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Staff Efficiency and Strengthening Corporate Values

Focusing on consistent quality improvement is one of the essential steps toward enhancing the overall performance rates of entrepreneurship and, therefore, contributing to the success of a company in the target market. Therefore, it is crucial that a firm operating in the manufacturing department could be able to follow the increasingly demanding CTQs. As the organization that provides vehicles for corporate and personal usage, the Sikorsky Aircraft Company must make sure that the CTQs should be met, which can be accomplished by training the staff’s skills so that the employees could acquire new competencies, as well as reinforcing the corporate values and stressing the significance of the satisfaction of all stakeholders involved, including customers and staff members.

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To improve the staff’s performance, one will have to consider the DMAIC framework suggested by Thomas Pyzdek (Kuubiak & Benbow, 2014a). Thus, the foundation for applying the required changes successfully can be created. Seeing that the framework mentioned above implies a gradual introduction of the participants to a new set of principles, it will be easy to shape the target audience’s organizational behavior correspondingly.

First, the corporate philosophy will have to be shaped slightly so that the significance of promoting staff satisfaction could be emphasized. The step mentioned above is essential as it serves as the means of boosting the employees’ motivation rates. The redesign of the Employee Benefits Package and the inclusion of the corresponding training courses that will help improve the repeatability and reproducibility processes in the context of the corporate setting must be viewed as the next essential step to take (Pyzdek & Keller, 2014).

As soon as the design stage is over and the employees are introduced to the new concept of operations, the tool for measuring their success should be applied. In the specified scenario, one should apply the measurement tool devised before the training implementation. The measurement process will have to include the analysis of both qualitative and quantitative factors so that a comprehensive overview of the current situation and the changes in it could be retrieved.

The subsequent analysis will have to include a comparison of the previous performances and the current one. The improvement, in its turn, will require that the emergent issues should be addressed accordingly. It is expected that the communication issues are going to be a recurrent source of concern as the entire foundation of the corporate philosophy will have to be redesigned. Particularly, a more open approach to the process of concern will have to be used so that the employees could spell out the issues that trouble them (Kubiak & Benbow, 2014b).

Eventually, the control phase must be implemented. While seemingly complicated, the process of supervising the employees’ progress can be carried out with the help of a set of tests aimed at detecting the possible issues related to the management of the QA processes, communication among the team, members, etc. (Kubiak & Benbow, 2014c).

By shifting the focus to the provision of the required information to the employees and enhancing the importance of successful communication, as well as the use of conflict-solving techniques, the QA Department of the Sikorsky Aircraft Corporation is going to create the environment for the staff members’ rapid progress. Fostering both professional and personal qualities that will serve as the foundation for building responsibility and corporate loyalty, the managers will be able to increase the overall productivity and enhance quality.

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Reference List

Kubiak, T. M., & Benbow, D. W. (2014a). Chapter 15: Voice of the customer. In The Certified Six Sigma Black Belt handbook. (2nd ed.) (pp. 62-70). Milwaukee, WI: ASQ Press.

Kubiak, T. M., & Benbow, D. W. (2014b). Chapter 16: Project charter. In The Certified Six Sigma Black Belt handbook. (2nd ed.) (pp. 71-74). Milwaukee, WI: ASQ Press.

Kubiak, T. M., & Benbow, D. W. (2014c). Chapter 17: Project tracking. In The Certified Six Sigma Black Belt handbook. (2nd ed.) (pp. 75-78). Milwaukee, WI: ASQ Press.

Pyzdek, T., & Keller, P. (2014). Teh Six Sigma handbook. Upper Saddle River, NJ: Prentice Hall.

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