Paper Sample on Lean Six Sigma Method Redefined

Introduction

Within the quality quandaries case study, it includes the different developments in quality engineering. The case study tries to solve the problem of prolonged throughput and processing time in invoicing consulting companies which increases personnel costs (Erdmann, Groot, & Does, 2010).

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The Goal of the Case Study

In consideration of the goal of the case study, the case study attempts to develop and redefine the Lean Six Sigma method to develop a redefined process that would improve the invoicing process of a consulting firm (Erdmann, Groot, & Does, 2010).

Reflection and a Brief Synopsis of Key Facts

Often, there has been challenges and issues with the invoicing process in a large business, and IT services companies, particularly with the prolonged throughput and processing time of invoices. According to the case study, it discusses an improvement project on the invoicing process in large companies defining that reduced throughput and processing time are an active process in quality engineering. However, before the problem is solved, it is critical to define and quantify the problem. By this, it includes the process comprising different phases, define, measure, analyze, improve, control (DMAIC) roadmap utilized in the Lean Six Sigma (Gijo, Scaria, & Antony, 2011). In a brief synopsis of the phases in the DMAIC roadmap utilized in the Lean Six Sigma, the define phase involves clearly defining the process that needs improvement by pointing out the project objectives, analyzing the potential benefits, and planning on the time frame. Within the measure phase, the deliver objectives in the define phase are operationalized, while the analyze phase considers the current performance of the CTQs is developed based on the data collected. In the improvement phase, it arrives at a number of the improvement actions causing the CTQs to satisfy their requirements, while the final phase (control phase) documents the improved process by creating a control plan, defining the responsibilities and roles, and organizing the continuous improvement (Erdmann, Groot, & Does, 2010).

Tools Used in the Case and their Appropriateness

In reflection of the concepts and tools used in the case, they can be divided according to the different phases. Within the first phase involving the define phase of the Lean Six Sigma project, it considers the process of invoicing consulting fees to involved clients. In the define phase, the Supplier, Input, Process, Output, and Client (SIPOC) model is used in defining the invoicing process, as shown in figure 1 below.

Also, another tool and concept used in the first phase consist of the number of full-time equivalents (FTEs), in connection to the invoicing process. In the second phase involving the measure phase that operationalizes the objectives, it includes different concepts and tools as well. The measure phase utilizes the critical to quality characteristics (CTQs) which include processing time, waiting time, and the number of mistakes (De Koning & De Mast, 2007). Also, in the phase, the concept of CTQ flow down is used, as shown in figure 2.0 below.

Correspondingly, the analyze phase comprises of different tools and concepts as well. The primary useful tool in the phase is the value stream map. In the tool used in the phase within the case, it divided the process into two major sections (Kemper, de Mast, & Mandjes, 2010).

Similarly, the improve phase has included different tools as used in the project. For example, the phase includes the use of the clarity of operating procedures and responsibilities tool is a critical influence factor that has been used. Also, there are other influence factors used in the case as concepts and tools. They include; the adequacy of information management, the correctness, and timeliness of timesheets, the effectiveness of inspections and checks, and finally the adequacy of computer systems. Based on the five influence factors used in the improve phase, the black belt concept has been applied as well. Further, the last phase of the DMAIC which is the control phase has accommodated and used all the utilized tools and concepts in the different phases to deliver a substantive result and conclusion to the case study in offering a new situation of the situation process to reduce the throughput and processing time in the invoicing as the companies would reduce personnel costs (Erdmann, Groot, & Does, 2010).

However, in consideration of the appropriateness of the tools and concepts used within the different phases in the case, most of them are appropriate. For example, the Supply, Input, Process, Output, and Client (SIPOC), full-time equivalents (FTEs), critical to qualify characteristics (CTQs), and the Value stream map are critical tools used in this case. It because they provide a basis for the different arguments on the different processes of the invoicing process. Moreover, the different concepts offer a significant development in the quality quandaries by creating an accurate evaluation of what improving the invoicing process of a consulting company includes. Also, the tools offer an avenue for evaluating how a company would reduce personnel or overhead cost by reducing the invoice throughput and processing time. In as much as there are different influence factors used in the project, they only deliver the arguments to the invoicing process without any mathematical considerations.

Additional Tools I would Include in this Project

However, in this project, there are various tools I would include Since the case study attempts to deliver the different ways the invoicing process can be developed to reduce processing time. First, I would include the use of technology through automation software in the project. A typical approach concerning invoice management processes begins for the delivery of a supplier invoice. Based on the process design as hand, the invoice needs proper identification, categorization, filling, and matching it against the PO as requested by the individual making the order. As the invoice undergoes the different stages in the invoicing process, the checkpoints are there to validate the invoice (Manista, McCormick III, & Perez, 2012). As a result, this has been amongst the different practices prolonging the invoicing process. In as much as identifying the problem is critical, a proper simplified method needs setting up. Thus, with the automation software in invoicing, this would ease the process by reducing the processing time.

Second, technology is developing at a tremendous rate; it means that the project should include other technological concepts and tools. A manual process of invoicing may, at some point exceed 15 levels and steps before the final posting is approved. Thus, the major problems concerning the prolonged processing of invoices could be based on the traditional model of invoicing in large companies. With technology, it has enabled the automation of invoice processing, starting from the delivery and arrival of the invoice to the posting of the invoice. Thus, I would include additional tools involving ERP systems since they would ease the entire process of developing and posting of invoices a superior of the traditional or manual posting process.

Achievement of the Project's Goal

As the project's goal was to minimize the throughput and processing time of invoices, in that clients would pay the invoice in proper time, and as soon as possible, where the company would also reduce personnel costs, one could say that the project goal was achieved. This is because the project provides a clear outline of how the DMAIC roadmap could assist in structuring the problem involving invoice processing time. Also, the project goal was achieved because the project analyses the numerous processes in the service industry and the define and measure phases in the Lean Six Sigma gives the direction to the details of the project (Erdmann, Groot, & Does, 2010). It means that, the solid structure and clear focus resulting from the use of the approach offering a step to step development offer and assist significantly in solving problems. Once the approach provides a different basis for the project, it delivers a black belt which helps in identifying the solutions quickly without significant complications. Hence, this development agrees with the goal of the project.

Things I would have Changed as the Project's Manager

If I were the project manager, there are various things I would have done differently. For instance, since the project directly looks into the DMAIC roadmap used in the Lean Six Sigma, I would have used the DMAIC roadmap differently. First, it is essential to understand the different concepts of Lean Six Sigma before narrowing down into the DMAIC roadmap. By this, it maintains that the project can be first described with the use of the Lean Six Sigma method, which outlines the different levels of invoicing. In the Lean Six Sigma, it relies on collaborative teamwork meant to improved performance by eliminating waste and other variations (Gijo, Scaria, & Antony, 2011). With that in mind, it is easier to understand the different phases in the DMAIC roadmap as described in the project.

Second, another thing I would have done differently is the process through which the project uses since it based most of the arguments, on the DMAIC roadmap. In consideration to the aim of the project, which involves reducing the processing time and throughput of invoices, enhancing suppliers receive money as soon as possible and the company to reduce costs, there are other approaches to the issue (Tang et al., 2007). For example, I would deliver the different reasons resulting in the long invoice processing time. Alongside the different reasons for long invoice processing time, I would provide the different interventions applicable to minimize the invoice processing time. However, I think the project has delivered sufficient information since it offers a computation of how the company would reduce personnel costs as one of the ways of minimizing invoice processing time.

Ideas for the Next Steps

As the project concludes, it offers the involvement of the Shared Service Center is reducing the number of mistakes involved with invoicing and different approaches to ensure implementation of the improvements delivered within the project (Erdmann, Groot, & Does, 2010). Thus, as an idea for the next steps as the solutions are easily found, I would consider the overall process of invoicing. By this, there are traditional processing methods and other modern methods utilized in determining the validity of invoices. As long as an invoice is valid, the company is obligated to maintain that the supplier is paid as soon as possible.

Automation of the invoicing process has been the latest intervention in speeding up the invoice processing time. Different companies need to consider the use of technology in involve processing by using systems such as the ERP systems. The advantages of using automatic invoicing process include reduction of mistakes, data resilience, and on-demand reports that are essential to reduce invoice processing time. In the automatic process, data is captured from the invoice and later sent into the systems against the matching purchases order (Manista, McCormick III, & Perez, 2012). Also, with the combination of CTQs, value stream map, and full-time equivalents (FTEs),...