The way Six Sigma integrated various functional area and mentioned the role of

The way six sigma integrated various functional area

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The way Six Sigma integrated various functional area and mentioned the role of senior and middle management. In order to implement Six Sigma, 3M mainly focused on 3 areas like growth, cost saving and cash generation. These areas influenced most of the 3M activities. When Six Sigma was applied for the different functional area, it was necessary to consider the participation from these functional areas in growth, cost saving and cash generation. Therefore, when these functional areas were integrated with the Six Sigma initiative, they could be integrated on the development of growth, cost saving and cash generation. This would help the functional area application in Six Sigma could go straight for their obvious goal. The functional area’s processes that were chosen for Six Sigma application pick out one of the middle manager to be a black belt for the improving process management. This black belt is very important in the success and failure for innovate the process. Then, the senior management also supported the black belt in the process implementing. These supporting were guarantee for the black belt to innovate the old process without any hinders. The suggestions of Six Sigma for human resource
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Successful applying quality management 11 Zu and Fredendall (2009) stated that the system of training and certification/qualification applied by Six Sigma role structure could develop motivation and commitment to the organization's continuous improvement activities. Therefore, for the Six Sigma deploying, human resources was a very important. All the human resources requests, programs should be integrated with the Six Sigma implementing. For the employee, all the activities including human resources were collected for participating in the Six Sigma program. The employees training would follow the Six Sigma’s request (all the employees who received salary should be trained to be at green belt level at least). The Six Sigma program, it was recommended for the employees to find their own chance to participate in the training or Six Sigma application during the daily job. This was one of the retention employee through the career development for employees. Besides that, for the black belt employees, they had the chance for controlling and managing an improving process job. Then, their reward, leadership and position in the company was increased proportional to their job description, especially when they successfully accomplished a given improving process. Therefore, this employee was succeeded in the career development of human resources. Besides all the employees related issue, the company structure and policies were changed according to the Six Sigma program. It was obvious to see that the Six Sigma application in a process when employees were related. Then, it was necessary to adjust the structure and position of this employees. However, this one was related to the human resource department. In short, Six Sigma focused on the process innovation by collecting data
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Successful applying quality management 12 and team planning for innovation that was led by a black belt and require Six Sigma to focus on employees training. All of these issue were strongly related to the human resources system
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