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Need help with this assignment, instructions are below. Resources are attached.For this Assignment, you will analyze an organization’s quality management practices according to the Malcolm Baldridge National Quality Award criteria. You will rate the organization on seven different criteria, with supporting examples, and will make recommendations for quality improvements.You are an analyst in the Operations department at XYZ Corporation. The leadership team of another company (your “client”) is seeking XYZ’s services because they are considering making improvements to their operations using the Malcolm Baldridge National Quality Award criteria. You have been tasked with creating a report to inform the client’s decisions. The first part of the business analysis will cover the dimensions and importance of quality. The second part will cover the Malcolm Baldridge National Quality Award and how the client company can improve its operations by following the criteria laid out in the award. For this part, you will analyze the company and include some recommendations for how the company can make some improvements based on your analysis.Note: The “client” in this scenario will be the company in which you are currently employed. If you are not currently employed or if there are circumstances that prevent you from performing research on your current company, use Walden University or your most recent job instead. Use the template provided to complete your analysis.Note: Last week, you submitted Part 1 of this Assignment. This week, you will complete and submit only Part 2.To prepare for this Assignment:Review this week’s Learning Resources, as well as any of the readings from Week 5 as necessary to complete this Assignment. Note: You will continue to analyze the selected organization from Week 5 against the Malcolm Baldridge criteria.For each of the seven categories found within the Baldridge Excellence Builder document, assess your selected company on the descriptors found on page 15. Make note for each category of whether the company is Reactive, Early, Mature, or Role Model in its operations strategies and practices. For example, when considering the first category, Leadership, are its leaders’ behaviors characterized as being reactive to problems, or are they reflective of applied best practices and continual learning and improvement?Note: The seven categories and their associated sub-categories begin on page 7. The titles are subject to change each year when a new edition of the Baldridge Excellence Builder is published. In the 2019–2020 edition, the seven categories are as follows: 1. Leadership, 2. Strategy, 3. Customers, 4. Measurement, Analysis, and Knowledge Management, 5. Workforce, 6. Operations, and 7. Results.Refer to the Academic Writing Expectations for 2000/3000-Level Courses as you compose your Assignment.BY DAY 7Submit Part 2 of your report according to the following prompts.Part 2: Analyzing Quality for an Organization (11–13 paragraphs)Analyze the company you chose and estimate the company’s level of organizational excellence according to the criteria of the Baldridge Award to the best of your ability. In your analysis, include the following:A brief description of the company you selected, as well as an explanation of the company’s main product or service offering(s) (75 words, or 1 paragraph)An assessment for each of the seven categories against the descriptors found on page 15 of the Baldridge Excellence Builder document, along with a description of the company’s performance in that category, being sure to support your assessment with specific organizational examples and references to scholarly sources (525 words, or 7 paragraphs)Prepare a list of 3–5 specific recommendations, each from a different category, for how the company can make improvements based on your analysis. Provide support for your recommendations with references to at least two scholarly sources. (225–375 words, or 3–5 paragraphs)Note: Your report should adhere to the template provided. Be sure to incorporate properly formatted references to a minimum of four scholarly sources to support your work. Use the Week 6 Assignment Template, provided in this week’s Learning Resources, to complete this Assignment.Resources:https://asq.org/quality-resources/seven-basic-quality-toolshttps://www.cgma.org/resources/tools/essential-tools/quality-management-tools.html b1548b197b71512084c8b97418cdf7f4.pdf e2a910939b28a39251da323810568.pdf Unformatted Attachment Preview Chapter 13 Six Sigma Quality Management 401 Six S19Mc:1 T a·I ng Leve s Table 13.6 Training Levels Description Yellow Belt Has a basic understanding of the Six Sigma methodology and the tools within the DMAIC problem-solving process, including process mapping, cause-and-effect tools, simple data analysis, and process improvement and control methods. Green Belt Is a trained team member allowed to work on small, carefully defined Six Sigma projects, requiring less than full-time commitment. Has enhanced problem-solving skills, and can gather data and execute project experiments. Typically spends 25\% of their time on Six Sigma projects. Black Belt Has a thorough knowledge of Six Sigma philosophies and principles. Exhibits team leadership, understands team dynamics, and assigns team members with roles and responsibilities. Has a complete understanding of the DMAIC process and a basic knowledge of lean concepts. Has knowledge of and can use advanced statistics, coaches successful project teams, and provides group assessments. Identifies projects and selects project team members, acts as an internal consultant, mentors Green Belts and project teams and provides feedback to management. Master Black Belt Has a proven mastery of process variability reduction, waste reduction, and growth principles, and can effectively train at all levels. Challenges conventional wisdom and provides guidance and knowledge to lead and change organizations using Six Sigma. Directs Black and Green Belts on the performance of their Six Sigma projects and also provides guidance and direction to management teams regarding the technical proficiency of Black Belt candidates, the selection of projects, and the overall health of a Six Sigma program. Source: Six Sigma belts, executives, and champions-what does it all mean? http://asq.org/learn-about-quality/six-sigma/overview/belts-executives-champions.html 2012, for example, the premium for MBBs over holders of the BB was $25,583. 28 Several of the useful tools of Six Sigma are discussed next. THE TOOLS OF SIX SIGMA • Ap p ly the various st at istical tools of Six Sigma PROCESS MAPS Also called process diagrams or flow diagrams, this tool is the necessary first step when evaluating any manufacturing or service process. As described in several previous chapters, process maps use rectangles representing process action elements and ovals representing wait periods, connected by arrows to show the flow of products or customers through the process. Once a process or series of processes is mapped, potential problem areas can be identified and further evaluated for things like excess inventories, wait times, or capacity problems. An example of a customer flow diagram for a restaurant is shown in Figure 13.1. Using the diagram, restaurant managers can observe process activities and wait times, looking for potential problems requiring further analysis. CHECK SHEETS Check sheets allow users to determine frequencies for specific problems. For the restaurant example shown in Figure 13.l, managers could make a list of potential problem areas based on their observations, then direct employees to keep counts of each problem occurrence on check sheets for a given period ohime (long enough to allow for true problem level determinations). At the end of the data collection period, the problem occurrences are tallied and problem areas are evaluated. Figure 13.2 shows a check sheet that could be used in a restaurant. PARETO CHARTS Pareto charts, useful for many applications, are attributed in part to the work of Vilfredo Pareto, a noted 19th-century Italian economist and mathematician. In 1906, Pareto described the unequal distribution of wealth in his country, observing that 20\% of the people owned Also called process maps or flow diagrams. Anecessary first step when evaluating any manufacturing or service process. They use rectangles representing process action elements and ovals representing wait periods, connected by arrows to show the flow of products or customers through the process. process diagrams flow diagrams See Process diagrams. process maps See Process diagrams. check sheets Allow users to determine frequencies for specific problems. Managers make a list of potential problem areas based on their observations, then direct employees to keep counts of each problem occurrence for a period oftime. Pareto charts Attributed in part to the work ofVilfredo Pareto, a noted 19th-century Italian economist and mathematician. It is a chart showing the magnitudes of problems, from biggest to smallest. 402 PART II MANUFACTURING AND SERVICE FLOWS Figure 13.1 Process Map of Customer Flow at a Restaurant Customer arrives, parks car Customer enters, asks for table Customer gets menu ----+ Customer seated Customer orders food ----+ Customer gets food,eats Customer gets check Customer uses credit card Customer walks to car about 80\% of the wealth. In quality improvement efforts, Pareto charts show the magnitude of problems, arranged from largest to smallest. Decades later, Joseph Juran described what he called the Pareto Principle, referring to his experience that 20\% of something is typically responsible for 80\% of the results. Eventually, this idea became widely known as the Pareto Principle, or the 80/20 Rule.29 Applied to quality improvement, this refers to the common Pareto Principle Refers to Jurans thinking that 20\% of something is typically responsible for 80\% of the results. Also known as the 80/ 20 Rule. II Figure 13.2 Restaurant Problem Check Sheet Problem Mon. Tues. Wed. Thurs. Fri. Sat. Sun. SubTotals \%of Total long wait IHI I IHI IHI Ill IHI I IHI Ill/ IHI IHI JIii 48 26.5 II I I Ill II 9 5.0 II I Ill /Ill 11 6.1 wrong food IHI II I II IHI Ill I 19 10.5 bad server IHI I Ill IHI I IHI I II I I II I Ill I cold food >--bad food -- bad table room temp. too expensive I II no parking wrong change I I I Totals 26 24 13.3 8 4.4 Ill IHI tH1 15 8.3 I I Ill Ill 11 6.1 tH1 tH1 JI 14 7.7 /Ill Ill ~--- /JI/ I--- other ----- II JI tH1 I I I I II 18 31 I 14 42 43 18 4 7 181 9.9 - 2.2 I 100 ___, Chapter 13 Figure 13.3 C 100\% QI 50 .. 40 ... :::, 30 ... 20 er QI I- 403 Pareto Chart For Restaurant Problems 60 41 ·;:; Six Sigma Quality Management QI OI Ill C QI V QI 50\% C. QI > .:: Ill :i E :::, 10 0 ,z> 0\% V ~ 0 Problems observation that a few of a firms problems account for most of the problem occurrences. In other words, firms should fix the few biggest problems first. Pareto charts present data in an organized fashion, showing process problems or defects from most to least severe, along with the cumulative percentage of problem occurrences contributed by each problem. It makes sense when utilizing a firms scarce resources to work on solving the most severe problems first. As shown in Figure 13.3, the long wait restaurant problem identified in the Figure 13.2 check sheet is the most severe problem, and should be the subject of initial improvement efforts. (Note that, in this case, the two biggest of the 10 problems accounted for about 40\% of the occurrences.) CAUSE-AND-EFFECT DIAGRAMS Once a significant problem has been identified, cause-and-effect diagrams (also called fishbone diagrams or Ishikawa diagrams) can be used to aid in brainstorming the causes of the problem. Figure 13.4 illustrates a cause-and-effect diagram for the most severe long wait problem identified in Figure 13.3. The problem is shown at the right side of the fishbone diagram. Each of the four diagonals of the diagram represents a potential group of causes. The four groups of causes shown, Material, Machine, Methods, and Manpower- also known as the 4 Ms- are the standard classifications used for identifying problem causes. In most cases, problem causes will be found in one or more of these four areas. Typically, Six Sigma team members will gather to brainstorm the potential causes for a problem within these four areas (also referred to as root cause analysis). In Figure 13.4, each branch on one of the four diagonals represents one potential cause. Subcauses are also part of the brainstorming process, and are shown as smaller branches attached to each of the primary causes. Asking the question why? in response to each potential cause will uncover the potential subcauses. Breaking a problem down into its potential causes and subcauses in this way allows workers to then return to the site of the original problem to determine the relative significance of each cause and subcause, using more specific checklists and Pareto charts once again. Eventually, the firm identifies the primary root causes of a problem, and can take appropriate steps to eliminate them until most or all of the problems impact disappears. The Manufacturing Spotlight on page 404 describes Boeings very successful root cause analysis group. A detailed cause-and-effect diagram can be a very powerful tool for use in Six Sigma improvement efforts. Without its use, workers and managers risk trying to eliminate causes that have little to do with the problem at hand, or working on causes that are minor compared to other, more significant problem causes. Once most of a problems causes are identified and cause-and-effect diagrams Also called fishbone diagrams or Ishikawa diagrams. They are used in brainstorming the causes of the problem. The problem is shown at the right side of the fish bone diagram, with four diagonals of the d iagram representing a potential group of causes. fish bone diagrams See Causeand-effect diagrams. Ishikawa diagrams See Causeand-effect diagrams. 4 Ms The four groups of causesMaterial, Machine, Methods, and Manpower-used in cause-andeffect diagrams. root cause analysis Brainstorming the potential causes for a problem w ithin the 4 Ms. Each branch on one of the four diagonals represents one potential cause. Subcauses are also part of the brainstorming process and are shown as smaller branches attached to each of the primary causes. Asking the question why? in response to each potential cause will uncover the potential subcauses. Breaking a problem down into its causes and subcauses will lead to problem solutions. 404 PART II MANUFACTURING AND SERVICE FLOWS ~,111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111111,~ = ~ MANUFACTURING SPOTLIGHT Boeings Use of Root Cause Analysis The EPM Groups best practices include: (1} Implement an RCA program as early as possible, and create goals for the program aligned with organization goals; and (2) measure the performance of an RCA-for Boeing, these were the time it took to complete each RCA, the number of RCAs completed by the team per year, the effectiveness of the solutions, and the savings created by the program. - -- The length of time that it took to implement solutions was the period the company was vulnerable to the problem reoccurring, so use of this metric ensured that everyone was focused on finding effective solutions as quickly as possible. To improve its ability to close out an RCA and reduce its exposure to risk, Boeing created a board of senior staff who could approve expenditures and remove roadblocks that delay solution implementation. Boeing uses electronic submissions to gather evidence, along with virtual, team-based tools that unite RCA team members from different regions in a cost-effective manner. They ensure E l -~ :! - u e ;? - S u = Boeings Enterprise Problem Management (EPM) program is a all evidence and data are collected and catalogued as soon as _ _ world-class root cause analysis (RCA} effort. The EPM Group has a 100\% success rate in preventing problem reoccurrences after all possible. Finally, they store completed RCAs for other investigators to search. After a triggering event occurs, an effective initial step - = solutions are implemented. Reducing the time to finish an RCA is critical in reducing organizational threats. In its first five years, the is to search the records for an RCA that may have been completed on the same or similar event. This may allow a team to identify : : group was able to reduce times to finish an RCA by 42\%. known causes and effective solutions quickly.30 -- _ -- ~/fflllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll\\~ 0 Watch a ·crash course on cause-and-effect diagrams eliminated, the problem itself should be back under control. At this point, firms can design and begin using statistical process control charts, discussed in the following chapter supplement. TRENDS IN SIX SIGMA • Ex plain t he new applicatio n s of Six Sig ma Although the philosophy and practices of Six Sigma have been in use for over 25 years, new applications of Six Sigma are constantly being discussed and published in research journals and trade publications. Two of the most recent applications are presented here. SIX SIGMA AND REVENUE MANAGEMENT Read more about trend s in Six Sigma revenue management Offering the right service to customers at the right time, for the right price. Also referred to as yield management. yield management See Revenue management. One approach for optimizing revenues in an organization is to offer the right service to customers at the right time, for the right price. When applied to perishable services such as airline seats or hotel rooms, this is referred to as revenue management or yield management (a topic discussed in Chapter 10). Applying Six Sigma to revenue management allows the firm to reduce costs while maximizing revenues, which will further improve profits. In revenue management, the problem of when to offer a service, to whom, and how much to charge is addressed. If an unrented hotel room or empty airline seat is considered a defect, then Six Sigma can be used to seek out the root causes of the defects, eliminate them, and ultimately improve a firms financial performance. Six Sigma can also support revenue managers in making correct forecasting, overbooking, and market segmentation decisions. Specifically, the DMAIC improvement cycle can be used to improve revenue management. Currently, major hotel chains such as Starwood Hotels and Resorts Worldwide are experimenting with this approach. Chapter 13 Figure 13.4 Six Sigma Quality Management 405 Cause-and-Effect Diagram for the Long Wait Problem Machinery Material Run out of food Washing machine breaks Credit card scanner breaks LONG WAIT Too much overbooking Understaffed shifts Preference to VIPs High turnover No system for food or drink pickup Methods Manpower SIX SIGMA AND THE THEORY OF CONSTRAINTS Using the Theory of Constraints (TOC) to identify bottlenecks (as described in Chapter 8), while using Six Sigma to improve the bottleneck processes, provides a potent combination for quickly finding root causes and improving capacities in organizations. A U.S. mining company has been experimenting with this combination (it refers to it as 6TOC) to keep costs down while maximizing capacity. In one case, it used Six Sigma to improve its truck hauling bottleneck by studying how rock was hauled and dumped into the primary crusher. Ultimately, it was able to lower the truck hauling cycle times, which increased production and delayed the purchase of another truck and the hiring of another driver. 31 ($)SAGE edgeT . Visit e e. agepub.co r to help you accomplish your coursework goals in an easy-to-use learning environment. • • • • Mobile-friendly eFlashcards Mobile-friendly practice quizzes A complete online action plan Chapter summaries with learning objectives • Excel templates to assist with practice problems • Original video case studies that demonstrate chapter concepts in action SUMMARY In operations management, the use of Six Sigma to manage quality can provide firms with a distinct competitive advantage. This chapter provided a discussion of the philosophy, tools, and contributors to Six Sigma. A discussion of lean and Six Sigma was also included, since lean systems require the use of Six Sigma quality improvement methods and -----.... -- I 406 PART II MANUFACTURING ANO SERVICE FLOWS tools. A number of important Six Sigma practices have been reviewed in this chapter that will aid the firm in its qual­ ity improvement efforts. Regardless of whether the firm is ~........ ........ ........ ........ .... ........ ........ ........ .... ............ ....... .......... .... ................... .... ....... -........... -------. -~ :: :: :: :: a manufacturer or a service, these tools can be utilized to assess current practices and processes, leading to continuous quality improvement. KEY TERMS ISO 14000, 399 ISO standards, 399 Lean Six Sigma, 395 Opportunities for a defect to occur (OFD), 393 Pareto charts, 401 Pareto Principle, 402 Process diagrams, 401 Process maps, 401 Revenue management, 404 Root cause analysis, 403 Six Sigma, 391 Yield management, 404 Baldrige Quality Award, 397 Cause-and-effect diagrams, 403 Check sheets, 401 Critical-to-quality characteristics, 400 Defects per million opportunities (DPMO), 392 Demings Theory of Management, 395 DMAIC improvement cycle, 400 Fishbone diagrams, 403 Flow diagrams, 401 4 Ms, 403 Ishikawa diagrams, 403 ISO 9000, 399 FORMULA REVIEW Defects per million opportunities, DPMO = number of defects x1,000,000 (OFD per unit)(number of units) where OFD = opportunities for a defect to occur. SOLVED PROBLEMS Vickie and Todd make dog treats for their Internet order business, Good Boys Bakery. They want to track quality, so they decide to calculate their defects per million opportunities, or DPMO, each month. For each bag of dog treats they sell, there are four possible defects or customer complaints: a food complaint, a delivery timing complaint, an incorrect order, or a damaged order. During the past month, Good Boys filled 340 orders. It received eight complaints. Calculate the DPMO and determine the approximate Six Sigma level. Answer: :: Good Boys DPMO = :: :: = number of defects x 1,000,000 (OFD per unit)(number of units) 8 xl,000,000 = 5,882 defects per million (4)(340) Using Table 13.l, this reveals a Six Sigma level of slightly better than 4. REVIEW QUESTIONS :: 1. Describe Six Sigmas origins. 2. What is the reason for using the name Six Sigma? 3. What is DPMO, and why would a company calculate it? 4. What does Six Sigma have to do with lean? What is Lean Six Sigma? 5. Describe Demings Theory of Management, and how it can be used to improve quality. 6. What is the Deming Prize? What companies can receive it? 7. What was the reasoning behind Crosbys belief that quality is free? Chapter 5 • Managing for Quality • Strategic Quality Planning. One of the essential elements of strategic quality planning is benchmarking. Benchmarking is the process of comparing the quality of your companys products or services and its processes with chose companies considered to be world leaders in quality. Hyundai (Hyundai Motor Company, Seoul, South Korea) has successfully improved its image for quality among American car-buyers by routinely benchmarking its autos against the cars produced by Toyota and N issan . Firms can even benchmark the best practices of companies in other industries to find out w hat they are doing well and adapt chose practices to their own operations. 171 FIGURE 5.2: Key Aspects of Total Quality Management TQM isnt just for manufacturing firms. As the Operations Profile on page 172 illustrates, many service organizations such as hospitals have realized immense benef ... Purchase answer to see full attachment