
consensus on solutions.
White paper improvement
initiative or development of new
and future services designed to
exceed customer expectations.
26. Examples
Stabilization of service
level metrics such as wait
time through role clarity
and standard operating
procedures.
• Optimization of
operating room
capacity utilization.
• Optimization of
emergency department
or radiology throughput.
• New operating room pick sheet.
• New service line.
• Renovated facility.
• New hospital.
27. Work-Out
Kaizen
Quality circles
Six Sigma—DMAIC
Lean thinking
Total quality managment
to variation of the experimental
variables is quantified, but the
institution may not realize imme-
diate gains by developing SOPs
targeted at controllable variables.
In the second stage, processes
are stabilized but not yet opti-
mized. The performance service
delivery may be stable and
repeatable, but still fail to meet
28. customer expectations or oper-
ate at lower efficiency and high-
er cost. In these cases the appli-
cation of DMAIC will provide
the mechanism for process opti-
mization. This occurs by devel-
oping a sound understanding of
the mathematical relationship
between specific response vari-
ables (Y’s) and their causal fac-
tors (X’s).
Organizations eventually reach
the previously mentioned wall
where further optimization of
existing systems and structures is
no longer feasible. The wall is
unavoidable as customer expecta-
tions increase and the retention
of legacy systems restricts
improvement. Design then becomes an important
component of the strategy for transformation.
When considering the application of DMAIC or
DFSS to a process, the following considerations
29. become relevant:
• To what extent does the current process meet cus-
tomer expectations?
• Does it require decreased variability alone or a
radical shift in mean?
• How committed are you to current legacy systems
that support this process?
• What new developments are on the horizon? For
example, new pick sheet of materials needed for
operating room cases; new service line or center
of excellence; renovation of facility or new facility.
An example of a process improvement or solution
design continuum is shown in Table 1 (p. 21).
DFSS may be the better approach in cases where in
which the process is simply too broken to satisfy cus-
tomer expectations or further optimization is con-
strained by legacy systems and structures. The devel-
opment of new opportunities also invites DFSS as a
30. mechanism to design specifically for customer CTQs
as opposed to cloning old processes that may fall
short.
The DMADV Process
The define and measure phases of a DMADV proj-
ect are similar to those of DMAIC in collecting and
using voice of the customer data to develop process
performance specifications.
The difference with DMADV is that we’re often
dealing with new products or services, so measuring
existing performance against specifications is not pos-
sible. With DMADV, the goal is to predict the per-
formance of the new product or service and facilitate
evaluation and selection of the best design alternative.
To accomplish this ambitious task of translating
voice of the customer data into actionable design cri-
teria, there is a commonly used tool known as quality
function deployment (QFD). QFD is an advanced cri-
teria rating matrix, used in DMADV to:
• Identify customer needs or CTQs (the whats).
31. H e a l t h c a r e ’ s H o r i z o n
22 I S I X S I G M A F O R U M M A G A Z I N E I W W W .
A S Q . O R G
Table 2. Quality Function Deployment for New Emergency
And Trauma Center — Requirements
Y's X's
Customer expectations Importance
Parking and location signage well identified
Dedicated emergency room parking within 100 yards
of emergency department
Internal building signage clearly identifies location
Standardized triage process
No triage delays
Door to doctor time under 30 minutes
User friendly concentric wait area
Metal detectors at entrance
Staffing by arrival pattern demand
32. Patient communication model designed and
caregivers trained
Mechanisms to ensure staff accountability
Accurate diagnostics
Diagnostic cycle time specifications
Quality therapeutics
Decision to disposition cycle time less than 15 minutes
Coordination of aftercare by emergency department
Frequent patient contact and information exchange
Privacy of triage spaces
Privacy of treatment spaces
Availability of treatment supplies at point of care
Point of care testing
No delays to service due to parking 1
Ease of entrance identification and location 1
Ease of triage identification and location 2
Comfort and safety of wait area 3
Minimal wait time to see doctor 4
Minimal wait time to receive treatment 4
Privacy 3
To be kept informed of process status 4
Quality care 5
Positive caregiver interaction 5
33. Understand aftercare requirements 4
System requirements
H e a l t h c a r e ’ s H o r i z o n
• Weight customer needs by order of importance.
• Identify product and service features that meet
CTQs (the hows).
• Evaluate the ability of each feature to satisfy each
need.
For a new hospital service line, this process would be
repeated three times. The first iteration would match
customer needs with specific service line features. In
successive efforts, the hows become the whats.
The second iteration matches the features against
system level requirements. In the last iteration, system
level requirements are translated into subsystem level
34. requirements. A QFD for a new emergency and trau-
ma center illustrates the concept in Table 2.
Customer expectations are brainstormed and
weighted in the left-hand column. Potential system
requirements to satisfy these expectations are brain-
stormed in the right-hand column.
Each system level requirement is evaluated for its
ability to satisfy each customer requirement using a
high, medium and low scoring system, as in Figure 6.
The system requirement score in the bottom row of
the table indicates its relative importance. The custo-
mer expectation score in the table’s right-hand col-
umn indicates the extent to which this expectation is
S I X S I G M A F O R U M M A G A Z I N E I F E B R U A
R Y 2 0 0 3 I 23
Figure 6. Quality Function Deployment for New Emergency and
Trauma Center — Results
Source: GE Medical Systems
35. H e a l t h c a r e ’ s H o r i z o n
covered by the listed systems requirements and can be
compared to the weight of the associated customer
expectation.
System design requirements can then be sorted in
order of importance, as in the Pareto chart in Figure
7. The system design requirements become the expec-
tations (Y’s) for the next flow down, and the process is
repeated two more times.
On the surface, this process may seem arbitrary and
subjective. If executed correctly, however, using voice
of the customer data to drive the importance of the
whats and sound capability data to impact the hows, a
very clear picture of overall design requirements and
the trade-off between competing interests will emerge
with clarity.
It is important to note all customer needs are not
created equal in this process. Features that currently
exceed customer expectations and are considered
delighters will quickly become expected must haves
36. tomorrow.
This concept is illustrated using Kano’s model in
Figure 8 and must be considered carefully in assigning
importance to customer needs. The model is followed
by an illustration of the first iteration of the QFD
process that matches features with customer needs.
The define and measure phase of a DMADV project
may be summarized as a process of CTQ flow-down.
The analyze phase can be summarized as a process of
capability flow-up. This is where DMAIC and DMADV
differ significantly.
24 I S I X S I G M A F O R U M M A G A Z I N E I W W W .
A S Q . O R G
Figure 7. Emergency and Trauma Center Pareto Chart
Staffing by arrival pattern demand
Accurate diagnostics
Mechanisms to ensure staff accountability
Quality therapeutics
37. Door to doctor time under 30 minutes
Coordination of aftercare by emergency department
Frequent patient contact and information exchange
No triage delays
Patient communication model designed and caregivers trained
Diagnostic cycle time specifications
Decision to disposition cycle time less than 15 minutes
Standardized triage process
Availability of treatment supplies at point of care
User friendly concentric wait area
Metal detectors at entrance
Privacy of triage spaces
Privacy of treatment spaces
Internal building signage clearly identifies location
Point of care testing
Parking and location signage well identified
Dedicated emergency room parking within 100 yards of
emergency department
38. 0 50 100 150 200
Source: GE Medical Systems
WHEN APPROPRIATELY IMPLEMENTED WITH
LEADERSHIP SUPPORT AND
THE UTILIZATION OF CHANGE MANAGEMENT
TECHNIQUES TO ADDRESS
CULTURAL BARRIERS AND BUILD ACCEPTANCE, SIX
SIGMA HAS
ACHIEVED MEASURABLE SUCCESS.
H e a l t h c a r e ’ s H o r i z o n
In DMAIC, an understanding of causal factors on a
specific process outcome is quantified mathematically.
In DMADV, a specific process supporting a service line
feature and customer need may not exist. Where it
does, capability can be measured directly as illustrated
39. in the DMAIC section.
In cases involving new processes, systems and struc-
tures, the capability may be projected or forecast using
modeling. In healthcare, the models most relevant to
a new service line are those targeted at understanding
capacity, patient queuing, provider resource alloca-
tion and patient routing. This concept is illustrated in
Figure 9.
For a healthcare service line, the end result of the
analyze phase of a DMADV project is twofold:
1. Develop a mathematical expression of customer
needs translated to specific service line features,
service delivery system, and service subsystem
and process design specification.
2. Match needs and requirements against a mathe-
matical expression of existing or forecast pro-
posed process capabilities.
During the design phase, an optimal design is select-
ed and implemented based upon the merging of the
CTQ flow-down and the capability flow-up into an
40. integrated design scorecard. Capability forecasting
and analysis provides insight into how well design
requirements will be met, and the QFD translates this
into customer satisfaction. The result is a formalized,
mathematical model for understanding customer
impact associated with specific design alternatives and
trade-offs.
Finally, in the validate phase, the actual perform-
ance from a subsystem is measured against predicted
performance through the confirmation of customer
satisfaction. In a manufacturing environment this is
achieved through component, subsystem and system
level testing.
In healthcare, however, the opportunity to test seg-
ments of the service line may or may not exist. What
becomes more important in a healthcare application
of DMADV is the degree to which appropriate con-
trols are operationalized to consistently yield pre-
dictable results.
Full realization of designed service line entitle-
ments depends on translating the vision of these
entitlements to specific behaviors. This requires
41. appropriately targeted changes in recruitment, staff
development, measurement systems, performance
evaluation, incentives, communication and informa-
tion technology.
The validation phase of a DMADV project also
affords the opportunity to rethink many institutional
processes, systems and structures. For example, evalu-
ating design alternatives for a new imaging depart-
ment may indicate the existing patient registration
process will not meet customer expectations.
Redesign of this process should trigger rethinking of
patient registration across the institution and, at the
very least, provide a structured approach to institu-
tional transformation of service.
S I X S I G M A F O R U M M A G A Z I N E I F E B R U A
R Y 2 0 0 3 I 25
Figure 8. Kano’s Model
Customer satisfaction
+
43. 2. Features
3. Delighters
3
2
1
Figure 9. DFSS Process
Customer
needs
Service line
features
Service system
design requirements
Subsystem and process
design requirments
Cr
iti
45. flo
w
-u
p
Source: GE Medical Systems
H e a l t h c a r e ’ s H o r i z o n
Measurable DMAIC Successes
As a methodology for process and quality improve-
ment, Six Sigma has demonstrated its ability to adapt
to virtually any process—including patient care.
Recorded achievements do not seem to be based on
the type or demographics of the organization. Six
Sigma has taken root in a wide variety of settings: with-
in individual departments, throughout small, rural
hospitals, within large teaching facilities and across
multihospital systems.
46. When appropriately implemented with leadership
support and the utilization of change management
techniques to address cultural barriers and build accept-
ance, Six Sigma has achieved measurable success.
The DMAIC approach has been deployed in hospi-
tals and health systems to improve service levels, cost
productivity and customer satisfaction. Conceding the
inherent distinctions between manufacturing and
medicine, however, it’s important to acknowledge the
impact of human variability on statistical process con-
trol and the importance of cultivating acceptance for
service based change initiatives.
What’s Next?
Building on the success of the DMAIC model, the
next platform for healthcare will likely follow the
DFSS approach with continued emphasis on accept-
ance. DMAIC optimizes existing processes, while
DFSS can be used to create and institute an entirely
new model for healthcare. Both promises and pitfalls
accompany current applications of Six Sigma within
healthcare, and organizations will need to carefully
assess their own unique needs and preparedness for
47. either targeted or systemic change.
The 21st century healthcare organization faces mul-
tiple challenges. Some are complex, longstanding
and unresolved issues, and others are emerging trends:
• Workforce shortages.
• Rising consumerism and patient expectations.
• The Health Insurance Portability and Accountability
Act of 1996 and other compliance issues.
• Quality and patient safety.
• Reimbursement issues.
• Aging of the population.
• Regulatory constraints.
• Increasing acuity of illness.
• Disaster preparedness.
Driven by a confluence of such significant factors,
48. the healthcare industry may soon gravitate toward an
evidence based design of new systems and structures
as a more verifiable and sustainable way to deliver
optimal patient care.
There are no easy answers and no overnight solu-
tions. It will take a considerable commitment and a
concerted effort on the part of all stakeholders to
embrace a new paradigm and build a better health-
care system by design.
REFERENCES
1. Institute of Medicine, Crossing the Quality Chasm: A New
Health System for
the 21st Century, National Academy Press, 2001.
2. Institute of Medicine, To Err is Human: Building a Safer
Health System,
National Academy Press, 1999.
3. Mikel Harry and Richard Schroeder. Six Sigma, The
Breakthrough
Management Strategy Revolutionizing the World’s Top
49. Corporations, Currency,
2000.
BIBLIOGRAPHY
A New Vision for Healthcare, Committee for Economic
Development, 2002.
Burda, David, ed., “By the Numbers,” Modern Healthcare, Dec.
24, 2001.
Chassin, M.R., “Is Health Care Ready for Six Sigma Quality?”
Milbank
Quarterly, Nov. 4, 1998.
Chowdhury, Subir, Design for Six Sigma: The Revolutionary
Process for
Achieving Extraordinary Profits, Dearborn Trade Publishing,
2002.
Pande, Peter S., Robert P. Neuman and Roland R. Cavanagh.
The Six Sigma
Way: How GE, Motorola and Other Top Companies are Honing
Their
Performance, McGraw-Hill, 2000.
50. 26 I S I X S I G M A F O R U M M A G A Z I N E I W W W .
A S Q . O R G
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THE CONTROL PHASE MAY REQUIRE DISMANTLING
ROOT-BOUND
BUREAUCRACIES GROWING AROUND ANCIENT
PROCESSES.
Week 5 - Final Paper
Final Paper
For the Final Paper use the U.S. Postal Service (USPS) as the
main organization to critically analyze
51. and provide suggested improvements steps/actions based on
what you have learned in this course to
help the company achieve performance excellence. Use the
Xerox case study that can be found in the
textbook as a sample. Also, refer to the Healthcare’s Horizon
article found through:
• http://asq.org/pub/sixsigma/past/vol2_issue2/stahl.pdf
(http://asq.org/pub/sixsigma/past/vol2_issue2/stahl.pdf)
Please create a critical analysis through answering the
following:
• The Total Quality Management methodologies or practices
that the organization uses or plans to
use to align performance excellence with its business
objectives,
• Knowledge of Total Quality Management marketing that
focuses on meeting customers’ needs
52. and practices to help build a customer-focused culture.
• Evaluate techniques to enhance design of work processes,
process control, and process
improvement,
• Examine tools and techniques that support Six Sigma
philosophy, quality in product design,
process design, and/or statistical process control (SPC) for
monitoring either the company’s
service processes. Illustrate by using at least two relevant charts
or figures in describing the tools
and techniques.
Writing the Final Paper
The Final Paper:
• Submit the assignment as an MS Word document.
• Must be 2,400 – 3,500 words (excluding title page and
53. references page) in length, double-
spaced and formatted according to APA style as outlined in the
Ashford Writing Center.
Contextual (Level One) headings must be used to organize your
paper and your thoughts. Must
include a title page with the following:
◦ Title of paper
◦ Student’s name
◦ Course name and number
◦ Instructor’s name
◦ Date submitted
• Must address the topic of the paper with critical thought.
• Must utilize at least four scholarly and/or peer-reviewed
source from the Ashford Library in
54. addition to the textbook.
• Must document all sources in APA style, as outlined in the
Ashford Writing Center.
This tool needs to be loaded in a new browser window
• Must include a separate reference page, formatted according to
APA style as outlined in the
Ashford Writing Center.
Carefully review the Grading Rubric
(https://ashford.waypointoutcomes.com/assessment/9543/previe
w) for the criteria that will be used to
evaluate your assignment.
Waypoint Assignment
Submission
55. The assignments in this course will be submitted to Waypoint.
Please refer to the instructions below to
submit your assignment.
1. Click on the Assignment Submission button below. The
Waypoint "Student Dashboard" will open
in a new browser window.
2. Browse for your assignment.
3. Click Upload.
4. Confirm that your assignment was successfully submitted by
viewing the appropriate week's
assignment tab in Waypoint.
For more detailed instructions, refer to the Waypoint Tutorial
(https://bridgepoint.equella.ecollege.com/curriculum/file/dc358
708-3d2b-41a6-a000-
ff53b3cc3794/1/Waypoint%20Tutorial.pdf)