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An Integrated Design for Six Sigma-Based Framework To Align Strategy, New Process Development, and Customer Requirements In The Airlines Industry

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Date Issued:
2016
Abstract/Description:
When organizations create new strategy maps, key new processes are often identified. This is important for organizations to stay competitive in the global marketplace. This document describes the development, implementation, and validation of a framework that properly aligns and links an organization's strategy and new process development. The proposed framework integrates the Balanced Scorecard management system (BSC) and the Design for Six Sigma (DFSS) methodology, leveraging their strengths, overcoming weaknesses, and identifying lessons learned to help bridge the gap between strategy development and execution. The critical-to-quality conceptual model is used as an integrative component for the framework. Literature search has resulted in little or no research into the development of similar frameworks. To demonstrate and evaluate the effectiveness of the framework in a real-world environment, a case study is carried out and implemented successfully. As the case study progressed, cycle time as a performance indicator was estimated and showed progression towards the targeted strategic objective. The developed framework helps decision-makers seamlessly transit from a strategic position to process development linking strategic objectives to the critical-to-quality features. This comprehensive framework can help move organizations from where they currently are to where they want to be, laying the background needed for customer satisfaction and breakthrough performance.
Title: An Integrated Design for Six Sigma-Based Framework To Align Strategy, New Process Development, and Customer Requirements In The Airlines Industry.
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Name(s): Alghamdi, Mohammed, Author
Elshennawy, Ahmad, Committee Chair
Rabelo, Luis, Committee CoChair
Lee, Gene, Committee Member
Ahmad, Ali, Committee Member
University of Central Florida, Degree Grantor
Type of Resource: text
Date Issued: 2016
Publisher: University of Central Florida
Language(s): English
Abstract/Description: When organizations create new strategy maps, key new processes are often identified. This is important for organizations to stay competitive in the global marketplace. This document describes the development, implementation, and validation of a framework that properly aligns and links an organization's strategy and new process development. The proposed framework integrates the Balanced Scorecard management system (BSC) and the Design for Six Sigma (DFSS) methodology, leveraging their strengths, overcoming weaknesses, and identifying lessons learned to help bridge the gap between strategy development and execution. The critical-to-quality conceptual model is used as an integrative component for the framework. Literature search has resulted in little or no research into the development of similar frameworks. To demonstrate and evaluate the effectiveness of the framework in a real-world environment, a case study is carried out and implemented successfully. As the case study progressed, cycle time as a performance indicator was estimated and showed progression towards the targeted strategic objective. The developed framework helps decision-makers seamlessly transit from a strategic position to process development linking strategic objectives to the critical-to-quality features. This comprehensive framework can help move organizations from where they currently are to where they want to be, laying the background needed for customer satisfaction and breakthrough performance.
Identifier: CFE0006246 (IID), ucf:51079 (fedora)
Note(s): 2016-08-01
Ph.D.
Engineering and Computer Science, Industrial Engineering and Management Systems
Doctoral
This record was generated from author submitted information.
Subject(s): Strategy -- Balanced Scorecard -- BSC -- Design for Six Sigma -- DFSS -- DMADV -- Critical to Quality -- CTQ -- New Process Development -- NPD -- TQM -- Alignment -- Integration -- Key Performance Indicator -- KPI -- Customer Satisfaction -- Customer Requirements -- Performance -- Airlines
Persistent Link to This Record: http://purl.flvc.org/ucf/fd/CFE0006246
Restrictions on Access: campus 2021-08-15
Host Institution: UCF

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