Case Study 2 Related to HR:

Define : Rate of attrition had increased substantially in the last two quarters in
the four levels of their employees.
Measure : Collection of Data and finding the sigma level. Map the process and
create C&E diagram.
Analyse : Conduct the Hypothesis Testing and List the Vital x
Improve : Execute and Standardize the process (get approvals, impart training)

• HR decided to reduce the promotion period of level 1 to level 2 from an average of 2 years to 1.5 years as maximum resignations occurred during the initial years of service. Policy was made and approved from the management.
• HR started conducting awareness programs on the growth prospects an employee could expect in the organization and comparison with the competitors.
• HR created policies for the employees in consultation with the management to
• Identify new growth opportunities,
• Give additional responsibilities and rewards henceforth,
• Encourage inter- departmental transfers through internal job postings,
• And Promote up-gradation of skills through training.
• HR restructured the compensation for the next Performance review in Sept, 04 which rationalized the % compensation for all levels as per the benchmark industry.
• First, each individual was made to list down his job responsibilities. Then, HR interviewed the middle/ upper management to gauge non-uniformity in work load. Next, the managers were asked to uniformly distribute the work load amongst the employees.
• A new communication system was installed using which employees could attend conference calls from home to avoid night stays.
• HR was made responsible to solve each of the raised issues from the interactions and monitor the proposals regularly.

Control : Create control Chart and control plan

Conclusion:

Six Sigma, however, has its strengths in more complex situations where the relationship between causes and the problem may be unknown and where more profound data analysis is required to identify the true causes of variation. Six Sigma is able to identify and validate root causes from a huge amount of data and deliver the right information to make better business decisions based on facts rather than gut feel.
It has to incorporate all the resources and services in the most effective manner and be sustained until the continuous improvement is inculcated in the workforce.

The cases discussed in this paper not only clearly show the massive improvement potential available to the industry, but also resulted in substantial gains for the specific apparel manufacturers. Industry can take inspiration to implement the strategy for the better working environment of the industry.

References:

1. Executive Six Sigma, Slogan Consulting on Health Systems of America,Inc 2002.
2. Six Sigma or Lean, Dirk Roettges, venturehaus Consulting Limited, London.
3. U. Dinesh Kumar, David Nowicki, Jose´ Emmanuel Ramı´ rez-Marquez, Dinesh Verma, “On the optimal selection of process alternatives in a Six Sigma implementation”, from http://www.elsevier.com/locate/ijpe.htm
4. Thomas Pyzdek, The Six Sigma Revolution, from http://www.qualityamerica.Com/QPProducts/6Sigma.html
5. David L Stymiest, Analyse This – Applying Six Sigma to Facilities Maintenance, from http://www.hfmmagazine.com
6. Quality Network – Failure Mode & Effect Analysis, retrieved on 06/04/07 from http://www.national.com/quality/fmea.html
7. http://www.isixsigma.com
8. www.sixsigmatutorial.com
9. www.sixsigmamk.com
10. www.softwaresixsigma.com

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