Simulation Reflection

employees on what Six Sigma actually is, how to use, and how it helps them perform

This simulation experience allowed me to practice my focused assessment skills, delegation of tasks, prioritization on of tasks, interdisciplinary communication skills, and skills that I have not been able to participate in such as blood administration. I learned that my strengths are patient education, delegation, noticing changes in patient condition, and working as a member of a team. I need to improve my speed of completing tasks, my confidence, and my process of working through new skills.

The driving factors for a success or failure of implementing Six Sigma is largely dependent on the inputs set forth at the conception and duration of the integration. This whitepaper will compare and contrast these critical inputs for a successful deployment. In order to accomplish this five various companies: GE Electric, W.R. Grace, Royal Chemicals, Diversified Paper and Lemforder. Some of these organizations had very successful results while others failed to reach their full potential. What is clear is the similarities of those that succeed and those that failed.

Another psychological aspect that was substantially present within the simulation was the social exchange theory. This theory essentially epitomized our SIMSOC in that most social consequences and standings came about through negotiations and dealings between our groups. Virtually every exchange between groups that I witnessed involved a cost-benefit analysis from both parties as they also compared alternatives to seek the most beneficial outcome. This posed the question of “what is fair?” and again brought up the norm of reciprocity from the groups receiving propositions from others.

Six Sigma can help companies achieve performance levels that externally are invaluable to customers and internally can reduce costs. These projects can now be found in very diverse industries and can span far-reaching …these two initiatives can be complementary, especially for "Greenfield" process improvements… UPS Supply Chain Solutions 2 business processes and geographies

There are three stages in the simulation, including mobilization, movement, and sustain phases. The simulation begins in the mobilization phase, and in this phase it was important to get everyone aware of the new change we wish to initiate in the company. The key

The group I was part of first was the simulation group. The role I was suppose to play was Coordinator. Although I wasn't sure I played the part well, as I wasn't sure how play as one to be quite frank.

A quantitative study conducted by Lifvergren, Gremyr, Hellstrom, Chakhunashvili, and Bergman (2010) analyzed the experiences and from a hospital group during a three-year period after the introduction of Six Sigma. It reports on 22 large Six Sigma improvement projects, their results and influence on other improvement activities. The study shows that 75% of the completed projects reached their goals within 18 months. The average net cost savings per completed project/year was $55,300. Overall, the results showed that Six Sigma is a useful concept when trying to improve healthcare processes. They recommend that Six Sigma should be an addition to the improvement practices used in healthcare development initiatives. It was also observed that the Six Sigma program can create much organizational pull regarding quality management and improvement efforts if teamwork is applied.

• This coursework is worth 70% of the overall module marks. • The assignment questions are based on the main case. Supplements A and B provide useful insights into previous Six Sigma initiatives in the organization. • Preferably your write-up may not exceed 5000 ± 10% words. • This coursework should adopt academic conventions in terms of writing style, be supported by research, with proper attribution of sources and be fully referenced. • Do not submit an

My paper has been accepted. To attend the Building Simulation 2017, I need to apply conference grants from our government (because traveling to US and the conference are expensive). I have to submit the required documents for the application at least 2 months before the conference date. One of the requirement is an acceptance (invitation) letter confirming that my paper will be presented orally. However, I have to wait for several weeks to know whether I will presented orally. This situation is very difficult for us, especially because the early birth registration will last in the beginning of June. Could you help me by informing me earlier about my paper status? Othewise, I cannot attend the conference.

Introduction: This case study investigates Maple Leaf Foods' (MLF), a highly successful diversified corporation, proactive approach to the implementation of the rigorous, culture penetrating and comprehensive measurement-based philosophy, Six Sigma. In fact, MLFs' change champions and "dynamic duo", Michael McCain, president and chief executive officer (CEO), and Bruce Miyashita, vice-president (VP) Six Sigma, unequivocal support, confidence, vision, and expertise in this process improvement and variation reduction strategy ignited the essential motivation and stakeholder loyalty that was paramount to the receptivity/achievement of their "well-thought out" conversion and

Over the past three weeks in the University of Phoenix Marketing Management class, I have completed three simulations based on real life marketing situations. The first simulation was titled, "Forecasting Market Demand." This simulation discussed the importance of determining the future demand for your product in the voice commanded software industry. The marketing team for the new Listensoft software needed to accurately forecast the production capacity of the new product and the pricing strategy. This task is especially difficult because human behavior is difficult to predict. Forecasting behavior "…is about generating numbers out of expectations, opinions, statements, prior patterns and a host of other subjective elements" (Forecasting

Breyfogle III, F.W., Cupello, J.M. and Meadows, B. (2001), “Managing Six Sigma”, John Wiley and Sons, New York.

In 1990’s Jack Welch launched Six Sigma in GE in a big way. He implemented Six Sigma in all areas and ensured that the entire organization participates in the initiative. He changed the performance incentives and made them based on individual’s ability and enthusiasm to take part in Six Sigma initiatives. He transformed GE to a state where Six Sigma had become the culture of the organization and not just a methodology for brining organization-wide improvements.

The above four were the main reasons for the company to put together a set of processes which would formally combine SCM and six sigma, by training and developing supply chain people become capable of leading innovations. Over the last years of implementation, SCM six sigma became a unique and useful component of Samsung’s strategy for systematic and continuous improvement of its SCM