Product details

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Abstract

As the business environment changes, a key element needed for sustaining corporate success is the ability to respond proactively through operational improvement. Corporations are paying increased attention towards improving their operational management practices (Brown & Eisenhardt, 2000). In the last two decades, Six Sigma methodology has evolved with growing momentum, creating billions of dollars of value innovations in various industries. This case deals with the implementation of process-level Six Sigma in a textile component manufacturing industry. The project mentioned here is a process-level Six Sigma, applied in their component manufacturing area. With the structured methodology of define, measure, analyse, improve and control approach, they were able to achieve 300 PPM (parts per million) from 2,456 PPM.
Location:
Size:
Small scale industry
Other setting(s):
March 2008

About

Abstract

As the business environment changes, a key element needed for sustaining corporate success is the ability to respond proactively through operational improvement. Corporations are paying increased attention towards improving their operational management practices (Brown & Eisenhardt, 2000). In the last two decades, Six Sigma methodology has evolved with growing momentum, creating billions of dollars of value innovations in various industries. This case deals with the implementation of process-level Six Sigma in a textile component manufacturing industry. The project mentioned here is a process-level Six Sigma, applied in their component manufacturing area. With the structured methodology of define, measure, analyse, improve and control approach, they were able to achieve 300 PPM (parts per million) from 2,456 PPM.

Settings

Location:
Size:
Small scale industry
Other setting(s):
March 2008

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