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Champions will be part of the organizational support for Six Sigma, translating the vision, mission, goals and metrics of 3M to create a deployment plan for it and to identify individual projects (Gopalakrishnan, 2012). They also will be ones charged with identifying resources and removing roadblocks. Executives, the other organizational support members will be the ones providing overall alignment by establishing the firm’s strategic focus with its Six Sigma approach within 3M’s culture and vision. 7.What are the most effective incentives for people involved with Six Sigma projects? Black belts, champions, and teams will get incentives, for example, monetary rewards, based on the need to use them for each. Black belts are at the top of incentives’ list because they’re considered the
best and brightest in Six Sigma lean management, and rewarding them is a career growth enhancer. However, the top leadership, i.e., champions and executives, need incentives for them to feel good about Six Sigma approaches at 3M. Monetary incentives and promotions can drive behavior change necessary to prove the positive effects of six sigma at 3M (Garcia et al., 2018). Comparison Optionsi.SWOT AnalysisStrengthsIts brand name has led to recognition of 3M as an innovative company that leads in the technology industry. Its product portfolio is diverse, as it leads in electronics, telecommunications, industrial, consumer and office, health care, safety, and more markets. The result of this has been consistently strong financials. The firm focuses on research and development as the case study shows, which drives innovation. Its implementation of Six Sigma has been a factor behind the firm’s improvement in processes since the 90’s. Currently, the firm has a global reach. WeaknessesMultiple areas of focus made the firm have to concentrate efforts on mastering quality production and improving its supply chain. As a market leader, any issue or mistake could badly damage its brand image. OpportunitiesSix Sigma, a lean management approach can improve 3M’s processes. It already has led to additions to 3M’s strong process culture, that as of end year 2001, there were more than 4,000 being trained on Six Sigma. Training more each year since could have led to the firm developing a strong competitive advantage. Six Sigma can improve the choosing and training of right personnel for their projects that when it makes acquisitions meant to strengthen the existing businesses, they’ll be easily matched. The firm can reach a greater global consumer base with such approaches in place. Threats
Six Sigma is quite complex and 3M will have to have a lot statistics to fully implement the approach. The expenses for training could threaten profit in the short-run, but this might change in the long-run because the firm will be lean. It has to be capable of evolutionary and revolutionary change for this to happen.