Considering their project outputs, Six Sigma has driven radical shifts in innovative culture at3M. Time consuming affect has been lessened significantly from eight weeks to few weeks,and decisions are made following data-driven approach instead of individual experience andinstinct. It partially lowers engineering dissonance and leverages the subculture forproduction stage and the whole operation success, creating a better harmony in organizationalstructure. The Malcom Baldrige Award for ESPE department has proved the Six Sigmaefficiency within 3M (Schroeder, Goldstein & Rungtusanatham, 2013). However, it is notenough for impressing new CEO – George Buckley who attempted to control culturaltensions. He suggested that Six Sigma might not be the best solution for company innovationand be narrow in selected areas due to compound data base and high training expenses,leading to challenge in obtaining the outcome of 3.4 parts per million defects. A better
Running head: Six Sigma at 3M, Inc., Case Study 5strategy would come with hybrid approach in future to improve innovation and customersatisfaction in services (Hurren, 2015).
Running head: Six Sigma at 3M, Inc., Case Study 6ReferencesHurren, K. (2015). Using the Example Of 3M And Its Implementation of Sigma Six Policies,Researchers Investigate How Corporate Culture Can Ultimately Be Reshaped.Network for Business Sustainability. Retrieved from: -of-change-3m-six-sigma-and-corporate-c-32af0707-79eb-46db-8fa5-77d0a664f70eRavinder, H. & Misra, R. B. (2016). The Treatment Of Six Sigma In Introductory OperationsManagement Textbooks: Clearing Up The Confusion. American Journal of BusinessEducation, 9(2), 101-112. Schroeder, R.G., Goldstein, S. M., & Rungtusanatham, M. J. (2013). OperationsManagement in the Supply Chain: Decision and Cases(6th ed). New York, NY:McGraw-Hill/Irwin.