Graduate Organizational Management (MGMT) Course: Case Study Week 2 Launching Six Sigma Way:
Valerian
B-K. Masao II
Dr.
Dr. Jerome Pionk
MGMT500
B001 Spr 12 - Week-2 Case Study - Valerian B-K. Masao II
April
15, 2012
In pretense that
I’m promoted as a new manager for a large corporation that does not use Six
Sigma; I will follow the 8 steps explaining on how I would go about this
potential “launch” the Six Sigma and keeping it running successfully. First of
all I will need the competence of key concept of Six Sigma practices and role
models. This is to acknowledge that Six Sigma is not just a notion without
realistic human capital investment. Because human capital investment is
depending on human and human are unique one another, so as the key practices
and rode models of Six Sigma in any business bare the same unique status as
human capital because businesses and organizations are made up by unique
individuals. This is to say that what is working at a Wall Street Corporation
certainly might not work at any or some Main Street Banks although both
corporations they may have similar goals, objectives and mission, investing
capital, selling stocks, creditors and so on. Nevertheless, what a new manager
who want to launch Six Sigma and lead it run successfully is apply successful
best practice benchmarks that have been used by other businesses in similar
scenarios, themes, problems or business practices and personalize them as list
of key leadership actions to Six Sigma as successful start-up in building a
long life integrated management system. {Pande, Neuman and Cavanagh, p. 109 and
110}