BUSI 830 Liberty WK 7 In App Delivery Time of Business Enterprises Case Study-assign.pdf

BUSI 830

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DMAIC CASE STUDY (DRAFT) ASSIGNMENT INSTRUCTIONS

OVERVIEW

In this module we will develop a business-facing DMAIC-based case study. The seven article

readings and your own supporting research have provided a variety of example designs to

include single-case holistic to multiple-case embedded case studies. You may submit your

DRAFT as many times as desired for the SafeAssign originality checker. (HINT: The more

substance you provide in this DRAFT, the more feedback you can receive. The purpose of this

DRAFT and the assignment’s points significance are to ensure you make sufficient progress and

receive at least some contextual feedback on something more than a simple heading outline.

Ultimately this early progress and significant feedback should lead to better FINAL project

scores.)

INSTRUCTIONS

After reviewing the Learn material for the Module: Week, in current APA format:

Craft an outline and topic sentences and planned Lean Six Sigma Tools (or DRAFT) of a

project-team (no Kaizen approach) DMAIC Case Study that ultimately will integrate Lean

Six Sigma tools and biblical worldviews (See Module/Week 8 - DMAIC (FINAL) Case

Study Assignment Instructions and rubric for more details). Finally, carefully review the

DMAIC (DRAFT) Case Study Assignment Rubric for the expected degree of completeness for

this DRAFT (a substantial amount of research should be completed).

Required Format

There is no minimum word count requirement, but the DRAFT needs to be written with these

main sections:

Cover page

Abstract

Introduction

Case Study ‘Plan’

Define Phase

Measure Phase

Analyze Phase

Improve Phase

Control Phase

Conclusion

References

Other Requirements

Materials submitted to fulfill requirements in one course may not be submitted in another course.

Concerns about the propriety of obtaining outside assistance and acknowledging sources should

be addressed to the instructor of the course before the work commences and as necessary as the

work proceeds.

BUSI 830

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 The cover page must include this statement as an author’s note: “By submitting this

assignment, I attest this submission represents my own work, and not that of another

student, scholar, or internet source. I understand I am responsible for knowing and

correctly utilizing referencing and bibliographical guidelines. I have not submitted this

work for any other class.”

 In addition to the course textbook(s) and the Bible, this paper must include at least 10

references from scholarly articles that have publication dates no older than 5 years. Do

not use any books other than the Bible and the textbook. Do not conduct interviews.

 There should be at least the scripture of one planned biblical integration.

 Submit your final document for grading with file name syntax: Last NameFirst Initial

Project#. For example: PhilebaumJ Project7.doc (no .pdfs)

Grading Metrics

Consult the accompanying rubric for how your instructor will grade this assignment. Also, any

form of plagiarism, including cutting and pasting, will result in zero points for the entire

assignment. All quoted materials must be properly cited in current APA format.

Note: Your assignment will be checked for originality via the Turnitin plagiarism tool. The tool

is a starting point for instructors to check overall Academic Integrity and higher scores generally

indicate a higher probability of Academic Misconduct. The higher a score, the higher the

probability that there are too many quotations included in the narrative, and/or there are passages

that have not been properly cited.

BUSI 830

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DMAIC CASE STUDY (FINAL) ASSIGNMENT INSTRUCTIONS

OVERVIEW

In this final Module: Week, you will synthesize the qualitative research methodology of Case

Study research (and applications) (Yin, 2018) as well as the practical use of Lean Six Sigma

(Hall & Scott, 2016; George et al., 2005) to develop a business-facing DMAIC-based case study.

Also, the seven article readings and your own supporting research has provided a variety of

example designs to include single-case holistic to multiple-case embedded case studies.

INSTRUCTIONS

After reviewing the Learn material for this Module: Week and review of the rest of the course, in

current APA format, design a comprehensive (non-Kaizen) DMAIC Case Study integrated with

Lean Six Sigma tools and biblical worldviews. This must include a plan overview section, as

well as design, measure, analyze, improve, control phases.

Create a real-world case (that is, make sure the story is believable, i.e. it consists of sequence of

time and events, problems and issues to solve, identities [positions/titles] and so on.) Sanitize all

names and use only fictitious data. Use at least 3 Lean Six Sigma tools (George et al. (2005) by

chapter [e.g. a value stream mapping and process flow tool, a data collection tool, an identifying

and verifying causes tool, etc.]) and show your work (i.e. if using a value stream map,

measurement selection matrix, scatter plot, etc.; design a graph, chart, or figure as appropriate,

insert, and refer to such as per APA.) If there could be any doubt, the emphasis of this project is

the DMAIC Case Study process. (HINT: The Cabrita et al. (2016) article serves as an excellent

example.)

Required Format

This 2400 minimum, 3000 maximum word paper needs to be written with these main sections:

Cover page

Abstract

Introduction

Case Study ‘Plan’

Define Phase

Measure Phase

Analyze Phase

Improve Phase

Control Phase

Conclusion

References

Other Requirements

Materials submitted to fulfill requirements in one course may not be submitted in another course.

Concerns about the propriety of obtaining outside assistance and acknowledging sources should

BUSI 830

Page 2 of 3

be addressed to the instructor of the course before the work commences and as necessary as the

work proceeds.

 The cover page must include this statement as an author’s note: “By submitting this

assignment, I attest this submission represents my own work, and not that of another

student, scholar, or internet source. I understand I am responsible for knowing and

correctly utilizing referencing and bibliographical guidelines. I have not submitted this

work for any other class.”

 In addition to the course textbook(s) and the Bible, this paper must include at least 10

references from scholarly articles that have publication dates no older than 5 years. Do

not use any books other than the Bible and the textbooks. Do not conduct interviews.

 There should be at least one instance of biblical integration (at least one scripture

reference).

 In-text citations are required to support your statements, points, assertions, issues,

arguments, concerns, paragraph topic sentences, and statements of fact and opinion.

 The required cover page, abstract and the reference pages are not included in the required

assignment word count but are required as part of your paper.

 The APA required abstract and conclusion section headings and subject headings (see

above) are expected. For papers this length, there should be at least three (3) ‘levels of

headings’.

 The introduction and conclusion sections should not be longer than ½ page each since the

assignment is short in word count.

 The required abstract should be written as a stand-alone document and not written as an

introduction since an introduction section is required. Therefore, refrain from using

phrases such as, “in this paper,” and do not use citations. See example in APA manual.

 Sources of information from Wikipedia, dictionaries, and encyclopedia will not be

accepted.

 Paragraph lengths: Each paragraph should have a topic sentence unless it continues from

or provides support to the prior paragraph. A paragraph is defined in this course as being

at least 4 sentences in length.

 All parts of the assignment must be based on scholarly and biblical literature.

 Avoid clichés, slang, jargon, exaggerations, abbreviations, figurative language, and

language that is too informal and too subjective.

 Submit your final document for grading with file name syntax: Last NameFirst Initial

Project#. For example: PhilebaumJ Project8.doc (no .pdfs)

Grading Metrics

Consult the accompanying rubric for how your instructor will grade this assignment. Also, any

form of plagiarism, including cutting and pasting, will result in zero points for the entire

assignment. All quoted materials must be properly cited in current APA format.

Note: Your assignment will be checked for originality via the Turnitin plagiarism tool. The tool

is a starting point for instructors to check overall Academic Integrity and higher scores generally

indicate a higher probability of Academic Misconduct. The higher a score, the higher the

BUSI 830

Page 3 of 3

probability that there are too many quotations included in the narrative, and/or there are passages

that have not been properly cited.

Business-facing DMAIC-based case study

Name:

Course:

Institution:

Date:

Author's note: By submitting this assignment, I attest this submission represents my own work,

and not that of another student, scholar, or internet source. I understand I am responsible for

knowing and correctly utilizing referencing and bibliographical guidelines. I have not submitted

this work for any other class.

In-App Delivery Time of Business Enterprises: Customer Satisfaction and Process

Improvement

Abstract

Customer satisfaction is a crucial element of any business enterprise towards succeeding in the

business sector. During the pandemic, many customers have switched to in-app purchases, and

most are sensitive concerning delivery times as indicated in the app when checking out.

However, due to unavoidable delays and technical hitches, delivery time can extend from the

standard stipulated time to over a day. Fish retail store F's operations manager realizes a trend in

the app analytic tool that some customers never reorder after ordering the first or second time.

Also, on checking the reviews, customers have left negative reviews that could damage the retail

store. Therefore, a Lean Six Sigma integrated (LSS) DMAIC (Define–Measure–Analyze–

Improve–Control)-based case study is contemplated to be the approach that can improve

customer satisfaction. LSS tools that consist of Voice of the Customer (VOC) and critical to

quality tree, Value stream map (VSM), and Failure Modes and Effects Analysis (FMEA) tools

are used to analyze collected data. The findings show a relationship between customer

satisfaction and lead time. Standardization and proposed monitoring will further help ensure that

the new approaches incorporated into the system are compelling enough.

1. Introduction

During the pandemic, in-app purchases are encouraged. In January 2021, the operations

manager of fish retail store F realized a reduction in reordering rates. Therefore, business-facing

DMAIC (Define–Measure–Analyze–Improve–Control)-based case study was proposed to help

enhance process improvement in retail store F as they find it difficult to maintain customer

loyalty. According to Pereira et al. (2019), optimizing the internal processes of a business

enterprise is a critical factor. The continuous changes in the digital market also demand

integration of Lean Six Sigma tools to increase system efficiency. Therefore, a lean six sigma

DMAIC case study is proposed to increase in-app purchases customer satisfaction, provide high-

quality services, and improve lead times.

2. Case Study 'Plan'

2.1. Case Study Definition and Audience

2.1.1. Case Study Definition

The case study will use an integrated lean six sigma DMAIC approach to analyze data

concerning lead times from in-app purchases of retail store F. The problems found in this case

study include in-app reordering rate reduction and low app ratings from numerous customers.

The customers had used the app to order fish and fish products from retail store F. The overall

satisfaction state from looking at customer reviews is not encouraging for the retail store.

2.1.2. Case Study Audience

The operations manager is alarmed over the increasing incidence of customers that

provide low rating scores after making a purchase. The marketing, logistics, and operations

department will use the prepared report to make informed decisions concerning process

improvement in retail store F. The store manager will find the analysis vital, and the report will

provide important insights concerning effectiveness in service delivery to customers and

techniques of increasing customer loyalty. Also, stakeholders that include investors will find the

analysis to be worthwhile as it will help them in making decisions concerning financing the retail

store. Fish retail store F is deficient in numerous structural performance practices that account

for reducing the reordering rate. The report is meant to conduct a deep analysis to improve

product flow in retail store F (Cannella et al., 2018). Also, the employees will find the report to

be beneficial concerning their work rate and response aptness concerning in-app orders.

According to George et al. (2005), Lean Six Sigma (LSS) tools will help increase process

improvement for fish retail store F.

2.2. Methodology

The study will include both qualitative and quantitative techniques in its analysis. Data

collection will take not more than five days, and it involves studying the consumer shopping

habits from the app, which will provide the essential data required. The operations manager will

ensure that vital data for the case study is available and, with coordination of the Staff in the

operations department, will provide waiting times (WT) to fish delivery from the initial

placement of an order. Also, the app analytic section will provide other essential information

concerning reordering. The responses in this section will involve a dichotomous variable with

answers of yes or no representing if a customer reorders again or not. Afterward, the team will be

applying Lean Six Sigma tools to analyze customer data. The DMAIC phases will help stick to

the process improvement structure without skipping any step (Trimarjoko et al., 2020; Purba,

2020). Customer satisfaction measurements are considered vital hence they are the required

outcomes in this DMAIC case study. Fish retail store A is on the brink of losing numerous

important customers who were once loyal to the store, which calls for a practical methodology

that delves deep into their concerns to find a viable and sustainable resolution. Therefore, the

Lean Six Sigma systematic framework is engaged with statistical methods to improve the

DMAIC process, enhancing timeliness and cost-effectiveness.

2.3. DMAIC and Lean Six Sigma Tools

Customer satisfaction and process improvement in this case study are vital, and the

application of DMAIC and Lean Six Sigma tools aims to achieve them. In the define phase of the

case study, the Voice of the customer (VOC) and critical to quality tree tools will be used. In the

measure phase, a value stream map will be used in visualizing every component required in

improving the lead time, and in this way, the process can be optimized (Huang et al., 2019). The

analysis phase will integrate the failure modes and effects analysis (FMEA) Lean Six Sigma tool.

The improvement phase will further utilize SPSS software simulations, brainstorming, and

priority solutions to reduce lead time and put measures in place to improve customer satisfaction.

Lastly, the standard operating procedure will be used in the control phase of DMAIC.

DMAIC Phases

LSS Tools to be used

Define

Voice of the customer (VOC) and critical to

quality tree tools

Measure

Value stream map

Analyze

FMEA

Improve

Brainstorming and priority solutions

Control

Standard operating procedure

Table 1: LSS tools to be used in DMAIC Phases

2.4. Ethics of Lean Six Sigma

Lean Six Sigma (LSS) principles focus on satisfying the customer, making the retail store

management look at the project through the customer's eye. Therefore, for LSS to work

effectively, the managing team should change their way of working, executing, planning, and

thinking for the results to be achievable (Ishak et al., 2019; Pereira et al., 2019). The ethical

perspectives applied in this case study include focus, balance, productivity, and fulfillment

associated with biblical knowledge that always guides people in doing what is right to improve

efficiency in process improvement (Testament, 2015). Therefore, according to Testament (2015),

Jesus as our leader served as an example towards applying the above ethical perspectives that the

departmental managers of the Fish retail store F should replicate in serving their customers.

3. Define Phase

3.1. Hypothesis and Data

The business-facing DMAIC (Define–Measure–Analyze–Improve–Control)-based case

study is about lead time and reordering rates in the in-app purchases of fish products for retail

store F. The study's hypothesis is Ho: Reducing the lead time will not increase customer

satisfaction Ha: Reducing the lead time will increase customer satisfaction. After realizing a

negative trend with the reordering rate for in-app purchases, the operations manager suggested

that the fish retail store F undergo a Lean Six Sigma DMAIC process to improve the quality of

service and find techniques to reduce lead time. The customer data in the app's analytic tool are

bad, and 93 percent of the bad reviews complain about the delay in fish delivery from the day

they put an in-app order. With a built-in app tracking tool, the number of complainants who do

not reorder increases. For that reason, the operations manager accomplished this project's

definition, and he suggested the project be given priority since the retail fish store was losing

customers at a very high rate.

3.2. Stakeholders and Objectives

The stakeholders of this case study are the store manager, the departmental heads,

including the operations manager, logistics manager, marketing manager, and employees of fish

retail store F. According to in-app reviews, the customers are unhappy with the store's service

delivery concerning wait time. Therefore, looking at and analyzing the reviews shows how

customers are unsatisfied with the delay in order delivery since the app guarantees a maximum

of 24 hours delivery time since order placement. The project objective can be derived from the

provided information; understand customer expectations, reduce lead times, listen to the

customers, and share customer feedback with team members. Implementing Lean Six Sigma

tools will help reduce lead time resulting in improved process control (Ishak, 2019; Trimarjoko

et al., 2020). Figures 1 and 2 are the drivers or voices of the customer (VOC) and critical to

quality tree tools of LSS. They help represent customer views and expectations concerning

service delivery and what to consider to improve customer satisfaction. It was determined that

lead time reduction, assigning priority to orders, and improving employees' responsiveness can

influence customer satisfaction.

Figure 1: Voice of the customer (VOC) tool

Figure 2: Critical to quality tree tool

4. Measure Phase

4.1 Value Stream Map (VSM)

The measure phase provides the comprehensive level map of the case study under

analysis. It provides the indexing of process capability, determines the current performing level,

and quantifies the high lead time issue in fish retail store F (Acero et al., 2020). In the measure

phase, the team members are most likely to find a theoretical solution that can lead to an

improved process for reducing lead time. A value stream map (VSM) can be used to

systematically analyze the in-app ordering challenge of lead and cycle time, and it can help

reduce them (Jamil et al., 2020) effectively. Figure 3 below shows the value stream map (VSM),

a critical LSS tool. It measures the lead time for processes involved after customer orders until

the fish product is delivered.

4.1.1. Customer Request

The customer makes an in-app request by placing an order. The app system is assumed to

be enhanced without buffering and downtimes. However, several store processes are involved

before dispatching and delivering the product to the customer. The process should take less than

24 hours until the final delivery.

4.1.2. Order Analysis

The order analysis step involves checking the inventory and the right product requested

by the customer. The Staff responsible has to be careful to avoid confusion and order mix-up. In

order analysis, accuracy and reliability are important as they lead to overall customer satisfaction

(Vasić et al., 2019). Ideally, order analysis is supposed to take about 2 minutes. The activities in

this section are not complex; however, they require great attention to detail.

4.1.3. Stock Assignment

The employees in this section are required to assign locations in the store for placement

of the customer orders. Also, they can place labels on particular orders using stickers or other

markers. This ensures that they go to the rightful customers as requested in the app. The process

can be tiresome and also requires high levels of accuracy.

4.1.4. Check State of Order

According to in-app customer instructions, the order selected from the warehouse should

be checked if it is in the right state. A confirmation is necessary for retail store F to avoid

delivering fish that does not meet minimum requirements for consumption. Also, the customer

expects to receive fish products in a good state since there was an in-app confirmation of the

same. This stage is crucial in order management.

4.1.5. Staff Picking the Order and Transportation

The final stage of order management is delivery to the rightful customer. However, the

logistics involved make the process consume a lot of time since it also involves moving around

town and its outskirts to the rightful addresses.

Figure 3: Value stream map (VSM) for measuring Phase (Acero et al., 2020)

5. Analyze Phase

The analysis Phase tries to make sense of the in-app and store data collected by the case

study project team. The study aims to increase customer satisfaction, customer retention, and

reordering rates. In this Phase, the VSM in the measure phase shows the sequence of events and

lead time involved for each, and it is known to affect the customer perceived delivery time as

assured in the app while placing the order.

5.1. Failure modes and effects analysis (FMEA)

The failure mode and effect analysis (FMEA) tool will analyze possible failures and

outcomes. Table 1 below represents FMEA and potential outcomes that can help the project team

reduce or eliminate the failures.

Process

Mode(s)

Effect(s)

Cause(s)

RPN

Current

Control

In-app

purchases

Increased lead

times

Very

dissatisfied

customer

Transportation

delay and

Employee

incompetence

245

Not

applicable

In-app

inefficiency

Purchase

from

competitors

Wrong order

analysis

108

Not

applicable

S=Severity O=Occurrence D=Detection RPN=Risk Priority Number

Table 1: Failure modes and effects analysis (FMEA) for in-app purchases

The risk priority number (RPN) provides us with an event that requires instant attention,

and increased lead time is categorized as highly risky with an RPN of 245. With the higher RPN

value, in-app purchases that make customers very dissatisfied are more likely to make them not

reorder in the future (Ishak et al., 2019). Since there is no current control method, urgency is

required by the case study team members to reduce the cause with higher RPN.

6. Improve Phase

The customers' experience with in-app purchases can be attributed to many causes,

including logistical inefficiencies. However, the case study team members can all agree that

there is a system in place for dealing with customer grievances, and it is always assumed that the

in-app purchases are always efficient. Also, it was discovered that the receptionists receiving

calls from customers never ensure that the feedback given reaches the operations, logistics, or

marketing departments. They usually see it fit to address the problem on their own hence there is

no structured information flow leading to enhanced system inefficiency (Vo et al., 2021). There

is a high correlation between customer satisfaction and structured communication since the

consumers can connect communication honesty and transparency with excellent service delivery

(Vo et al., 2021). The case study members consider priority solutions to be improved staffing

level, not only the number but also those committed to the job. For instance, sabotage in the

transport area can ruin fish retail store F's reputation, and customers take lack of commitment

seriously to equate to overpromising and under-delivering. Therefore, the team can chart a

specific route for every delivery location to minimize irregularity and delays. The overall

consequence of the improvement Phase is to ensure that the case study objective is met.

7. Control Phase

Increasing customer satisfaction is vital for fish retail store F since it enhances

sustainability in its growth. Every business enterprise is always determined to satisfy its

customers to retain them and attract new ones, but high lead time damages the reputation of fish

retail store F. The project team will document the findings and the improved solutions in a report

for future reference. Also, standardization of service quality, like devising robust complaint

resolution processes and integrating a new and improved communication system, is essential

(Vasić et al., 2019). The in-app purchases done by customers are equally essential as physical

purchases since the pandemic are still contagious. Close monitoring of the new processes should

be the team's ultimate mandate. The team should also commit itself to Ishak et al. (2019) 's idea

of executing actual behavioral and physical changes to help retail fish store F serve its customers

diligently. Also, the team will use statistical process control (SPC) to ensure quality is

maintained while improving their approach towards increasing customer satisfaction levels.

8. Conclusion

The fish retail store F team successfully implemented the integrated Lean Six Sigma tools

in the DMAIC business case study to ensure improved customer satisfaction was met. The team

members consisting of departmental heads and employees came together to look for ways to

improve the in-app purchase experience. The operations manager was prompt to act after

realizing a negative trend of decreasing reordering rates which could have affected the retail

store negatively. Voice of the customer (VOC), critical to quality tree, value stream map (VSM),

and failure modes and effects analysis (FMEA) LSS tools were integrated into the case study,

and this made the process comprehensive.

References

Acero, R., Torralba, M., Pérez-Moya, R., & Pozo, J. A. (2020). Value stream analysis in military

logistics: the improvement in order processing procedure. Applied Sciences, 10(1), 106.

Cannella, S., Dominguez, R., Ponte, B., & Framinan, J. M. (2018). Capacity restrictions and

supply chain performance: Modelling and analyzing load-dependent lead

times. International Journal of Production Economics, 204, 264-277.

George, M.L., Rowlands, D., Price, M., & Maxey, J. (2005). The Lean Six Sigma pocket

toolbook. New York: McGraw-Hill

Huang, Z., Kim, J., Sadri, A., Dowey, S., & Dargusch, M. S. (2019). Industry 4.0: Development

of a multi-agent system for dynamic value stream mapping in SMEs. Journal of

Manufacturing Systems, 52, 1-12.

Ishak, A., Siregar, K., & Naibaho, H. (2019, May). Quality Control with Six Sigma DMAIC and

Grey Failure Mode Effect Analysis (FMEA): A Review. In IOP Conference Series:

Materials Science and Engineering (Vol. 505, No. 1, p. 012057). IOP Publishing.

Jamil, N., Gholami, H., Mat Saman, M. Z., Streimikiene, D., Sharif, S., & Zakuan, N. (2020).

DMAIC-based approach to sustainable value stream mapping: towards a sustainable

manufacturing system. Economic research-Ekonomska istraživanja, 33(1), 331-360.

Pereira, A. M., Silva, M. R., Domingues, M. A., & Sá, J. C. (2019). Lean six sigma approach to

improve the production process in the mould industry: A case study. Quality Innovation

Prosperity, 23(3), 103-121.

Purba, H. H. (2020). Consistency Analysis of Implementation Define, Measure, Analyze,

Improve, and Control (DMAIC) Steps on Six Sigma Method in Service Industries Sector:

Testament, O. (2015). Holy Bible.

Trimarjoko, A., Purba, H. H., & Nindiani, A. (2020). Consistency of DMAIC phases

implementation on Six Sigma method in manufacturing and service industry: a literature

review. Management and Production Engineering Review, 11.

Vasić, N., Kilibarda, M., & Kaurin, T. (2019). The influence of online shopping determinants on

customer satisfaction in the Serbian market. Journal of theoretical and applied electronic

commerce research, 14(2), 70-89.

Vo, N. N., Liu, S., Li, X., & Xu, G. (2021). Leveraging unstructured call log data for customer

churn prediction. Knowledge-Based Systems, 212, 106586.

Draft of a Project-Team DMAIC Case Study

Name:

Course:

Institution:

Date:

Author's note: By submitting this assignment, I attest this submission represents my own work,

and not that of another student, scholar, or internet source. I understand I am responsible for

knowing and correctly utilizing referencing and bibliographical guidelines. I have not submitted

this work for any other class.

Draft of a Project-Team DMAIC Case Study

Introduction

A business-facing DMAIC (Define–Measure–Analyze–Improve–Control)-based case

study helps in process improvement. Every business enterprise aims to optimize its internal

processes since it is considered a critical factor (Pereira et al., 2019). Therefore, integrating Lean

Six Sigma (LSS) tools into DMAIC-based case studies will improve efficiency (George et al.,

2005). The ultimate objective for integrating the tools is to increase business enterprise DMAIC-

based case study credibility.

2. Case Study 'Plan.'

The case study 'plan' consists of its definition and audience that the report will help make

informed decisions. The case study will use the integrated lean six sigma DMAIC approach to

analyze data collected by team members. The audience can include departmental managers,

investors, and customers who will find the report helpful in making informed decisions. The

Lean Six Sigma tools to be used in each DMAIC phase consist of the voice of the customer

(VOC), critical to quality tree tools, valuable stream map, and failure modes and effects analysis

(FMEA) (Trimarjoko et al., 2020; Purba, 2020). For instance, in the measure phase, a value

stream map will be used in visualizing every component required in process improvement, and in

this way, the process can be optimized (Huang et al., 2019).

Correspondingly, this section will discuss the Lean Six Sigma ethics with relation to the

biblical view. The ethical perspectives applied in this case study will include focus, balance,

productivity, and fulfilment associated with biblical knowledge that always guides people in

doing what is right to improve efficiency in process improvement (Testament, 2015). Similarity

to Jesus as a moral leader provides team members with a perfect example in applying the ethical

principles during the case study.

3. Define Phase

The objectives of the case study, stakeholders, and data will be defined in this Phase. The

project objectives can be derived from the provided information. It can include understanding

customer expectations, reducing lead times, listening to the customers, and sharing customer

feedback with team members. Implementing Lean Six Sigma tools will help reduce lead time

resulting in improved process control (Ishak, 2019; Trimarjoko et al., 2020). In this Phase,

drivers or voices of the customer (VOC) and critical to quality tree tools of LSS are used for

process improvement.

4. Measure Phase

The measure phase is vital in a case study since it systematically determines the

capability of the process. The Phase provides the indexing of process capability, determines the

current performing level, and quantifies the high process improvement level in a business (Acero

et al., 2020). The Phase will integrate a value stream map (VSM) in its analysis, and as Jamil et

al. (2020) contends, it can effectively help to improve process control.

5. Analyze Phase

The analysis Phase tries to make sense of the in-app and store data collected by the case

study project team. An FMEA LSS tool will be used to analyze risk and assign priority over a

cause or effect for the process to improve (Ishak et al., 2019). With the FMEA tool, the effects

and causes are assigned severity, occurrence, and detection value, with the risk priority number

resulting from the multiplication of the three.

6. Improve Phase

The improvement Phase helps project team members develop solutions and changes to

the process to confirm if a measurable change was made. System inefficiencies have to be

addressed, as Vo et al. (2021) contends, since all the other phases that have been discussed are

not guaranteed to be perfect. Brainstorming and priority solutions are some of the tools used in

this Phase. The overall consequence of the improvement Phase is to ensure that the case study

objective is met.

7. Control Phase

The control phase ensures the proposed changes are effectively implemented. Several

standard operating methods that include changes in behaviour and physical components in

process improvement are prompted (Vasić et al., 2019). Also, the team will use statistical process

control (SPC) to ensure quality is maintained while improving their approach towards increasing

customer satisfaction levels.

8. Conclusion

Integration of Lean Six Sigma tools in a DMAIC business case study ensures that the

process improvement is realized. If the business case study team members utilize the voice of the

customer (VOC), critical to quality tree, value stream map (VSM), and failure modes and effects

analysis (FMEA) LSS tools and others as well effectively, they will realize the objectives or

goals in the first attempt without requiring other successive attempts.