BUSI 650 LIBERTY UNIVERSITY Discussion_Thread__Process_Improvement_2024.pdf

DISCUSSION THREAD: PROCESS IMPROVEMENT 1

Marcos Reis Campos, MBA

BUSI 650

Liberty University

June 16, 2024

Key Concept Explanation

DISCUSSION THREAD: PROCESS IMPROVEMENT 2

The potential for a minor mishap to lead to the permanent closure or insolvency of a

business is a significant concern for many businesses, leading them to be hesitant about

modifying their organizational structure. This may take place in principle; however, it is never

the case in practice. All management teams should be aware that change can only occur through

proactive strategic planning. Through meticulous and comprehensive planning and preparation, it

is feasible to not only implement change but also guarantee its close monitoring and

management. One of the most effective methods is the Six Sigma Improvement Plan

(Wiengarten et al., 2019). However, there are a plethora of alternative approaches.

To make process outputs better, managers can use the Six Sigma methodology, which

involves finding and getting rid of the main causes of mistakes and variations in different

processes in a planned way (Sodhi et al., 2020). This topic is further elucidated in the course

manual, which investigates strategies that may reveal the process's fundamental deficiencies or

require its complete revision. In the event of a fundamental issue, it is recommended to

discontinue the process and begin anew. If the process is not fundamentally defective but there is

room for improvement, it is essential to identify the issue before addressing it (Meredith &

Shafer, 2019). However, the Six Sigma Plan generates extraordinary results, regardless of its

evident simplicity. Numerous articles in my business studies, such as the one cited in this post,

have examined the potential advantages of this approach to a company's bottom line by

identifying areas in which their supply chain may require substantial enhancements.

Comparison

Rather than focusing on a single strategy, the textbook offers an exhaustive overview of a

diverse array of methods that can be employed to improve supply chain operations. Despite this,

the book does offer a few details regarding the origins of Six Sigma and offers a plethora of case

DISCUSSION THREAD: PROCESS IMPROVEMENT 3

studies of businesses that have implemented it. I chose this research study to gain a better

comprehension of the Six Sigma methodology's influence on the automotive industry's problem-

solving process. Decreasing the degree of variation that occurs during the company's

manufacturing process is one of the objectives.

I have concluded that the decision to implement the Six Sigma plan is contingent upon a

variety of factors, as per the results of my investigation. The company's production volume, its

organizational scale, the industry in which it operates, and the character of the supply chain

problem are all components of this equation (Kumar et al., 2023). In our investigation, we

examined the impact of the Six Sigma methodology on the productivity and outputs of a

commercial enterprise. The Six Sigma Plan, intended to significantly reduce operational errors

by reducing variations or deviations, is comprehensively explained in the textbook. The article

and the supplemental reports both provide ample evidence of this point by illustrating that the

plan sigma level increased from 1.59 to 5.53 during the project's execution (Sodhi et al., 2020).

Article Summary

According to Sodhi et al. (2020), Six Sigma is a technique that aims to improve quality

by lowering defect rates, optimizing processes, limiting process variability, and applying

continuous innovations. The findings of a study on the use of Six Sigma are presented in this

article, which focuses on SMEs. This essay delves into the DMAIC technique of Six Sigma

using a tiny seat slider fastener made in Mohali, Punjab, India. Reduced occurrences of

variational problems with car seat slider closures are the target.

Due to the seat slider's high rejection rate, which prevented it from moving through its

full range of motion, the manufacturer discovered a problem with the lock nut's tolerance limit.

Customers' complaints and the risk to their safety from using the company's goods in Mohali

DISCUSSION THREAD: PROCESS IMPROVEMENT 4

necessitated a quick drop in the rejection rate. The business used the Six Sigma DMAIC

technique to fix the production problem when it was identified. To fix the problem, the business

used the Five Sigma DMAIC process: define, measure, analyze, improve, and control. During

the improvement phase, the organization diagnosed an alignment problem as the main reason for

the disparities. The manufacturer ensured the lock remained the right size by widening it to

compensate for the deformations seen during bending. The firm diligently checks the size of the

lock fasteners after every 100 locks since they constantly track and oversee the manufacture of

the locks. After the changes were made, the company saw that the problem with rejection had

been fixed completely. The smooth movement of the seat ensured excellent outcomes and

delighted customers. Reduced management and spending expenses and higher customer

satisfaction were the results of a decrease in product loss due to item revisions or excessive use

of the incorrect size kernel.

Biblical Integration

Adapting to new circumstances is crucial for the growth of companies, but it is also

something we Christians must do. As the essay shows, problems arise when people in an

organization are unaware of vital details. Neglecting our connection with God will bring disaster

upon ourselves and others around us, as stated clearly and powerfully in Proverbs 19:16. The

principles of the commandment will bring destruction to those who disobey them, but everlasting

life to those who obey them. John 16:13 promises that the Holy Spirit will lead us in everything

that we do, and it gives us confidence that when we make a change, our lives will improve.

Relying on divine providence and plans for our lives might help us avoid making mistakes and

poor decisions. Putting one's faith in the Lord and not in one's own brainpower is the best course

of action. A life lived in gratitude to him will lead you in the right direction.

DISCUSSION THREAD: PROCESS IMPROVEMENT 5

Application

The administrators of a business can guide the ship in the appropriate direction when it

has a well-defined strategy for growth and development. Management systems establish

standards, procedures, norms, and guidelines to guarantee the efficiency of the supply chain.

Optimization strategies, including the Six Sigma Plan, may be implemented to accomplish this

objective. This strategy enabled the aviation industry to recognize the necessity for more

advanced, fuel-efficient, and aesthetically appealing aircraft in the late 20th century (Wieland,

2021). The airplane's design was customized to satisfy consumer needs while simultaneously

reducing costs. In response to the swiftly evolving customer-centric aviation sector, numerous

aircraft manufacturers have been exploring novel aircraft design strategies. Boeing and Airbus

were once among the most prominent names in the aircraft manufacturing industry. The

aerospace industry experienced a decline in profits and confidence due to Boeing's production

issues, resulting in extended production lead times. Toyota Corporation's operational

performance was elevated to a world-class level through the implementation of lean

manufacturing, which Boeing implemented during challenging periods (Wieland, 2021).

Boeing created a cognitive framework to show a connection between the 3P Moonshine

technique's efficacy and its application. Therefore, Boeing can anticipate its customers' needs

and devise effective, innovative solutions. Boeing is committed to the design thinking approach,

which emphasizes the importance of staff members understanding the client's perspectives on the

client's workplace, significant business challenges, and potential opportunities (Wieland, 2021).

Annotated Bibliography

DISCUSSION THREAD: PROCESS IMPROVEMENT 6

Agyeman, N. E. S. (2021). The impacts of lean principles on the production of civil

aircraft in Boeing. Aircraft Engineering, 93(1), 212-217. https://doi.org/10.1108/AEAT-

05-2020-0107

This article examines the impact of lean concepts on Boeing's civil aircraft manufacturing

by employing the Boeing Manufacturing System as an illustration. Methods, Designs,

and Strategies. This article examines the utilization of lean literature by the Boeing

Company, writers, and academicians. The examination of these books and articles

facilitated our understanding of the motivations behind Boeing's decision to initiate the

lean voyage and the modifications they implemented. The results indicate that lean offers

Boeing a comprehensive approach to managing the value stream it employs.

Furthermore, it demonstrates a sustainable business strategy that Boeing can implement

to ensure its ongoing success. This strategy prioritizes the requirements of the industry

and its consumers and promotes the development of innovative solutions to address those

needs. This study can be highly advantageous for emerging aircraft manufacturers

seeking to enhance their manufacturing efficiency and ensure customer contentment.

Wiengarten, F., Li, H., Singh, P. J., & Fynes, B. (2019). Re-evaluating supply chain integration

and firm performance: Linking operations strategy to supply chain strategy. Supply Chain

Management, 24(4), 540-559. https://doi.org/10.1108/SCM-05-2018-0189

Supply chain integration is essential to supply chain management today. This study

identified factors that inhibit SCI's ability to improve performance. The authors evaluated

this idea using many samples from the IMSS data set during its many revisions. This

study relies on quasi-independent data. The authors work examines the effects of SCI on

performance using many datasets across multiple time periods, although it is not

DISCUSSION THREAD: PROCESS IMPROVEMENT 7

longitudinal. Comparing our study to others, we think the recurrent cross-sectional

technique is best. IMSS statistics are also methodologically constrained. The selection is

not random. To increase trust in future study results, sample selection must be more

thorough. Since just one person completed the IMSS survey, method bias may exist. The

Strategic Competitiveness Index (SCI) and International Management Survey (IMSS)

have shown little fluctuation in business performance over time. This makes comparing

results difficult and implies technology, company mentality, and managerial changes.

We have made significant theoretical advances despite these restrictions. These results

should motivate future studies to go beyond the linear link between SCI and performance.

Complexity aside, SCI is an effective supply chain management method. This strategy is

practical, but academics and practitioners must be cautious while analyzing and using its

tools.

Kumar, S., Swarnakar, V., Phanden, R. K., Antony, J., Jayaraman, R., & Khanduja, D. (2023).

Analyzing critical success factors of lean six sigma for implementation in indian

manufacturing MSMEs using best-worst method. Benchmarking: An International

Journal, https://doi.org/10.1108/BIJ-08-2022-0540

The qualities that assist Indian manufacturing MSMEs in the implementation of Lean Six

Sigma (LSS) should be identified, assessed, and prioritized. This investigation could

prove advantageous to academia and managers in India who are contemplating the

implementation of Lean Six Sigma (LSS) in micro, small, and medium-sized enterprises

(MSMEs). The CSFs were identified through a comprehensive literature review and

questionnaire survey. Lean Six Sigma experts used the Best Worst Method (BWM) to

prioritize Critical Success Factors (CSFs). The objective of this investigation is to

DISCUSSION THREAD: PROCESS IMPROVEMENT 8

ascertain the factors that contributed to the success of Lean Six Sigma (LSS) in the

industrial sectors of Indian MSMEs. The most crucial Critical Success Factors (CSFs)

were strategy-based, then bottom-line, category, and supplier-based CSFs. The study's

limitations and implications for MSMEs in India will be the primary focus of the

investigation. The global service sector may be able to accommodate MSMBs if this

concept gains traction. This investigation will facilitate the comprehension of the micro,

small, and medium enterprises (MSMEs) in India's manufacturing sector by industrial

researchers, administrators, and decision-makers. The implementation of Lean Six Sigma

is exemplified by the relative relevance of Critical Success Factors (CSFs). Managers

allocate resources and make strategic decisions by employing prioritized Critical Success

Factors. Leaders may coordinate initiatives by employing Critical Success Factors.

Academic research focuses on the primary factors that facilitate the adoption of LSS by

Indian MSMEs, while industry professionals acquire the skills necessary to enhance LSS

programs. Other MSME businesses all over the world could adopt this research's

methodical approach, thereby advancing our understanding of the adoption of LSS. This

investigation investigates the Critical Success Factors (CSFs) of Lean Six Sigma (LSS)

deployment in Indian SMEs to address knowledge deficits. The deployment of LSS in

Indian MSMEs has received minimal attention, despite the profusion of studies. The

study stands out for its CSF-focused literature analysis, questionnaires, and BWM.

Sodhi, H. S., Singh, D., & Singh, B. J. (2020). A conceptual examination of lean, six-

sigma, and lean six-sigma models for managing waste in manufacturing SMEs. World

Journal of Science, Technology and Sustainable Development, 17(1), 20-32.

https://doi.org/10.1108/WJSTSD-10-2019-0073

DISCUSSION THREAD: PROCESS IMPROVEMENT 9

Lean Manufacturing, Six Sigma, and LSS were evaluated through the examination of

journal articles. Professionals have developed transmission models for various substances

in accordance with their intended use. The objectives of Six Sigma and Lean are

comparable. Both endeavor to minimize waste and establish the most efficient system;

however, they employ distinct methodologies. The identification of waste is a point of

contention between Six Sigma and Lean. Six Sigma reduces defects, while Lean

assembly reduces waste and errors. Analysts compare Six Sigma and Lean, despite their

functioning more effectively in conjunction. The applicability of Lean and Six Sigma is

one of their most significant distinctions. Six Sigma may mitigate errors in both

production and non-production environments; however, Lean is implemented in the

manufacturing sector. Although Six Sigma and Lean oppose, both try to minimize waste

to facilitate efficient operations. Numerous investigations are conducted to determine the

optimal methodology. Examine job execution to reduce workplace inefficiencies and

save time. Lean optimizes user value with minimal resources. To increase customer

satisfaction and reduce costs, Six Sigma strives for faultless results. The primary

distinction between Six Sigma and Lean is their respective areas of emphasis. Lean

enhances efficiency, while Six Sigma guarantees consistency. The quality of products

and services has been enhanced through the implementation of Lean and Six Sigma

process optimization.

Wieland, A. (2021). Dancing the supply chain: Toward transformative supply chain

management. The Journal of Supply Chain Management, 57(1), 58-73.

https://doi.org/10.1111/jscm.12248

DISCUSSION THREAD: PROCESS IMPROVEMENT 10

A static and reductionist perspective on the supply chain and its management has been

the defining characteristic of the most influential supply chain management (SCM)

theories. These theories posit that individuals worldwide are in search of resources and

labor at a low cost. Consequently, supply networks are often managed without

considering their broader contextual context. This viewpoint fails to acknowledge that

supply networks have developed into complex, vulnerable, and detrimental systems. The

current and previous crises have taught us the importance of the interconnectedness and

dynamic nature of supply network architecture and processes in relation to global

political and economic events. This article elaborates on the concept of panarchy theory

to offer an alternative viewpoint on the supply chain. It rejects the conventional,

modernist interpretation of supply chain management in favor of a more comprehensive,

social-ecological model. Instead, it introduces a more modern approach called "dancing

the supply chain." A panarchy is a network of interdependent adaptive cycles that extends

across a range of temporal, spatial, and significance levels. It lays the groundwork for

transformative supply chain management (SCM) and more effectively depicts the

complexities of the world than static and reductionist methodologies.

Wiengarten, F., Li, H., Singh, P. J., & Fynes, B. (2019). Re-evaluating supply chain

integration and firm performance: Linking operations strategy to supply chain strategy.

Supply Chain Management, 24(4), 540-559. https://doi.org/10.1108/SCM-05-2018-0189

Supply chain integration is essential to supply chain management today. This study

identified factors that inhibit SCI's ability to improve performance. We evaluated this

idea using many samples from the IMSS data set during its many revisions. Our work has

several limitations, especially in quantitative analysis; thus, our results should be

DISCUSSION THREAD: PROCESS IMPROVEMENT 11

evaluated with caution. This study relies on quasi-independent data. Our work examines

the effects of SCI on performance using many datasets across multiple time periods,

although it is not longitudinal. Comparing our study to others, we think the recurrent

cross-sectional technique is best. IMSS statistics are also methodologically constrained.

The selection is not random. To increase trust in future study results, sample selection

must be more thorough. Since just one person completed the IMSS survey, method bias

may exist. The Strategic Competitiveness Index (SCI) and International Management

Survey (IMSS) have shown little fluctuation in business performance over time. This

makes comparing results difficult and implies technology, company mentality, and

managerial changes.

The authors made significant theoretical advances despite these restrictions. These results

should motivate future studies to go beyond the linear link between SCI and performance.

Complexity aside, SCI is an effective supply chain management method. This strategy is

practical, but academics and practitioners must be cautious while analyzing and using its

tools.

References

Agyeman, N. E. S. (2021). The impacts of lean principles on the production of civil aircraft in

Boeing. Aircraft Engineering, 93(1), 212-217. https://doi.org/10.1108/AEAT-05-2020-

0107

DISCUSSION THREAD: PROCESS IMPROVEMENT 12

Kumar, S., Swarnakar, V., Phanden, R. K., Antony, J., Jayaraman, R., & Khanduja, D. (2023).

Analyzing critical success factors of lean six sigma for implementation in indian

manufacturing MSMEs using best-worst method. Benchmarking: An International

Journal, https://doi.org/10.1108/BIJ-08-2022-0540

Meredith, J. R., & Shafer, S. M. (2020). Operations and supply chain management for MBAs

(7th ed.). Hoboken, NJ: John Wiley & Sons, Inc. ISBN: 9781117563235

New International Version Bible. (1983). NIV Online. https://www.biblestudytools.com/niv/

Sodhi, H. S., Singh, D., & Singh, B. J. (2020). A conceptual examination of lean, six sigma and

lean six sigma models for managing waste in manufacturing SMEs. World Journal of

Science, Technology and Sustainable Development, 17(1), 20-32.