You have no items in your shopping cart.

Southeastern Mills: The Improvement Journey (B)
Landel, Robert D.; Goldberg, Rebecca Case OM-1420 / Published October 9, 2010 / 5 pages.
Format Price Quantity Select
PDF Download
$3.95
Printed Black & White Copy
$4.50

Product Overview

Appropriate for courses in operations design and performance management. A Business Process Improvement team has completed its preliminary evaluation of different system design for launching a Lean-Six Sigma improvement journey. It reviews the results of a two-day assessment workshop recently completed by a consulting group that had scored highly on the team's selection criteria. This case is the second of a three-part case series (OM-1419, OM-1420, and OM-1421) that follows the team's investigations, selection criteria development, assessments, and final decision. Students are asked to critique how the consultants operated and how well the consultants understood the high-performance workplace culture and practices at Southeastern Mills. Students are also asked to consider what the consultants learned during the two-day experience. Students are expected to select a systems design model and state if its current high-performance management elements should be modified. A teaching note (OM-1393TN) is available.


Learning Objectives

Blend the technical aspects of Lean-Six Sigma systems design with the principles and practices of high-performance workplace systems. Evaluate the improvement systems-design skills and implementation approaches of advisory firms who could assist in launching a Lean-Six Sigma initiative. Critique the assessment workshop process and outcomes as to how well the on-site consultants operated and understood the company's high-performance workplace culture and practices.

  • Videos List

  • Overview

    Appropriate for courses in operations design and performance management. A Business Process Improvement team has completed its preliminary evaluation of different system design for launching a Lean-Six Sigma improvement journey. It reviews the results of a two-day assessment workshop recently completed by a consulting group that had scored highly on the team's selection criteria. This case is the second of a three-part case series (OM-1419, OM-1420, and OM-1421) that follows the team's investigations, selection criteria development, assessments, and final decision. Students are asked to critique how the consultants operated and how well the consultants understood the high-performance workplace culture and practices at Southeastern Mills. Students are also asked to consider what the consultants learned during the two-day experience. Students are expected to select a systems design model and state if its current high-performance management elements should be modified. A teaching note (OM-1393TN) is available.

  • Learning Objectives

    Learning Objectives

    Blend the technical aspects of Lean-Six Sigma systems design with the principles and practices of high-performance workplace systems. Evaluate the improvement systems-design skills and implementation approaches of advisory firms who could assist in launching a Lean-Six Sigma initiative. Critique the assessment workshop process and outcomes as to how well the on-site consultants operated and understood the company's high-performance workplace culture and practices.