LEAN Six Sigma Company Methodology & Business Strategy Discussion this file is from my friend who took this class last semester and I was hoping if someone

LEAN Six Sigma Company Methodology & Business Strategy Discussion this file is from my friend who took this class last semester and I was hoping if someone can please make a good paraphrase to this file as much as you can so it doesn’t look alike The chain of causation proposed by Dr. Mikel J. Harry might seem paradoxical or
nebulous at first glance, each entry seemingly introducing a significant number of input
variables. What’s more, one might be tempted to examine the chain exclusively as a
series: if one link in the chain is broken, the proposed system will fail. There is, however,
another way to view the criterion laid forth by Dr. Harry: the provisions as a whole are a
set of detachable links that can be locked together in arrangements tailored to an
organization’s mission or objectives which, in turn, dictate the sequence of links in the
chain.
Let’s assume we have a business that wishes to follow the Six Sigma methodology. From a
Six Sigma standpoint, the business strategy revolves around the consumer. Gleaning
knowledge about consumer wants must take place beforehand. For instance, the project
leaders could assess the viability of a product or service based on the market performance
of similar goods from other companies. To elucidate the chain of causation for a Six Sigma
company, an alternative layout adapted to the interests of the consumer is presented
forthwith:
In order to apply the right knowledge, we must first acquire it.
To acquire new knowledge means that we must have the will to survive.
Our business growth is largely determined by customer satisfaction.
Our survival is dependent upon growing the business.
Customer satisfaction is governed by quality, price and delivery.
Quality, price and delivery are controlled by process capability.
Our process capability is greatly limited by variation [and waste].
Process variation [and waste] lead to an increase in defects, cost and cycle time.
To eliminate variation [and waste], we must apply the right knowledge.
The first step in this new chain is procurement of the proper knowledge about customers’
demands through various means. The flow of information is crucial to the continued
survival of the business. In this customer-oriented perspective, customer satisfaction is
the foundation upon which the business strategy is built. As such, the growth of the
business depends on how well the products and/or services fulfill customer needs and
expectations. Based on established customer needs, a product or service and the necessary
processes required to make them then become the focus of attention. This would
encompass planning to the fullest possible extent potential variables that might
contribute to variation and waste in the output variable(s). At this final stage, the
necessary knowledge must be applied to develop or refine the product and processes
whilst mitigating the impact of the aforementioned detrimental variables. Since Six Sigma
is a continuous improvement process, this model can serve as the basis for a closed
feedback loop that enables the enterprise to recursively improve upon its products and/or
services taking into account consumer advice regarding quality. This feeds back into the
first step which is knowledge acquisition and the process begins anew.
This is one possible arrangement but it nonetheless showcases the versatility of Dr.
Harry’s suggestions. Indeed, the greatest strength of Dr. Harry’s chain of causation is its
malleability, permitting business leaders to adapt the outline to the interests of their
organization(s). As time goes on, the chain can be modified within an enterprise to meet
challenges and keep pace with consumer needs.

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