Promoting a change in an organization is a task that is fraught with numerous challenges. While providing a plethora of tools for making improvements in the designated setting, the Six Sigma framework needs support, which slight changes in the organizational environment and the overall course of the firm’s operations can facilitate. Although the current idea of Lean Six Sigma can be interpreted as a viable strategy that can be applied to improve the performance of a certain organization, the use of sustainability-promoting tools should be considered as a necessity in the context of the global economy.
According to the suggestions made in the table under analysis, the principles of sustainability should be adopted to the Lean Six Sigma framework in the context of the global economy environment. On the one hand, the above requirement seems rather valid given the significance of reasonable usage of resources for both the company and the stakeholders involved (e.g., the use of finite resources such as fuel). Therefore, the promotion of the above concept should be considered a necessity in the contemporary business environment (Pyzdek & Keller, 2014).
On the other hand, the introduction of lean principles and the concept of sustainability into the Six Sigma framework in the global economy will inevitably trigger an immediate hiccup in the company’s operations due to the numerous changes made to its design. Therefore, the process of facilitating change needs to be thought through prior to its implementation (Basu & Wright, 2012).
Furthermore, the focus on the needs of the target audience seems an essential addition to the set of strategies that entrepreneurship will able to adopt in order to integrate into the global environment successfully. One might argue that entrepreneurship may focus on the same denizen of the population (i.e., the same age group, gender, social tier, etc.) as it did in the home market. However, working in the environment of the global economy means appealing to people of all cultures; thus, it is imperative to identify the cultural specifics of the audience, therefore, eliminating the threat of being misunderstood (Arnheiter, Maleyeff, & Venkateswaran, 2010).
Therefore, the changes suggested by the authors seem quite legitimate in the context of the global market. Moreover, they are clearly inevitable as long as a company is willing to acquire new clients and become a success. Seeing that the target market requires being able to adjust to rapidly changing circumstances, it is crucial that a company should be able to adopt the lean strategies that will help it become efficient and at the same time provide it with the opportunities for a successful exit in case of a failure (Saquib, 2013).
Although the concept of the Lean Six Sigma already represents the framework that can be applied to a certain organization to improve its performance, it needs an update once a firm enters the environment of the global market.
Particularly, the elements allowing for an increase in the company’s sustainability should be viewed as an option, as suggested by the authors of the study. By focusing on the adoption of a sensible allocation and the following use of resources available, one is likely to attain a significant suggests and reduce the amount of waste produced, therefore, cutting costs. In this sense, the approach suggested for the application of the Lean Six Sigma approach in a global arena seems reasonable. Although the use of the framework may require further customizing, it is bound to affect a company positively.
Reference List
Arnheiter, E. D., Maleyeff, J., & Venkateswaran, V. (2010). Lean Six Sigma for the twenty-first century. London, UK Proceedings for the Northeast Region Decision Sciences Institute.
Basu, R., & Wright, N. J. (2012). Quality beyond Six Sigma. New York, NY: Routledge.
Pyzdek, T., & Keller, P. (2014). The Six Sigma handbook (4th ed.). New York, NY: McGraw-Hill.
Saquib, S. (2013). Business strategies and approaches for effective engineering management. New York, NY: IGI Global.