In the arena of catering to the quality improvement factors in catalysis of the company’s value creation and a higher degree of performance, the adoption of six sigma methodologies in the most strategic ways is critical (Jayaram, 2016). Samsung Group’s implementation and modification of the six sigma witnessed a dynamic modification aroused in the result of reduced company’s cost factors, improved areas of productivity, active process flow capabilities, and hence innovative supply management strategic capabilities.
Samsung Group of Companies, in the view to create and institute efficiency in the global operations and supply of its services, reinstituted its six sigma capabilities in integration to the SCM solutions to derive lucrative insights such as below.
In the phase of the paradigm shift from six sigma (DMAIC approach) to integrated SCM and six sigma approach by the institution of the DMAEV approach. The Samsung Group of Companies has been viewed to develop greater use of its changes implemented.
The DMAEV (Define, measure, analyze, enable, and verify) model of six sigma strategy in the case of Samsung Group of Companies has been a compelling tactic that served a robust strategic insight in the way of efficient SCM in association to the six sigma approach, as illustrated below (Salah & Rahim, 2019).
The define phase of the process reveals the identification of practical visible problems, setting up of goals and objectives of the organization in the consent of implementation of the strategy, and arrive at the intention of the voice of customers (VOC) and voice of business (VOB) (Varma & Ravi, 2017).
In the mode of renovation in the six sigma process, the Samsung Group of Companies develop the metrics and measurement systems by use of DMAEV method. It can assist the measurement of current mapping to that of the expected mapping. It involves measurement of the metrics by conversion of the VOCs to CTQs i.e. Critical to Quality.
In the analysis stage of the DMAEV process, as stated by Varma & Ravi (2017), analyzing the CTQs comes under the effective implementation of evaluating levels of variations, and analyzing the parameters to prioritize the improved returns in the process.
In the use of DMAEV as the six sigma approach integrated with the SCM applications, identification of improvement plans for optimum solution achievement is assessed. The stage takes into account the designing of QFDs and various other analytical tools to cater to feasible results.
The final stage in the comprehensive six sigma methodology focuses on running and testing the results obtained along with their validation, keeping in view the acts like risk assessment, error checking, and removal, failure mode effect analysis, etc. (Varma & Ravi, 2017) to obtain the overall insights of reliable SCM and six sigma strategy.
Jayaram, A. (2016). Lean six sigma approach for global supply chain management using Industry 4.0 and IIoT. 2nd International Conference on Contemporary Computing and Informatics, 89-94. https://doi.org/10.1109/IC3I.2016.7917940.
Madhani, P. M. (2016). Benefits of six sigma in supply chain management: Developing various frameworks. Materials Management Review, 13(1), 30-33.
Salah, S., & Rahim, A. (2019). Implementing lean six sigma in supply chain management. An Integrated Company-Wide Management System, 105-111. Springer, Cham. https://doi.org/10.1007/978-3-319-99034-7_6.
Varma, G., & Ravi, J. (2017). Six sigma in electronics company: A case study on Samsung. International Journal of Research in Management Studies, 2(5), 12-25.
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