Six Sigma: On the Rocks in Suzhou (A)

William C. Parr

科研成果: 其它稿件案例

摘要

This short two-part case explores a fictional scenario, but one that is based on actual experiences of the author and the author’s friends working in support of Six Sigma implementations in China. The primary purpose of this case is to open up a discussion of what can go wrong at Six Sigma and what sorts of executive actions are essential to make Six Sigma work. Most existing cases exemplify relatively positive behavior at the executive level – this one provides an (un)welcome contrast. In the process, it forces students to articulate specifically what leadership behavior they believe to be most needed. This case rings true to the experience of many executives who have seen or participated in abortive Six Sigma initiatives. The case may be especially helpful as a counterpoint in a module that uses cases chronicling successful Six Sigma implementations. The case assumes that students have already had an introduction of some sort to Six Sigma and are familiar with its vocabulary. An introduction to Six Sigma could perhaps be provided by a 60 minute presentation or video on the subject, or by reading a case which has good support material on this. This is important because no effort is made in this case to define terms such as Six Sigma, DMAIC, Black Belt, etc. If the case method is being used as dominant instruction mode, the Ivey case “Maple Leaf Foods (A): Leading Six Sigma Change, 9B01C032” does a good job (through the appendices) of providing much of the appropriate information.
源语言英语
页数6
出版状态已出版 - 1 1月 2011

案例编号

OMS-14-077

案例规范编号

OMS-14-077-CE

案例类型

Library

更新日期

2016-06-18

来源

China Europe International Business School

关键词

  • Leardership Behavior
  • Organizational Reform
  • Process Improvement
  • Project Management
  • Six Sigma

案例学科表

  • 运营与管理科学

案例行业表

  • 制造

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