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General Assignment Guidelines:
Education Level: Diploma
Subject of Assignment: Lean Six Sigma
Number of Words: 3000 to 3500 (Please take notes of the allocation of marks)
Type of Referencing: APA
Number of References: 5
Deadline: 1 Week
NewSpring Bank is a large retail bank that offers banking facilities and loan services in a developing country. Their back office functions regularly hire staff to fill new positions as the bank expands its operations with more branches being set up. Many hiring managers have grumbled that the Human Resource (HR) department is not recruiting staff fast enough to fill vacant operational positions.
The HR Director – Jenny Dobson was tasked by the senior management to look into the matter and to improve the hiring process. Jenny came to know that you and a few other staff members have recently returned after completing a Lean Six Sigma course in an overseas university. On 1 July 2017, Jenny called you into her office and appointed you to lead a Lean Six Sigma project team to analyse the recruitment and hiring process and determine ways to reduce the average time taken to hire operations staff by at least 30% in nine months.
(Please take notes of the allocation of marks)
(a) Discuss the VOC and define the Project Y or CTQ for your project. (5 marks)
(b) Define the operational definition of the CTQ. (5 marks)
(c) Specify your project name and define the project objective. (5 marks)
(d) Relate your understanding of how a new staff member is recruited from the time when a hire request is received by HR to the point when the employment contract is signed by the selected candidate using the SIPOC diagram for a typical recruitment process as an example. (10 marks)
- Here is some information regarding the hiring process of NewSpring Bank and the project:
The agreed service level target for hiring is 25 days from hiring request to employment contract signed.
The HR department does the sourcing of candidates themselves and only occasionally works with external recruitment agencies on an ad-hoc basis.
- NewSpring Bank does not have a HR IT system to manage the hiring process. Email is the main means of communications.
Question 1 – Introduction and Performance Issues
(a) Introduce the subject organisation – including the organisation’s name, products or services, and types of customers served. Provide the website address of the subject organisation if possible. If it is sensitive to provide the name of the organisation, use a pseudonym instead. Describe the core function of the department/division. (3 marks)
(b) Understand the performance or quality issues relating to quality, time or cost that the department/division is facing. List and appraise the top three (3) issues by describing what the problem is and how it adversely impacts the customer in one sentence each? (5 marks)
Question 2 – Problem Statement, SIPOC and CTQ
From the top three (3) performance or quality issues highlighted in Question 1, pick one (1) issue where the causes are not yet ascertained, perform the following:
(a) Describe the problem statement (3 marks)
(b) Develop the SIPOC diagram (4 marks)
(c) Discuss and define the CTQ (3 marks)
Question 3 – Cause & Effect Analysis
For the issue selected and described in Question 2, develop the cause and effect or recommend a fishbone diagram to analyse the causes for the CTQ problem. Highlight, label and explain the selection of the potential Xs or likely causes. (10 marks)
Question 4 – As-Is Process Mapping
For the work or service process related to the selected issue and described in Question 2, develop the current state or recommend a “As-Is” process map flowchart. Conduct a Gemba walk to observe the wastes in the process. Identify and label the wastes as well as potential Xs or likely causes of the CTQ problem identified in Question 3 in the “As-Is” process map flowchart. (10 marks)
Question 5 – Improve and Control
Assume you have collected data, and validated through charting that the potential Xs identified
in Questions 3 and 4 were indeed the root causes.
(a) Recommend three (3) improvement ideas to address the root causes. (6 marks)
(b) Develop a control plan for your control phase. You can make assumptions for the metric specification/requirement and any other quantitative figures in the control plan. (6 marks)
Question 6 – Lean Six Sigma or Continuous Improvement Deployment
Discuss with your manager or speak to someone involved in quality or process improvement function, relate how the subject organisation currently drives continuous improvements or solves performance and quality problems with the following:
(a) Describe the current organisation structure, roles and approach adopted to drive continuous improvements or solves performance and quality problems. (5 marks)
(b) Provide brief description of a current or past process improvement project. (5 marks)
(c) Evaluate how the subject organisation can start deploying or improve its Lean Six Sigma adoption to become more effective in driving continuous improvements or solving performance and quality problems. (5 marks)
(d) Assume the DMAIC project has successfully completed the “Analyse Phase” Tollgate 3 review meeting. Questions 2 to 5, address some of your findings and recommendations in a manner suited for the Chief Executive.
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