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Southeastern Mills: The Improvement Journey (A)
Landel, Robert D.; Goldberg, Rebecca Case OM-1419 / Published September 9, 2010 / 27 pages.
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Product Overview

Appropriate for courses in operations design and performance management. Owners and employees of this company spent considerable effort developing a unique, extremely successful high-performance work place culture based on trust and a decentralized structure and little direct supervision from middle and upper management. Now management wants to consider blending a Lean or Six Sigma program into their work-place culture. A Business Process Improvement Team evaluates four different system designs for launching Lean-Six Sigma. The three-part case series follows the team's investigations, selection criteria development, assessments, and final decision. Students are asked to consider the pros and cons of the alternatives of the team, prepare a recommendation for the senior managers and then critique their choice against the team's recommendation. There is a teaching note (OM-1393TN) available.


Learning Objectives

Evaluate alternative designs and implementation considerations for a Lean-Six Sigma continuous improvement initiative. Assess the interactions between the existing high-performance work system and the Lean-Six Sigma principles and tools that could be included in the continuous improvement system. Critique process activities of the cross-functional team chosen to recommend an improvement journey that will compliment the company's long-standing and effective high-performance work place system.

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  • Overview

    Appropriate for courses in operations design and performance management. Owners and employees of this company spent considerable effort developing a unique, extremely successful high-performance work place culture based on trust and a decentralized structure and little direct supervision from middle and upper management. Now management wants to consider blending a Lean or Six Sigma program into their work-place culture. A Business Process Improvement Team evaluates four different system designs for launching Lean-Six Sigma. The three-part case series follows the team's investigations, selection criteria development, assessments, and final decision. Students are asked to consider the pros and cons of the alternatives of the team, prepare a recommendation for the senior managers and then critique their choice against the team's recommendation. There is a teaching note (OM-1393TN) available.

  • Learning Objectives

    Learning Objectives

    Evaluate alternative designs and implementation considerations for a Lean-Six Sigma continuous improvement initiative. Assess the interactions between the existing high-performance work system and the Lean-Six Sigma principles and tools that could be included in the continuous improvement system. Critique process activities of the cross-functional team chosen to recommend an improvement journey that will compliment the company's long-standing and effective high-performance work place system.