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|Operations Management Methodologies (such as Six Sigma) for the Broader Business Context|
|Written by Kek Sei Wee|
|Monday, 11 May 2009 10:12|
We have been seeing increasing organizations that have approached us to come from the non-traditional manufacturing based environment. This includes non manufacturing businesses (eg. health care, financial services, government, non profit) and non manufacturing functions in manufacturing firms (eg. accounts, HR, legal). In the shift of the economy from being manufacturing based to being service based, profitability of organization is derived beyond simply in the effective management of operations on the factory floor. A major portion of the processes, people and technology that determines the success of organizations today lie beyond manufacturing.
The concepts and frameworks behind operations management is increasingly being recognized as an effective enabler for improving business performance. This is especially important for non manufacturing organizations, which may not have the legacy of a continual improvement culture. For example, Six Sigma can be adopted as an initiative to guide improvement strategy and overall process management system. Six Sigma uses many individual tools that includes process mapping, cause-effect matrix, measurement system analysis, failure modes and effect analysis (FMEA), multi-vari study, design of experiments and control plans, that are linked in the DMAIC (define, measure, analyze, improve, control) framework to ensure proper integration. The strategic deployment of an operations management methodology like Six Sigma will be useful in all broadened aspects of business operations. But it will be critical that the road map be customized based on each organization’s goals and objectives, characteristics of culture, nature of processes, and background and skills of employees; and the existing infrastructure and management systems.
With the successful implementation of such methodologies for manufacturing improvements, let us review some challenges and enablers that will ensure that it can be just as rewarding if adopted in a wider business context:
Lessons taught from manufacturing environment
Common reasons for failures
|Last Updated on Wednesday, 09 December 2009 11:41|