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Sikorsky Aircraft Company’s Six Sigma Implementation

Six Sigma Implementation in the Context of the Aircraft Company Setting

Promoting consistent quality improvement is an essential element of any company’s functioning (Pyzdek, 2014). Unless the quality standards are regularly updated, the firm is likely to lose its influence and weight in the target market as the customers will prefer the competitors’ products to the ones that the entrepreneurship in question provides. In their article, Moosaa and Sajidb (2010) provide essential pieces of advice for companies of all types, and the Sikorsky Aircraft organization should consider the ones regarding training programs along with the tips concerning the system disruption, thus, introducing the concept of abandoning into its framework.

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The recommendations provided by Moosaa and Sajidb (2010) are very sensible for the company that operates in the environment of the global economy. Subverting the traditional myths about the functioning of entrepreneurship, they suggest the pattern that helps improve the TQM strategy to a considerable extent. The stage of envisioning is crucial for any company, including Sikorsky Aircraft, so that the essential objectives could be outlined. The strategizing and development stages, in their turn, are necessary to locate the tools that the goals can be attained with. The implementation and improvement of the approaches selected can also be traced easily in any successful organization such as Sikorsky Aircraft (e.g., promoting the use of specific digital tools to enhance the quality standards). Similarly, sustaining and abandoning the chosen practices are important for a successful business, yet the entrepreneurship under analysis may have issues with the identified concepts.

The stage requiring abandoning the ideas that have worn out their welcome, however, seems to be absent from the current framework of the organization. On the one hand, the decision to cling to the concepts that brought the firm to success several years ago might seem reasonable. On the other hand, the environment, in which Sikorsky Aircraft operates, is changing rapidly due to the consistent redesign of technology, management strategies, etc. Therefore, entrepreneurship has to keep up the pace with the above changes to remain relevant and retain its customers’ loyalty rates. The tendency to cling to the traditional framework is especially evident when it comes to considering the ideas that are potentially in conflict with the current system (Pyzdek, 2014).

In addition, it is imperative to reconsider the current approach to training staff members. Although the organization employees the principles of TQM efficiently, making sure that the latest standards for service quality should be followed, the team member needs additional instructions to train the necessary skills. Although the existing framework of teaching the new recruits the essential skills can be viewed as passable, it lacks the consistency and the motivation that a well-developed training program can provide. Once the employees receive encouragement for further professional development, they may develop the behavioral patterns that will prompt their further self-directed learning. In other words, once designed properly and introduced efficiently into the setting of the company, the training program may prompt lifelong professional and personal development of the company members.

Although the current TQM strategy used in the Sikorsky Aircraft Company can be deemed as legitimate, it is desirable that some of the points raised by Moosaa and Sajidb (2010), such as training courses and system stability, should be viewed closer. The current strategy deployed in the specified setting includes a range of elements mentioned by the authors of the article, especially the ones related to the promotion of the quality management methodology. However, the rigid system and the lack of training may be viewed as an impediment to the further progress of the organization. Therefore, the element of abandoning needs to be addressed in the future.

Reference List

Moosaa, K., & Sajidb, A. (2010). Critical analysis of Six Sigma implementation. Total Quality Management, 21(7), 745-759.

Pyzdek, T. (2014). Selecting and tracking Six Sigma projects. The Six Sigma handbook (pp. 178–234) (4th ed.). New York City, NY: McGraw‐Hill 4th Edition.

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