Lean Lean Six Sigma are to rapidly improve customer

 

Lean
Six Sigma:

Lean
Six Sigma is a concept model synergised by combining Lean Manufacturing and Six
Sigma models of organisation management. The objectives of Lean Six Sigma are to rapidly
improve customer satisfaction and quality, increase process speed and reduce
costs. It is typically applied in manufacturing using DMAIC (Define, Measure,
Analyse, Improve and Control) phases to improve product manufacturing
processes. (Chang, 2012)

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Six
Sigma:

The
six-sigma model was first conceptualised in the year 1986 by a reliability
engineer in Motorola company, it was developed to compete with KAIZAN model
followed in japan companies. Six Sigma is a process improvement model designed
to address four key initiatives: Quality, Productivity, Cost and Profitability.
More specifically, the process is a determined and intensive effort to:


find and eliminate causes of defects and errors


reduce cycle times and cost of operations


improve productivity


achieve higher asset utilization and


better meet customer expectations (Hess, 2015)

Lean
Manufacturing:

The
origin of Lean manufacturing and waste reduction are derived from Benjamin
Franklin through documented examples. The Lean process mainly concentrates on
the individual product and its value stream of the foundation of this vision,
identifying value-added and non-value-added activities, as well as eliminating
all waste in the production process. Waste within the system may be categorized
in one of the following:


over-production


defects


unnecessary inventory


inappropriate processing


excessive transportation


waiting


unnecessary motion (Hess, 2015)

 

 In public sector currently, BrewDog is
adopting the EFQM excellence and Lean six sigma models to their organisation
under the membership of Quality Scotland. Martin and James established BrewDog
in the year 2007 in a small garage. BrewDog decided the best way to fix this undesirable predicament
was to brew their own beer. Consequently, in April 2007 BrewDog was born and later
developed into a multinational brewery and pub chain based in Ellon, Scotland.
Later the company grew up to a vast multinational brewery with equity
shareholders of 55,000 by the year 2016. The BrewDog currently owns 50 branches
in 22 countries. By this time BrewDog became the UK’s fastest selling beer
brand alternative to Scandinavia. The EFQM excellence model starts as the
humanist approach that situates the customer as the centre and ultimate reason
of action of an organisation. (Martin-Castillo, 2002). BrewDog is a Brewery and pub chain which makes the
organisation to mainly concentrate on the human relations. The customers and
culture are the priority in the organisation. The organisation by adopting the
EFQM excellence model can be able to understand cause-effect relationships and
the result outcomes. The EFQM Leadership and people model the organisation
enables the employees to become involved in the organisation’s growth by
maintaining the quality and culture. As a multinational organisation, the
BrewDog has certain standards to maintain all over its branches. This can be
attained by a common platform of organisational system. By adopting EFQM model
the company can keep track of the results obtained in various branches all over
the world and can measure the improvement in performance which would be a major
tool to develop a suitable strategy for future development. The performance
measurement allows the company to introduce innovative ideas in policy and
strategy to sustain the development. The major trait of following the quality
Scotland’s EFQM model is unitization of the brand culture all over the branches
of BrewDog, the quality of the beer is standardised in every branch satisfying
the people. The resources required for the people working in the organisation
can be planned, organised and improved; people are recognised and empowered by
the organisation. The EFQM excellence model acted as an assessment tool for
BrewDog to appoint capable management system in their branches. As the EFQM
excellence model aided the company to achieve excellence, the Lean Six Sigma
model supported the company in background by reducing cycle times, eliminating
defects & errors, improving productivity and achieving higher effect
utilization. The Lean Six Sigma model acts as a useful tool in the manufacturing
area of the BrewDog organisation. Waste control and higher production rate can
be achieved. The company can keep track of the kegs brewed time spent on the
brewery and make required changes in the manufacturing area by reducing waste.

 

Recommendations:

For Quality Scotland to
stay in the competition and improve its further membership in private sector,
the company should be aware of the challenges of the EFQM and Lean Six Sigma. The
European Foundation for Quality Management (EFQM) Excellence 2000 Model is
widely adopted by organisations as a means of Self-Assessment to enhance
performance at all levels of an organisation. It has been argued that a major
strength of the approach is an overall evaluation of activities and
performance; this has avoided the lack of focus, especially on strategic
issues, of other, usually independent improvement tools which are used within
the operational/ manufacturing areas of organisations. (MacKerron,
Knowledge Driven Manufacturing, 2002). Lean
initiative should not be viewed as something quick-fix as such attempts will be
doomed to fail and eventually will be labelled as another passing management
fad. Cautions that if, Lean is observed as a means of quickly cutting costs to
meet budget deficits, organisations fail to achieve the real benefits. (Antony, Krishan, Cullen, & Kumar, 2012). As the companies in
private sector are solely under the management of private individuals the
business excellence models can be used as a fraud for tax exemptions or to
elevate the company status more than it is worth.