The Six Sigma has had a great impact on many sectors including the health sector. If implemented properly, the Six Sigma can enhance efficiency in most organizations and ultimately lead to high profits (Pyzdek & Keller, 2009). As a consultant, I would seek some information from Colin before designing the Six Sigma implementation for Southwest Louisiana Regional Medical Centre (SLRMC).
The first thing I would ask Colin is why he thinks that the medical center needs this process-improvement strategy. I would also like to know what he hopes for SLRMC to achieve by adopting the Six Sigma strategy. In this way, I will have a clear understanding of how the continuous improvement methodology will benefit the organization both in the short-term and long-term. Based on this information, I will undertake steps to ensure that the Six Sigma framework is implemented successfully. The first step would involve identifying key departmental directors who will oversee the implementation. Already, Colin has identified four departments that would benefit from the Six Sigma framework, viz. patient services, finance, human resources, and quality assessment. The leaders will keep the implementation of the projects on track.
The next step will involve educating the staff at all levels regarding the Six Sigma framework and what role they will play in the implementation. An informed staff will ensure the effective implementation of projects. As such, I would establish a system that updates all employees on the project’s progress as well as reward good employees. This approach will motivate team members and encourage their participation at the start of the program and during the implementation stage. I will then identify a leadership structure complete with the job description of each person participating in this project. It would be prudent to establish a clear governance structure to oversee the integration of the Six Sigma framework into the organizational structure of SLRMC. I will also develop a list of items that should be prioritized in the Six Sigma implementation and evaluation criteria for each item after which I will then proceed to design the Six Sigma framework for SLRMC.
In a bid to ensure successful implementation of the six-sigma methodology in SLRMC’s organizational structure, I will incorporate some quality control measures and ensure a wide-scale implementation in this hospital. With quality control and efficient management of the projects in the four departments, the framework will achieve the intended results. In the patient services department, quality control will result in optimized technical utilization and better patient scheduling while in the finance department it will minimize the accounts receivable and ultimately save on costs.
In a bid to measure how the Six Sigma implementation has improved healthcare services offered by SLRMC, a customer feedback system would be necessary, which will help find out whether the hospital’s services meet customer expectations. Each aspect of process and service in the four departments will be evaluated to determine if there is a commitment to quality. Constituent communication to employees and other stakeholders regarding the operations and progress of the Six Sigma implementation will help in enhancing the transparency and credibility of the programs. In addition, a system that recognizes and rewards good employees will promote teamwork and participation of employees in the programs.
Reference List
Pyzdek, T., & Keller, P. (2009). The Six Sigma Handbook (3rd ed.). Burr Ridge, IL: McGraw-Hill.
In the manufacturing as well as business processes, the need to minimize or even avoid constant errors
as well as defects is significant towards enhancing efficiency, and striving for perfecting the product or service for better customer satisfaction, thus maximizing profits. Customers have high expectations of the quality of products as well as services. It is because of this that companies have adopted Six Sigma.
Boosting quality to new standards through the Six Sigma Black Belts
The implication of this initiative is a strategy applied in business management with the aims, objectives as well as goals to overcome defects as well as errors. In the organization, a target of individuals forms a special infrastructure known as “Black Belts”, having special skills in this regard. They follow some special steps in a bid to achieve a set of financial targets mainly oriented to reducing production costs and at the same time increasing production profits (Burrill, 1999).
A defect in the term of Six Sigma is an abnormality likely to dissatisfy the customer. Six Sigma is an original formulation of Bill Smith working for the Motorola Company (Burrill, 1999). Emphasis is put on achievements of results that are stable as well as predictable. Likewise, the processes that are involved in the manufacturing industry, as well as the business setting, should have measurable characteristics which are likewise controllable, improvable, and subject to analysis. For the success of Six Sigma, much commitment in the workplace is expected of the employees, more specifically the top-level executive officers (Burrill, 1999).
Six Sigma is more potential than any other initiative of quality management. Returns from Six Sigma are measurable as well as quantifiable. The leadership, as well as the support from the management, are administered with strength as well as passion. The initiative brings about champions known as “Master Black Belts”, who help to mold “Black Belts”, who in turn performs the roles of implementation of the approaches of Six Sigma. The decisions made with the initiative of Six Sigma, are based on some data that can be verified but not just queued or assumed. There are laid down levels of defects for processes to qualify for Six Sigma; which stands at 3.4 DPMO (Burrill, 1999).
Black Belts from the academies of Six Sigma have been proved to be potential resources to companies for saving billions of dollars for the companies. The methodologies involved in the initiative are in categories; one being through the steps of definition, measurement, analysis, improvement, and finally, control. The other procedure follows definition measurement, analysis, design, and lastly verification. Through Six Sigma the functions of the management are made more professional. Most organizations, however, operate at the Three Sigma initiative that holds to a number of defects at 66 000 in every million. This carries a lot of waste due to defects and errors as compared to Six Sigma (Burrill, 1999).
To implement Six Sigma, high-level training is required giving the ranks of Master Black Belt, Black Belts, and Green Belts, who act as the team members. The Master Black Belts are answerable to the Champions, who are further answerable to the executive (the organization’s top management as well as the CEO). Below the Green, Belts are the Yellow Belts (Burrill, 1999).
Conclusion
The design, as well as the quality of products, are continuously being improved through this initiative where Black Belts implement the practices of Six Sigma on behalf of the company they work for. Most of the processes in the business environment, professional activities, and factory processes have adopted the practices of Six Sigma to attain efficiency. The qualification of a Black Belt in the Six Sigma initiative goes through a workshop where written assignments are offered by instructors for a period of four weeks. After this, some oral as well as written examinations are executed, perform a cost-saving project, and perform more projects with measurable results (Burrill, 1999).
Reference
Burrill L., (1999), Achieving Quality Through Continual Improvement, Willey. ISBN-13:978-0471092209,312-528.
Downsising of the production cost is every organization’s goal. In the fight to reduce the cost of production, two approaches can be employed, that is the lean and the six sigma approaches. The lean approach, aimed at cutting the cost of production by eliminating sections in a production line that are of no value to the finished product. On the other side of the coin, six sigma practitioners believe that enormous variations in the production process are uneconomical. Both approaches have a common objective of reducing waste during production.
Despite the fact that there are similarities between lean and Six Sigma, there are also truly outstanding differences. For example, the lean approach aims at improving the flow of the process, while Six Sigma is directed towards enhancing the flow of the process. This notwithstanding, it is best to adopt the two processes for maximum benefit to the organization and, hence, lean six sigma. The benefits are realized since the lean approach will be advocating on reduction of the steps in production, while the six sigma approach will be fighting for a smooth flow of the process, hence, improved production at a reduced cost.
In every business organization, planning plays an extremely pivotal role. Planning can be outlined as the process of setting up goals, determining the way of achieving the goals, implementing the plan by following the decided method, and finally, evaluating the whole plan to see whether the set objectives have been met. The various levels of business planning are strategic planning, business planning, and operational planning.
At the strategic planning level, there is a clear understanding of what the organization is. This involves setting up the overall objectives to be achieved. The strategic plan is qualified to the second level, which is the business plan. The business plan entails deciding on the activities that the organization will carry out, so as to compete with a rival organization. The activities planned, are then passed on to the last level of business planning, which is the operational plan. In the operational planning, more flesh is added to the strategic plan so that the main objectives are broken down into finer detail prior to implantation and, hence, achieving the laid down objectives.
The difference between the levels of business planning is in terms of time, the magnitude of objectives, and the focus. A strategic plan takes a long duration of about three years, while the operational plan may take less than a year. In terms of the focus, strategic plan looks at the whole business, business plan – at the business unit, while the operational plan focuses on the resources and activities at a given area of the business.
Core competency is a measure of the business competitive advantage. In other words, core competency spells the strengths that an organisation can maximise, to outdo the competitors. When an organisation has a strong core competency, it enjoys better production and, in this connection, offers its customer improved products and services. Lean Six Sigma has found application in health care where it helps reduce duplication of services, hence a reduced cost of production. The money saved by increasing the health services efficiency, can then injected to other projects that enhance the service delivery to the people and thus a healthier nation.
An organisation has to measure its core competency in order to determine their strength prior to making crucial decisions. For example, if an organisation wants to venture into a new market segment, it must be aware of their strength then compare it with that of the competitor and, hence, determine their success rate in the business. If the scale is tipped to the competitor’s side, the business is likely to fail, thus, the organisation will opt to quit or, else, they make a loss.
Recent years are characterized by increasing awareness of the importance of the quality of both products and services, and the need to have ways to measure and evaluate it. One such way to measure quality was the Six Sigma concept, which focuses on achieving short-term goals to advance long-term ones. Enterprises using this concept are customer-oriented and use measurements focused on them to make better all levels of production continually. As a result, improved processes, both service and administrative, have a small number of defects.
The Six Sigma concept established that high variation of a process leads to more defects. Each activity greatly affects the quality of the final product. Based on this, it is necessary to reduce variability and monitor each operation rather than its averages. For example, when choosing a resource supplier for production, it is crucial to select one with high-quality products rather than a few cheaper ones.
The Six Sigma concept offers a stricter look at specific companies’ problems and thereby increases the quality of service. Nakhai and Neves (2009) provide an example of baggage loss by aviation companies to illustrate this contribution. Assuming that 19 bags were lost at someday and there were 8.750 passengers that day, the average percentage of baggage loss is 0,2 is small. However, the calculation using the sigma standard offers a look through the potentials per million, and the result is 1357 errors. Such numbers motivate to improve the service.
Six Sigma involves continuous process improvement that contributes to better quality and understandable reporting. Based on this concept, projects are more strategic and use more different methodologies – fault analysis, experimental design, simulation.
The concept identifies weaknesses and motivates company employees to work better. The Six Sigma belt system provides for the distribution of employees’ responsibilities according to their levels of knowledge. It helps to place overall responsibility for product quality on all employees and establish common goals.
Thus, the Six Sigma concept is popular as it is aimed at improving the quality of products. Such actions benefit both customers and manufacturers and other stakeholders. Although this philosophy focuses primarily on reducing waste, it also acts as a powerful motivational tool for enterprise employees. Six Sigma offers a more serious, tough, and responsible approach to work, and for this reason, not all companies can cope with it.
Reference
Nakhai, B., & Neves, J. S. (2009). The challenges of six sigma in improving the service quality. International Journal of Quality & Reliability Management, 26(7), pp. 663-684.
Emirate Airlines is one of the three airline companies which integrated Six Sigma in their operations. Such integration supported the company’s efficiency and services’ quality growth, making Emirate Airlines one of the best flight carriers around the world. Nonetheless, the importance of continuous improvement encourages the company to use lean approaches not only in the operational management but also in activities aligned with customer satisfaction rates. Therefore, the study on Six Sigma’s effect on customer satisfaction rates within Emirate Airlines should indicate whether the lean approach stimulates efficiency, quality and personalisation of services provided by the airline.
Literature Review
The concept of Six Sigma dates back to 1981, when, frustrated by the numerous attempts to integrate different quality systems, Motorola and General Electric began to organise them into a network of improvements that would ensure consumer satisfaction and product competitiveness. Motorola’s president has set a tenfold increase in productivity over five years (Juliani & de Oliveira, 2019). The engineer, Bill Smith, has researched this program to determine the correlation between in-service product performance and repair frequency. In 1985, Smith provided the results of his research and suggested measures to reduce product defects (Juliani & de Oliveira, 2019).
These studies formed the basis of the modern concept of Six Sigma. Six Sigma is an approach to business improvement that seeks to identify and eliminate the causes of errors or defects in business processes by focusing on those baseline parameters that are critical to the consumer (Garza-Reyes et al., 2017). Six Sigma is a strategic approach that works across all processes, products and industries. Recently, this concept has been receiving increasing attention due to the significant economic achievements of those organisations that declare their commitment to this area of quality management.
The essence of the Six Sigma method is effortless. Suppose that as a result of the manufacturer’s negotiations with the consumer, they agreed that the tolerance for some critical product characteristics would be, for example, 1 mm. Then the task of the manufacturer, if they share the idea of “Six Sigma,” is straightforward. They need to “drive” the natural dispersion of this indicator in the process of production to such stable limits that it falls within the agreed tolerance limit of 12 times, which, exactly, is ± 6q.
The basis of the Six Sigma strategy is the thoughtful and purposeful application of different methods (mostly statistical ones), the improvement of the quality of processes by specially formed teams of talented specialists, who work in close contact with senior management. These groups solve carefully selected and promising tasks that bring significant economic benefits (Garza-Reyes et al., 2017). The theoretical basis of the Six Sigma methodology is the developed provisions for evaluating the possibility of a statistically controlled process to satisfy the given requirements, taking into account deviations of product characteristics from the mean and centeredness.
In the 20th century, a process was historically acceptable if it was in a statistically controlled state, had scattering within ± 3q and fixed mean value, that is, when 99.73% of all possible characteristics were covered under the ± 3q distribution curve. Therefore, the process capability of ± 3q leads to the production of 0.27% defects, or 2,700 mistakes per million skills (DMM). Assuming that the average may shift by 1.5q, the number of DMM increases to 66 810. The four-sigma processes currently used by many organisations provide 6210 DMM, whereas the operation corresponding to ± 6q is only 3.4 DMM (Morgan, 2018). It means 99.99966% of the production of defective products or the implementation of any services or actions.
The basics of the Six Sigma concept were laid by Motorola. Its approach was based on the classic continuous improvement scheme based on the cyclic model of Schuhart quality management – PDCA (Julianin & de Oliveira, 2019). The first stage – planning – involves formulating goals and objectives, identifying critical parameters for success, improvement plan, project selection and team building. The second stage – implementation – involves training and coaching, plus application. The third stage – verification – involves measuring, evaluating performance, analysing and reviewing projects. The fourth step – corrective action – involves continuous improvement, standardisation, consumer research, benchmarking and redesign.
Subsequently, under the Six Sigma concept, the PDCA model was transformed into the AISM model: Measure, Analyse, Improve, Control. Recently, there has been a tendency to complement this model with several stages. Often the DMAIC variant occurs – a Define (definition) step is added at the beginning of the model. Six Sigma Academy (USA) executives Harry and Schroeder believe that this program consists of four stages: Recognise, DMAIC, Standardise, Integrate (Barboud et al., 2018).
It should be highlighted that in the concept of “Six Sigma,” the emphasis is not so much on the number of defects per million possibilities, but on the methodology of systematic reduction of process scattering (Marshall et al., 2020). The urgent need to move away from the traditional three-sigma approach is easy to see if to imagine the output of a process consisting of, for example, 20 consecutive operations, each of which provides a given percentage of output. If this percentage corresponds to the “three-sigma” approach, then at the output it is (0,9973) 20 == 0,947, that means, about 5% of the deficit, whereas at the “Six Sigma” approach, we have (0,999 996 6) 20 = 0,999 93 that is, only 70 defects per million.
The base of the Six Sigma concept is formulated by Motorola as follows:
Defining the number of defects per million capabilities (DMM) as a standard measure to various aspects of the activity of any organisation (computerisation, programming, production development, administrative management);
Introduction of intensive training of teams implementing projects to improve profitability, reduce unforeseen losses and shorten the work cycle;
Concentrating the leadership of the organisation to support the activities of the groups: guidance helps teams overcome resistance to change, provides them with additional resources and retains groups within the strategic goals of the organisation;
Training highly qualified business process improvement experts who can use quantitative and qualitative improvement tools to meet the strategic objectives of the organisation;
Ensuring that appropriate evaluation is carried out before and after process improvement to determine business results and their compliance with strategic goals;
Appointing trained and certified experts to improve the business process to lead project teams for one to three years.
The application of the Six Sigma method involves the following steps.
Step 1. Measurement. One or more quality-critical characteristics are selected, necessary measures are made, results are recorded and short-term and long-term changes in processes are evaluated.
Step 2. Analysis. Benchmarking of crucial production characteristics, analysis of breaks is carried out and it is found out what conditions contribute to the best performance. Sometimes it becomes apparent that radically changing the product or its manufacturing process is required.
Step 3. Improvement. Specific product features are being improved to meet quality assurance goals and financial performance. Then the characteristics are diagnosed and the primary sources of change are identified. The critical process variables are then determined using experiment planning methods. The quality requirements are set for each of them.
Step 4. Management. The developed process is documented and monitored using statistical methods of analysis. Depending on the results of the investigation, it is sometimes necessary to return to the previous steps.
The Six Sigma toolkit uses both simple quality improvement and more sophisticated tools: statistical process control (SPC), scheduling of types and consequences of potential failures (FMEA), measurement systems analysis (MSA), experiment planning (DOE). Besides, softer technologies are used to solve problems: team formation, project management, conflict resolution and cross-functional problem-solving techniques (Syltevik et al., 2018). Some of these tools have been in use for 20 years. Considering that the quality of customer service comes first, the concept of Six Sigma has a set of tools to improve the quality of service, design and production, will not only improve the profitability of the organisation but also increase its market share.
Research Methodology
For the study on quality improvement within Emirate Airlines, the secondary data analysis is selected. In this qualitative research, it is decided to collect reports and industry data on how airlines integrate Six Sigma in their customer services to improve customer satisfaction rates. As a result, the secondary data analysis should provide comprehensive and consistent findings on whether the integration of the lean approaches triggers changes in this critical for the airlines’ operational field.
The study of secondary sources, despite their classification, is the starting point for the creation of any research programs. Costly and time-consuming field research is irrelevant when the solution to the problem can be found in literature, statistics, company reports, or other available materials (Sadik, 2018). The study of secondary information is the simplest way of research that can be carried out on its own to make the necessary current management decisions (Ahmad et al., 2019). They use materials that come from external and internal sources. External sources provide, first of all, information about the environment of the enterprise, internal sources – about the status and ways of using the funds.
The choice of data collection methods depends on the purpose of the study, the ratio of the costs involved and the expected results. The experience of many businesses in different industries shows that secondary research allows to achieve lower cost goals than the primary ones. The advantages of the secondary research are in the fact that the cost of conducting secondary research is lower than obtaining the same results through primary research and in most cases, secondary information is sufficient to make decisions regarding the innovation of research (Mohamad et al., 2017). Data collection by secondary methods allows creating a basis for activity analysis and identification of tendencies of development of the bank itself, its place in a competitive environment, the most critical areas of innovation activity.
The study on customer satisfaction rates’ improvement via lean approaches integration should answer the research question (RQ) whether the Six Sigma approach increases customer satisfaction from the airlines’ services. To answer this question, the following hypotheses are developed:
H0: The Six Sigma approach does not affect the customer satisfaction rates.
H1: The Six Sigma approach increases customer satisfaction rates.
Data Analysis and Results
Chart 1: The representation of Customer Satisfaction Growth under Six Sigma Growth.
The analysis of Emirate Airlines’ annual reports and corporate social responsibility reveals that the integration of Six Sigma supports the increase in customer satisfaction rates. The conducted review and analysis of four crucial areas in customer services indicate that
waiting time on the registration desk has a significant impact on clients in 38% of all cases;
the accuracy and efficiency of the solutions matter in 23% of all cases; and
the quality and personalisation of services affect customer satisfaction rates in 35% of all cases.
What is more, the dependence of customer satisfaction on these three characteristics has a statistically significant impact on the overall satisfaction rates. The p-value is.01, which is less than the test standard p<.05. In this case, the changes in any of the selected and tested service features may cause disruptions and a decline in customer satisfaction rates (Mohamad et al., 2017). The H1 is confirmed by the test and analysis, as there is Six Sigma’s impact on customer satisfaction rates if the methodology is integrated into operations or personnel responsibilities.
Nonetheless, the comparison between the Six Sigma approach and traditional customer-oriented approach is needed to understand whether the lean methodology stimulates satisfaction rates’ growth, or whether this parameter dependence on other variables within airlines’ operations.
Discussion
The obtained results from the statistical evaluation indicate that the integration of a lean approach within customer services positively affected customer satisfaction rates. It can be admitted that such strong dependence is due to the customers’ sensitivity to how airlines behave with clients and proceed with their requests (Sweis et al., 2019). In this instance, the waiting time variable depicts the importance of accuracy within personnel actions, as the high velocity of requests proceeding increases satisfaction rates and quality of the provided reports (Hussain, 2016).
Moreover, the accuracy and quality of the provided assistance contribute to the mitigation of the number of returning requests, as clients obtain exclusive information or help regarding their inquiries (Lasrado, 2018). In this case, the first and second variables show interdependence and significant reliance on the lean approaches, as the quality tool and mechanism.
Recommendations
In the UAE, the Transportation Security Administration (TSA) used new technology to quickly search for items in baggage, reducing the waiting time for passengers on the security control line (Al-Aomar et al., 2016). TSA has invested millions of dollars in finding ways to use process improvement to improve passenger service without compromising safety. Given many processes associated, there are several to integrate Six Sigma and enhance the internal operations within the airport.
Emirate Airlines can also implement a lean manufacturing system to optimise airport security. After examining the data, the airport can integrate Six Sigma into the security process, which included the placement of an “intermediary for passengers” at the beginning of the inspection strip and the installation of a support agent at the end of the line. The idea is to find someone who would help passengers prepare for check-in and help them return their belongings when they are ready. The airport can train employees with this lean approach. The satisfaction level of passengers passing through the new security lines may reach 95%.
Further, another project may aim the efficiency of baggage handling increase, allowing the company to achieve high results and saved many travellers from problems. Emirate Airlines should apply the Lean Six Sigma strategy to solve problems associated with baggage handling on connecting flights, which often leads to flight delays, as aircraft are waiting for baggage to be loaded (Alsyouf et al., 2018). The use of DMAIC methodology will provide a continuous improvement cycle to baggage handling on connecting flights. The goal is to reduce delays in aircraft turnover, by keeping the baggage handling delays less than 30%.
Conclusion
The conducted study on Six Sigma’s effect on Emirate Airlines’ customer satisfaction rates reveals that the lean approaches support the quality and accuracy of customer services within the company. What is more, the analysis of secondary data from the company and industry reveals that Six Sigma’s philosophy has significance in managing high quality, accurate and personalised services when dealing with customers’ requests, claims and inquiries.
In this instance, the integration of Six Sigma in all customer-related services and operations should stimulate the continuous advancement of Emirate Airlines’ services and their efficiency regarding proceeding with clients’ needs and issues. The proposed areas for further Six Sigma’s integration should create the aligned process in all services related to clients’ needs so that Emirate Airlines may continue to expand and advance its values and products based on the customer-oriented and quality assurance principles.
References
The selected reference style is APA due to its convenience in use and editing.
Ahmad, S. Z., Ahmad, N., & Papastathopoulos, A. (2019). Measuring service quality and customer satisfaction of the small-and medium-sized hotels (SMSHs) industry: Lessons from United Arab Emirates (UAE). Tourism Review.
Al-Aomar, R., Aljeneibi, S., & Almazroui, S. (2016). Reducing Operational Downtime in Service Processes: A Six Sigma Case Study. 2016 International Conference on Industrial Engineering, Management Science and Application (ICIMSA), 1-5.
Alsyouf, I., Kumar, U., Al-Ashi, L., & Al-Hammadi, M. (2018). Improving baggage flow in the baggage handling system at a UAE-based airline using lean Six Sigma tools. Quality Engineering, 30(3), 432-452.
Barboud, O. S., Abdulaal, R. M., & Kabli, M. R. (2018). Utilizing quality tools: Enhance the productivity at aircraft maintenance sector of Saudi Airlines. Journal of King Abdulaziz University, 29(1), 3-19.
Garza-Reyes, J. A., Kumar, V., Martinez-Covarrubias, J. L., & Lim, M. K. (2017). Managing Innovation and Operations in the 21st Century. Boca Raton. Productivity Press.
Juliani, F., & de Oliveira, O. J. (2019). Lean Six Sigma principles and practices under a management perspective. Production Planning & Control, 1-22.
Lasrado, F. (2018). Legacy of Excellence: The Case of the United Arab Emirates (UAE). Management for Professionals, 37-56. Web.
Marshall, A. J., Ojiako, U., Williams, T., Al-Mazrooie, J. R., Lin, F., & Chipulu, M. (2020). Risk management as knowledge production: Application to fast-tracked complex multi-stakeholder airport projects. In Entrepreneurial Innovation and Economic Development in Dubai and Comparisons to Its Sister Cities (pp. 33-66). IGI Global.
Mohamad, H. A. D., Ab Yazid, M. S., Khatibi, A., & Azam, S. F. (2017). Service quality, customer satisfaction and customer loyalty of the hotel industry in United Arab Emirates (UAE): A measurement model. European Journal of Management and Marketing Studies.
Morgan, J. (2018). An evidence-based model for agile organizational change. Available at SSRN 3306206.
Sadik, R. M. (2018). Implementation of total quality management in airline (case study Emirates Airline). International Journal, 7(5).
Sweis, R. J., Asma’a, S. I., Amayreh, I., & Al-Sayyed, N. (2019). The relationship between total quality management (TQM) implementation and organizational performance: Evidence from the airlines’ companies in UAE. International Journal of Information, Business and Management, 11(1), 58.
Syltevik, S., Karamperidis, S., Antony, J., & Taheri, B. (2018). Lean for airport services: A systematic literature review and agenda for future research. International Journal of Quality & Reliability Management.
Difference Between Operations, Strategy Management and Systems of Transformation
Strategic management is concerned with the events necessary to ensure a competitive positioning. However, operational management focuses on the daily activities required to generate goods and services, including material supervision, inventory handling, logistics management, and production planning (Barnes, 2018). Transformation planning involves creating a plan for adjusting an enterprise’s procedures by modifying policies to move the organization to its desired state. The US Naval administrators should collaborate with the information technology, finance, and recruitment departments to coordinate necessary resources, infrastructure, and planning.
Strategic, operational, and transformation planning require diverse backgrounds of knowledge. Secondary support programs in active handling involve training aimed at regular processes such as supply chain control. Conversely, strategic administration programs include the superior proportion of broad-based models, such as game theory, economics, strategic management and implementation, and acquisitions (Barnes, 2018).
Transformational planning, however, involves the research, formulation, and adoption of new policies that will help an organization develop its strengths and adjust its weaknesses to control threats from its competitors (Barnes, 2018). The US Navy administrator should employ the strategic management programs to determine the future Naval force’s operations. Simultaneously, the transformation systems will help the officer effectively employ the specific programs within their Naval units.
However, with strategic and operational planning, the US naval officer should contribute more attention and time to one process at specific but equal time frames to ensure they are effective. It is not easy to achieve a perfect balance between the two procedures. Still, the Naval administrators should find a good balance to ensure talent development, employment security, improved US citizens’ services, and increased stakeholder value (Barnes, 2018). Implementing new policies while adjusting the existing ones will enable the administrator to achieve a perfect balance between the two aspects of management, thus improving the military function’s productivity.
The Controlling Processes and Six Sigma Concepts
Six sigma is a measurement strategy used to improve procedures that aim at increasing consumer satisfaction both internally and externally. The approach’s background concept is to minimize variation in the operations processes, resulting in inconsistent results and improving areas with low defects (Laureani & Antony, 2019). Firms and other parastatals, such as the US Navy, can achieve Six Sigma methodology by ensuring that it keeps its faults at 3.4 per million opportunities present (Laureani & Antony, 2019). Implementing the approach will help the US Navy in various ways, such as mapping, reducing faults, eradicating waste and distinction, and creating an opportunity for continuous development.
Process mapping is the procedure of flowcharting to enable documentation of particular business practices. Documentation in the US Navy involves numerous institute development features such as officer roles and decision points in general work performance needed for realizing specific consumer needs (Barnes, 2018). The flowcharts are employed towards making improvement decisions within the military function. After identifying improvement ideas, the Navy administration can use Six Sigma techniques to eliminate distinction and waste in their operational processes. Hence, destruction is the factor that does not contribute to the production of services required by US Citizens.
One of the reasons Six Sigma methodology is vital in the US Navy is to help reduce defects. Using the approach will further help the officers and administrators to identify problem areas and recurrent concerns that influence the general quality expectation of service from the consumers’ viewpoint (Laureani & Antony, 2019). Furthermore, officers trained in Six Sigma policy will have the necessary skills and tools to determine issues or bottle-neck cones that negatively impact services and the military unit’s performance (Laureani & Antony, 2019). The process will further help the military personnel identify areas of improvement and continuously develop them. Therefore, the procedure will improve the existing services and products and create new superior quality services.
Lean Management and Project Management
Project management is the process of directing a team’s task to realize objectives and success within the specified time. The procedure’s principal challenge is to achieve all the project goals and objectives within the given constraints, such as budget and scope. However, the technique’s secondary challenge is to optimize the allocation of relevant inputs and employ them to encounter pre-defined purposes (Barnes, 2018). In most situations, project handling aims to reform the consumer’s brief to tackle their needs practically. Consequently, the designers, sub-contractors, managers, and contractors will consider the consumers’ goals.
Despite the project management approaches employed to all plans, they are structured to match specific developments depending on nature, sector, and project size. For example, the public project organization, which involves applying various standard plan handling procedures, is commonly used by the US Navy to supervise its operations (Barnes, 2018). Furthermore, the US Navy is involved in various government projects, such as creating a link that will enable them to link their assets to the Air force during battles. The move will help the military unit distribute weapons and sensors over a wide area, thus boosting its advantage against its enemies such as China. Therefore, the military function’s project management types have enabled it to deliver services locally and counter attacks from enemies.
Lean project management focuses on improving the operational processes and managing the waste of time and resources. It considers all the institutions’ practices to develop and enhance a project team’s effectiveness and efficiency through its principles, such as flow, value, protection, pull, and assessment streams (Barnes, 2018). Value is the core theory in a lean management system that involves the producer defining the significance that a service or product will bring to the consumers. For instance, the US Navy administrators can analyze all the feature requests and make them their primary focus to improve its services.
Also, the value stream will help the Navy administrators develop a map of the service life cycle, starting with the materials required for the final delivery to the consumers. To pursue lean management objectives, the stakeholders need to assess every process, step, material, and feature (Barnes, 2018). Therefore, the Navy commissioners will determine the aspect that brings value to the project, thus eliminating the unwanted factors.
Additionally, there should be a flow within the initiated project to enable a smooth transition from commencement to the final objective without any delays and interruptions. Pull requires an effective rate of flexibility, and managers should react to the consumers’ demands (Barnes, 2018). Therefore, the US Navy administration should introduce forecasts to ensure the project teams working on developing weapons and naval software do not make decisions without consent from comrades and other stakeholders. Lean management’s perfection principle defines that to realize perfection, the managers’ activities towards it should be regular (Barnes, 2018). Since the US Navy is looking to outshine their counterparts from China, the latter should improve their machinery quality and eliminate waste. The lean management principles, therefore, significantly influence the military unit’s performance.
Successful Supply Chain Practices
In the modern economic environment, the traditional supply chain is ineffective; thus, institutions can transform their supply chain to improve operation and performance. The US Navy is not an exception since it significantly relies on its supply chain to ensure it has a constant supply of commodities, such as food, weapons, and machinery necessary for its operations. Therefore, the military institution needs to adopt the processes, philosophies, and methods to make its supply chain the best in its class.
The US Navy should establish a governing logistics council responsible for giving directives and aligning supply chain approaches with its overall strategy. The council members should include the supply chain organization, stakeholders, institution leaders, and other stakeholders like the government (Truong et al., 2017). Despite being the best globally, the US Navy has been facing a constant issue in the supply of spare parts. The improvement of initiatives and monitoring of supply chain directives by the management council will help mitigate spare parts shortages, enhance readiness, and the military unit’s ability to determine the impact readiness of increased spare parts investments (Truong et al., 2017). Therefore, an active administration will create an opportunity with information regarding future approaches and plans to boost the unit’s operations.
The US Marines should properly staff their logistics department despite the challenges of effectively organizing supply chain functions to bring commensurate significance to the institution. Despite other organizations relying on logistics professionals to realize success, the American Navy prefers a more centralized operation. The military unit should adopt the hybrid strategy that blends a centralized approach to achieve consensus with decentralized implementation to develop its service. The military function’s operative software, such as the military aviation real-time software operating systems help them structure their processes and workflow (Truong et al., 2017). However, the administrators should first review the procedures that require improvement and then choose the technology that will significantly suit the practices.
Additionally, the formation of strong alliances with the main suppliers will further boost the supply chain’s success. Successful institutions have a close relationship with the sellers even after the deal is signed (Truong et al., 2017). The US Navy has faced spare part supply challenges for a significant period that has negatively impacted its operations. Therefore, practicing alliance management with both parties’ representation will boost the buyer-supply relationship and adequate supply of the necessary commodities. Despite collaborative approach sourcing producing effective results, strategic sourcing plays a vital role in the success of logistics management (Truong et al., 2017).
The military function should actively involve internal clients in the decision-making process logistics management’s success and feedback regarding their goals and approaches. Consequently, the policy will ensure there is availability of supplies and enable them realize lower total costs, increase responsiveness to consumers’ needs system aligns to the logistics of the processes.
The US Navy administrator should also focus on the total cost of ownership since it will enable them to understand the full charge of consuming a service. The technique requires that the managers assess the entire procedure of acquiring and consuming the product and service. However, establishing a total cost ownership idea in the institution will be challenging, especially with stakeholders focusing on cost reduction after the financial collapse of 2009 (Truong et al., 2017). The implementation of logistics strategy will help the American Marine improve its supply chain, thus propelling it to its mission of becoming the best-in-class military globally.
Capacity and Location Planning, and Scheduling and Inventory Management
Capacity planning is the capability of an organizational system to produce results within a specified period. Conversely, location planning is the strategy involved in obtaining the optimal balance. Position for an institution by determining the organization’s needs and goals and researching locations with contributions that are harmonious with the needs of the consumers (Song et al., 2020). Capacity planning is vital in determining the equilibrium utilization of resources. It plays a significant role in decision-making procedures, such as modifying product lines, the extension of current operations, and introducing new products and services (Song et al., 2020).
Likewise, location planning plays a vital role in the success of a company globally. Since the US Navy aims to become an international military leader, the unit should consider developing establishing bases and warehouses in the locations aligned to its strategy.
Inventory management is the process of ordering, storing, and using the company’s inventory. It also involves handling raw materials, finished products, and components, processing, and warehousing. Similarly, scheduling management consists of the organization and planning of an institution’s resources to complete a task. It further contains an ongoing activity and resources managed, such as technology, intellectual property, personnel, and finances (Song et al., 2020). In service organizations like the US Navy, inventory handling is vital since it influences the institution’s inputs and completed products and services.
Also, scheduling management is linked to information technology and military services, which have complex aspects that should be completed and assembled in a specific setting to develop a functioning product and service. Therefore, effective scheduling management will significantly influence the US Navy’s operations, such as disaster response and combating terrorist threats, by developing effective weapons. Finally, depending on the nature of an institution’s activities, managers are expected to select the appropriate inventory supervision technique since combining the two methods can influence challenges (Song et al., 2020). On the other hand, scheduling management involves combining all the activities to ensure timely delivery of services and successful completion of projects. Therefore, scheduling is essential for organizations to achieve productivity and meet consumer demand.
Biblical Worldview Within the Context of Operation Management
The aspect of management can be traced back to the beginning of the human race on the planet. Adam and Eve were ordered to handle Eden’s garden, whereas Noah was tasked with a building project where he was expected to construct a structure of function, size, and shape that has never been seen before in the human race (Laszlo, 2019). Current management perception implies that humans are ranked equally with other resources such as land, money, raw materials, and machinery. However, the Christian worldview evades the belief of both collectivism and individualism (Laszlo, 2019). It affirms that every individual is created in the image of God, whose persona is communal. Therefore, the Christian perceptive views humans as social beings and were made for each other.
Additionally, man implementing God’s power of choice took to disobey the Creator, thus making himself a subject of sin. Instead of aligning to the Creator’s directives, humans have chosen to serve themselves own self. Consequently, human beings have yielded to the influence of selfishness since they desire to make themselves a center. Man yearns to rule over fellow human beings and separate himself from God and fellow humans’ egoism (Laszlo, 2019). Their actions reflect that the good of others relies on their subjection to his governance.
Selfishness destroys God’s image in humans; hence managers should understand this while working with fellow staff. Finally, the plan of redemption presents an opportunity for restoring the damage done by sin to man (Laszlo, 2019). However, the managers can only achieve the task through all human beings’ participation regardless of their mental, physical, social, spiritual, and relational state. Therefore, the stewards should focus on the objectives and attitude required for the completion of tasks.
References
Barnes, D. (2018). Operations Management. Macmillan International Higher Education.
Laureani, A., & Antony, J. (2019). Leadership and Lean Six Sigma: A systematic literature review. Total Quality Management & Business Excellence, 30(1–2), 53–81. Web.
Song, J.-S., van Houtum, G.-J., & Van Mieghem, J. A. (2020). Capacity and inventory management: Review, trends, and projections. Manufacturing & Service Operations Management, 22(1), 36–46. Web.
Truong, H. Q., Sameiro, M., Fernandes, A. C., Sampaio, P., Duong, B. A. T., Duong, H. H., & Vilhenac, E. (2017). Supply chain management practices and firms’ operational performance. International Journal of Quality & Reliability Management. Web.
In the realities of the modern world, people spend a huge amount of time at work. To make their working process effective, there is a whole industry of office, business centers, the areas of which include the place of work itself as well as related premises such as cafeterias, studios, and workshops. Competent layout of these areas and spaces ensures not only a safe stay of a person in the workplace, but helps to increase the efficiency of work in the whole enterprise, which is the ultimate goal of office space design. Designing offices and office centers is an essential area of engineering, affecting both the life and needs of one particular person and the whole enterprise. The specifics of designing office centers combine several areas of engineering solutions and technologies. When constructing office centers, everything is subject to detailed study – architectural and structural solutions, engineering networks, fire safety, because these sections of the design greatly affect the subsequent work productivity and safety of people in these buildings and structures.
This project is focusing on designing a new facility layout to achieve the company’s goals. The company employs many technical and administrative employees, the number of which is constantly growing and results in crowded work spaces and subsequent decrease in employees’ satisfaction and productivity of their work. At present, several company’s departments are divided into two different locations due to the absence of space for all employees in one area; this situation leads to miscommunication and misunderstanding between the workers. In addition, it affects the employee performance, attendance, and safety. To combat this situation, the company commissions building a new extension to shift administrative employees there and wants it designed based on the departments’ needs.
The project comprises several stages: preparatory stage aimed at collection of initial data and customer’s wishes; design concept; design project; and architectural and construction section. Moreover, heating, ventilation and air conditioning considerations that are not a part of this project will have to be added before the building is fully completed. Preparatory stage includes identifying the employees’ needs and developing a plan of building with arrangement of equipment, as well as establishing the total capacity and suitability of the potential premises for the needs of the company (Andrade & Bragança, 2019). Design concept presupposes visualization of the main functional areas and determining an estimated cost of the project.
Design project is developed on the basis of design concept and consists of measurements of the building; design solution with indication of all the necessary dimensions of premises; a plan with the arrangement of furniture and equipment. Moreover, it comprises six sigma DMAIC methodology with engineering tools (Abualsaud et al., 2019). Architectural and construction section is the optimal set of working drawings necessary and sufficient for obtaining a construction permit and carrying out construction work (Rezaei et al., 2019). Finally, heating, ventilation and air conditioning considerations that are to be examined after the project is finished include determining the capacity of heating and air conditioning system, axonometric scheme, and specification of equipment and materials. The contribution of this project lies with the fact that the new extension will allow employees to have a more comfortable workplace that will boost the effectiveness and productivity of their work.
Literature Review
The importance of comfortable working environment and the necessity to design spacious office layouts has long been recognized. Researchers stress the interconnection between comfortable work space, productivity, and effectiveness and focus on effects of ambient environment features in employees’ job satisfaction (Lee & Brand, 2005; Öhrn et al., 2021; Solomon, 2018). The studies found that removing partitions and small offices and replacing them with large areas often facilitates interaction and cooperation between employees. This approach can be especially useful for departments that rely on creativity to solve operational and marketing issues. Among the factors that have a direct impact on employees productivity, researchers name low noise levels, good light, décor elements such as plants, rugs and pictures, non-linear placement of furniture, adequate ventilation and heating issues (Lee & Brand, 2005; Öhrn et al., 2021; Solomon, 2018). All these elements should be planned in an office design that, nowadays, is seen as a determining factor in enhancing employees’ performance.
Practices of Designing Office Layouts
Designing offices has long been seen as a major part of office building; however, it’s very concept during the years has undergone significant changes. Initially seen as any premises where any amount of work could be done, offices have transformed from dim crampy places into spacious suites suitable for business meetings and presentations. Seitz (2019, p. 5) states that transformation of office space began with “the proliferation of paperwork associated with the Industrial Revolution” as the quantity of the administrative work increased. In the first part of the twentieth century, offices were seen as crampy spaces with numerous desks for employees. The design left little room for movement and comfort of employees with the focus of sitting as many people as possible into limited spaces. The desks conformed to straight lines and no room for décor elements was provided. The first changes were introduced with the development of Bürolandschaft office design concept in 1958 that “entailed the strategic arrangement of large open-plan spaces, with desks and plants placed at odd angles […], carpeting and acoustic ceilings to absorb sound, and sophisticated heating and cooling systems maintaining an even temperature” (Seitz, 2019, p.7) This design was seen as more employee-friendly as it allowed more room for self-reflection, which ultimately translated into higher productivity.
The next step of evolution of office design comprised making partitions to enhance employees’ privacy. The best-known concept of this design is the cubicle, a relatively small space with a table and a computer surrounded by walls of grey fabric panels (Beno, 2021). While ensuring privacy, cubicles did little to boost employees’ performance since the enclosed space made people feel depressed and gloomy. Due to this, in the 1990es, office designs underwent a transformation towards an open plan office designs. Open plan office is the layout of a workspace where there are no walls as such. The only exception may be the executive offices with glass walls. The transparency of the partitions supports the concept of an open plan office (Beno, 2021, Seitz, 2019). The advantages of such a layout lie with the easy interaction between departments, openness and transparency of working processes. Moreover, it facilitates communication, though privacy issues may be compromised.
Nowadays, after the COVID pandemic, the concept of facility designs has undergone significant transformation. Design solutions of modern offices are moving towards transformable multifunctional spaces. The same room can be a meeting room, a collaboration area with a podium and marker boards, a training class or a gathering place for all employees (Kaufmann-Buhler, 2021). Such a request for mobility of solutions is born due to the rapid mobility of employees: one day a hundred employees may come to work, and the other one hundred and fifty. More and more people work and do not need a fixed office space. Managers try to anticipate these risks and ask to create a space without walls, using mobile partitions that two people can take and simply move, if necessary. An increase in the proportion of those who work remotely requires appropriate office equipment. Screens, cameras, microphones, interactive electronic boards with the possibility of collaboration should be installed in meeting and conference rooms (Pimenova, 2019). Moreover, Plexiglass or glass screens separating managers from customers and visitors from each other, have become widely used in 2020. Furniture manufacturers are working to ensure that offices after the coronavirus are not only safe, but also stylish. Another modern trend is the inclusion of natural elements in the interior of the office (Gnedina et al., 2019). It is not simply beautiful: the abundance of plants, the use of natural materials and sufficient natural lighting have a positive effect on the physical and mental health of employees, their performance.
The Impact of Office Layouts on the Employee Productivity
Due to the fact that a number of approaches have been adapted to development of office design, such as cubical offices, open-space offices or modern transformational offices, researchers cannot come to an agreement as to the optimal features modern facility layout should have to boost employees’ productivity. Moreover, the methods through which such a layout can be designed differ greatly in different studies. Thus, Reggasa (2013, p.54) emphasizes the necessity of “placing the manufacturing resources […] within the available floor area” and “the determination of the network system to support material flow interaction between facilities”. The method she recommends is the simulation of process flow, which presupposes the creation of a mathematical-logical model of a real layout and then subjecting this model do different tests using computer-based programs. Liggett (2000) sees the most important layout factor that enhances productivity in assigning different activities to different locations done through the use of automated space allocation algorithms. Ali Naqvi et al. (2016) stress the importance of ‘lean manufacturing’ which they consider the combination of material flow that allows to get rid of storage spaces with the increased efficiency of workforce. Wei et al. (2019) highlight the importance of creating flexible environments that will allow the enterprise to reduce costs when changes have to be made. The methods proposed to design such layouts is ‘a chaotic generic algorithm with improved Tent mapping’ that allows to model the space in different time settings and improve its effectiveness.
The Novelty of the Project
The abundance of different approaches raises the question as to what an optimal layout should be and through what methods it can be achieved. This research sets the task of determining an optimal layout for the facility as well as the method suitable for building an extension to it. The research aims to combine the mentioned above elements and work out a layout that would at the same time be comfortable and stimulating for workforce. While the strength of other studies lies with the fact that a variety of settings and designs have been developed, the drawback is that there is no universal approach that can be used for similar facilities. That is why, the project will have to be developed from scratch using the solutions outlined in scientific literature. Moreover, it is essential to bear in mind that each project is unique and aims to meet the needs of particular group of managers and employees which necessitates finding the right properties and methods used.
While the proposed techniques, such as simulation of process flow, automated space allocation algorithms, and lean manufacturing help to tackle the problem of design layout from different perspectives, their usage in my project is limited due to the specific tasks set by the managers of the company. The novelty of this research lies with the method used for design which is six sigma DMAIC methodology with engineering tools. Though this methodology is a common way of designing production processes, there are few studies as to how it can be used for office space design. This project aims to close this gap in knowledge by applying six sigma DMAIC methodology with engineering tools in designing an office extension for the company, explaining the advantages and disadvantages of the method. Moreover, the difficulties encountered in the implementation of this method will be outlined for future researchers to work on the improvement of this project’s techniques.
Research Purpose, Objectives and Scope
This research project aims to develop an office layout that increases the employee productivity and reduces the potential lean wastes.
Research Objectives
The following research objectives clarify the purpose behind conducting this project, which will guide in achieving the study aim:
To identify the factors that affect employee productivity.
To identify the best practices of office layout.
To assess and improve the current working environment.
To design an improved facility layout that satisfies the current needs and future demands.
To evaluate the impact of the new layout on employee productivity.
Research Scope
The specifics of designing office layout are such that they cover and combine several areas of design making up a whole range of engineering solutions and technologies. When designing office centers, architectural and structural solutions, engineering networks and fire safety should be considered because these sections of the design greatly affect employee productivity. The scope of this research embraces layout solutions as well as engineering networks, while fire safety, water, heating and ventilation systems are out of the scope of this project. They will have to be further elaborated once this project is finished.
Employee productivity will be assessed in terms of communication between departments and reducing time wasted whether on going between the departments or on accommodating the necessary materials such as paper documents, necessary appliances, computers and so on. For the aims of this project, lean waste will be considered as hindrances to productivity in terms of time and resources and their possible allocation. Working environment will be considered as working space within which business activities of the company take place.
DMAIC is a part of Lean Sigma technique that will be chosen as a method of office layout development. The key components of this research include data collection, data analysis and case study. The main feature of this tool is that it allows finding a permanent solution to the problem of improved office layout in the long term.
Methodology
The DMAIC methodology will be used as a Project Execution Methodology and in each phase Lean Six Sigma Tools and Techniques will be implemented. Six Sigma is an innovative quality system based on process improvement through the search and elimination of the causes of errors that take into account the output parameters critical for the customer. “Six Sigma” is considered a systematic, scientific, statistical and smart approach to innovation management based on the knowledge or the information. The essence of “Six Sigma” is the integration of customer, process, workforce and strategy in such a way as to ensure innovation management (Abualsaud et al., 2019). Six Sigma provides a scientific and statistical basis for assessing the quality of the proposed layout by measuring the quality level. The Six Sigma method allows comparisons between all the possible variants and shows the best of them. The DMAIC methodology which is a primary method used for developing a layout in this project, includes the following stages: data collection, data analysis, and case study. Each of these stages will be examined in more detail.
Data Collection
Data collection would include literature review of how office layout are made and what tools can be used to develop an optimal one. Moreover, data collected for this project would include collecting information about the desires of the company’s management in terms of optimal layout and information as to the difficulties the employees experience in present settings.
Data Analysis
The analysis of data presupposes finding deficiencies in the present layout setting and proposing ways to override them; the proposed ways should be assessed in terms of sustainability, eco-friendliness and employee and management satisfaction. To achieve these aims, statistical analysis will be used, including such tools as regression, correlation and ANOVA. In statistical modeling, regression analysis is a study used to assess the relationship between variables. This mathematical method focuses is on the relationship between the dependent variable and one or more independent ones. More specifically, regression analysis helps to understand how the typical value of a dependent variable changes if one of the independent variables changes while the other independent variables remain fixed. Correlation analysis is a statistical method that allows using correlation coefficients to determine whether there is a relationship between variables and how strong it is.
The purpose of ANOVA analysis is to check the significance of the difference between the averages in different groups by comparing the variances of these groups. Dividing the total variance into several sources allows comparing the variance caused by the difference between groups with the variance caused by intra-group variability. The hypothesis being tested is that there is no difference between the groups. If the null hypothesis is true, the estimate of the variance associated with intra-group variability should be close to the estimate of the intergroup variance.
Case Study
The DMAIC case study focuses on identifying, clarifying and solving the root problem of the process. The case study aims to identify the problems of the project as well as problems the company faces in terms of current layout and its influence on productivity. The effectiveness of a case study is easy to measure, taking into account the fact that the set of phrases is pre-determined and, therefore, by evaluating the effectiveness of each phase, one can measure the effectiveness of the entire process (Abualsaud et al., 2019). Moreover, DMAIC implies a gradual transition from a general understanding of the problem to its most effective solution, with minimal costs. A case study includes such phases as define phase, measure phase, analyze phase, improve phase, and control phase.
Define Phase
In the define phase, the scope of the project will be determined and its goals will be outlined. Interviews and surveys will be used to study the deficiencies of a current layout and to determine what improvements the company visualization in the new one. Value stream mapping will be used to identify the wastes. A value stream map is a graphical representation of all the necessary actions or operations, from layout development to its implementation in stone and concrete (Ramani & KSD, 2019). Drafting value stream map will allow identifying the main production losses and, more importantly, finding the causes of these wastes. The value stream map is the basis for implementing improvements.
Measure Phase
To measure available area and the number of employees in each department as well as determine the key prerequisites of forming an optimal layout, basic data will be collected. These data includes the number of departments, the number of sections in each department, the number of employees in each section, the number of secretaries for each manager, and types of storage for each department. Then the information obtained in value stream mapping is used to generate Rank Order Clustering Algorithm (ROC). ROC uses independent variables with weights and reorganizes the data that helps form cells to design the optimize layout. This procedure is used to reduce the number of bottlenecks in regrouping the departments to improve the productivity and eliminate the cross-line flow. By using Rank Order Clustering Algorithm, the Component Group Analysis based on production flow analysis can be found.
Analyze Phase
Analyze phase presupposes the use of Systematic Layout Planning (SLP) tool which includes flow of materials, activity relationship chart, activity relationship diagram, space requirements for departments, workstations and storage area as well as space available. At this stage, layout alternatives will be developed by using AutoCAD Program.
Improve Phase
In improve phase Multiple Criteria Decision Making (MCDM) will be used to evaluate the layout alternatives. This tool uses matrix with different criteria displayed, each criterion is assigned with weights based on importance. These criteria will be economical and non-economical to cover all characteristics of the decision. Finally, it ends up with performance scores for each alternative with ranked number, and the number one being the best alternative choice which satisfies the majority of the criteria.
Control Phase
Since the project period is limited a simulation of the current layout and improved layout will be done to evaluate the implications. The simulation will include drafting the layouts and then reproducing them at a smaller scale using digital tools.
Conclusion
This project involves a comprehensive study of literature and assessment of methods used to develop office layouts. The novelty of this research lies with using six sigma DMAIC methodology with engineering tools for developing an improved layout. The main aim of the project is defined as elaborating an office layout that increases the employee productivity and reduces potential lean wastes. To achieve this task, methodology involving data collection, data analysis and case study will be implemented. Case study involves defining the scope of the project, measuring available area by using Rank Order Clustering Algorithm (ROC). Moreover, case study encompasses analysis phase that requires drafting activity relationship chart and improvement phrase involving a number of engineering tools. Finally, control phase will be implemented that presupposes the simulation of the current and proposed layout to see what improvements are going to be made.
Reference List
Abualsaud, A. S., Alhosani, A. A., Mohamad, A. Y., Al Eid, F. N., & Alsyouf, I. (2019). Using six sigma DMAIC methodology to develop a facility layout for a new production line. In 2019 8th International Conference on Modeling Simulation and Applied Optimization (ICMSAO), 1-5, IEEE.
Andrade, J. B., & Bragança, L. (2019). Assessing buildings’ adaptability at early design stages. In IOP Conference Series: Earth and Environmental Science, 225 (1). IOP Publishing. Web.
Gnedina, L. Y., Dolgusheva, V. V., & Danko, V. V. (2019). Transformable structures. In IOP Conference Series: Materials Science and Engineering, 687 (3). IOP Publishing.
Pimenova, E. V. (2019). The use of transformable systems in the architecture of buildings of educational organizations. In IOP Conference Series: Materials Science and Engineering, 698 (3). IOP Publishing. Web.
Burroni, L., Bianciardi, C., Romagnolo, C., Cottignoli, C., Palucci, A., Massimo Fringuelli, F., Biscontini, G. and Guercini, J., 2021. Lean approach to improving performance and efficiency in a nuclear medicine department. Clinical and Translational Imaging, 9(2), pp.129-139.
Wei, X., Yuan, S. and Ye, Y., 2019. Optimizing facility layout planning for reconfigurable manufacturing system based on chaos genetic algorithm. Production & Manufacturing Research, 7(1), 109-124.
The necessity for continuous development and improvement has become universally acknowledged. Management distinguishes various approaches to continuous improvement (CI), with Kaizen and Six Sigma among the most famous ones. The Six Sigma method has proven its effectiveness throughout several decades. Introduced by Motorola Corporation in 1987 and honed by General Electric in the 1990s, Six Sigma has seen successful implementation in healthcare, sales, finances, and other areas (Singh & Rathi, 2018). In my opinion, Six Sigma offers the best answer to the CI problem due to its clarity and well-developed structure.
Most importantly, Six Sigma provides the managers with a clearly defined step sequence for implementing and monitoring CI solutions. All activities performed under the Six Sigma method can be divided into five stages according to the DMAIC framework. In this acronym, “D” stands for “define”, “M” — for “measure”, “A” — for “analyze”, “I” — for “improve”, and “C” — for “control” (Singh & Rathi, 2018). Under the Six Sigma approach, the CI process flows smoothly and logically, starting from the definition of the problematic area and ending with monitoring of corrective actions. In contrast, Kaizen can be viewed as a vague notion, a series of mutually independent process innovations generated by the workers (Carnerud et al., 2018). Therefore, Six Sigma is superior to Kaizen in situations that demand a systemic approach to quality improvement.
Overall, Six Sigma does not suffer from the overly-philosophical spirit innate to Kaizen. As such, it offers a valuable advantage of versatility to the managers. The management field occasionally views Kaizen as the link of Japanese philosophy missed by organizations in the West (Carnerud et al., 2018). On the contrary, Six Sigma focuses on specific problems and targeted solutions instead of delving into philosophy. As a result, Six Sigma mobilizes employees’ minds on problem-solving instead of overloading them with demands to change mentality according to a vague foreign concept.
Even though six sigma and TQM are efficient apparatus for quality management, they have a number of differences. Six Sigma is a management plan initially designed by Motorola Company to develop the quality of production by recognizing and eliminating causes of failures. It was also designed to reduce inconsistencies in the production process.
The process was established by Bill Smith in the early 1920’s. on the other hand, Total Quality Management is a long-term effort made by workers to ensure customer satisfaction. It was developed by Deming, Juran, and Feigenbaum in the early 1920’s. Six sigma is not only designed for quality control, but also to improve customer satisfaction by reducing shortages.
It also defines and improves production processes. This management plan can be used to assess the root cause of a setback and establish appropriate solutions. Conversely, TQM applies plan, data, and efficient communications to incorporate quality control into the culture and processes of a company.
Six sigma has many methodologies including DMAIC, DMADV, and the 5Whys. A DMAIC plan method has five segments. The first step is the definition of the problem, customers’ demands, and project objectives. The second phase is to measure the main characteristics of the present process and gather relevant information.
The third phase of DMAIC is the study of data followed by improving the present process depending on data analysis. The last phase is to control future processes as this will solve any problem which deviates from a company’s target. DMADV project methodology also has five stages. The first phase is to define goals that are in line with the requirements of consumer project strategy.
The second phase is to measure and recognize CTQ’s, product potentiality and dangers. Third step involves the analysis to create options. This is followed by designing details which involves the optimization and preparation for design authentication. The last step is to verify the design, execute production procedures, and present it to the proprietors of the process.
In TQM, the customer establishes the level of quality. All the workers are also required to take part in the processes aimed at achieving objectives. It majorly focuses on the production thinking. This process involves a planned and systematic approach to attain an organization’s objectives. The main driving force of Total Quality Management is continual process enhancement.
It provides viable solutions for improvement and effective competition. The process of Six Sigma depends on the “5 Whys.” This exercise starts with a statement of the setback followed by the identification of the root cause. Arguably, the 5 iterations of “Why” establishes the main cause of the setback.
Six Sigma has a number of functions. For instance, senior managers are accountable for establishing the implementation of Six Sigma objectives. Campaigners jointly implement Six Sigma and provide guidance to black belts. Senior black belts recognized by campaigners provide in-house training on Six Sigma. Therefore, the process provides superior and efficient outcome compared to TQM.
The process is also more precise and result oriented than TQM. The other difference is that Six Sigma is more complex than TQM as it requires highly trained personnel.
This clearly explains why their trained workers are licensed as “green belts” or “black belts” according to their level of competency. In TQM further developments cannot be realized after reaching the saturation point while Six Sigma attains the saturation level by instigating a next point quality process.
