Sci209 - In my profession, theories are constantly brainstormed and are key ingredients of Quality and Efficiency design. Along with the chosen theory must come a vast majority of collection of data in order to measure, analyze, conduct experiments, and prove whether your theory was correct or not and why? One example I choose to explain when I tested a theory was 4 years ago on assignment with Panasonic Corporation. Sci 209 - Their manufacturing, supply-chain and quality processes although well designed still had variation the previous quarters as their KPI’s (Key Performance Indicators) and KBM’s (Key Business Metrics) reflected. The first three to four weeks were spent observing the processes visually, gathering data and measuring them in order to see if possibly the KPI’s and KBM’s that Panasonic had currently were accurate or not. Our metrics and charts matched theirs so it was not a measurement failure. Next areas to look for are if resources were being utilized appropriately and this is where my theory came about.
Psy211 - Based on previous experiences and projects I noticed that personnel many times apply techniques and tools based mainly on repetition and habit without really comprehending the beneficial impacts. I specialize on Lean and Six-Sigma methodologies and tools. Even though top global companies use and promote these tools to implement in their culture, they do not always sustain.
Psy 211 - One reason they may not sustain in a company culture is because they lose belief in it as a result of them failing at it. Me and my team gathered around the theory that the company needed to see an impact, a gain. I had done this before, it worked very well so I suggested starting with one department at a time. This was a theory explained to Panasonic so they would support it and not fear us deviating away from what they had initially asked us to do.