3m Case Study: The Six Sigma At 3M

Case Study of 3M

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Case Study of 3M

Summery

To start with, the case study in question, The Six Sigma at 3M, concerns the 3M company, which has joined a program called Six Sigma in order to improve the employees’ quality of work. 1992 is the year of 3M foundation which took place in Minnesota (Hil & Linderman, 2007). In 2000, 3M was differentiated organization with leading market offering a wide range of goods: various sorts of gadgets, healthcare devices, safety and numerous different goods. The organization had operations in 60 nations. New designated Chairman, CEO W. James McNerney Jr. connected the concept of Six Sigma to 3M keeping in mind the end goal to enhance consumer loyalty and expense investment funds (Hil & Linderman, 2007).

A Six Sigma venture typically lasts for six months. For

3M arrangements to present e-efficiency for better association with its clients. Six Sigma is intended to fulfill client driven desire; and, consequently, its adjustment in 3M is critical. It is worth of noting that joining Six Sigma to the “DNA” of the organization served as the 3M’s future arrangement and its senior administration likewise wants to make dark belt in Six Sigma mandatory for all administrators.

Case Study Questions and Answers

Question 1. What will be the benefits, costs and risks of the Six Sigma program, and how will they be tracked and supported?

To analyze and properly assess Six Sigma program, its impact upon the organization and its employees it is necessary to distribute the work of the program into three categories: benefits, costs and risks. As a consequence, benefits of the Six Sigma usage consist in the fact that the level of employees’ productivity had been risen. In other words, the expected outcomes of the work were reached and, in the majority of cases,