The authors hypothesize that “knowledge management will enhance the implementati

Question

The authors hypothesize that “knowledge management will enhance the implementation of Six Sigma by leading to improvements of quality programme results and sustainable competitive advantage.” Provide an example from your personal work experience or the business world where knowledge management helped enhance the success of Six Sigma initiatives, specifically for knowledge dissemination and responsiveness. I worked in an aerospace industry repair shop on military engines.

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Explanation / Answer

Knowledge Management

Six Sigma is used by many organizations to make sure there is work improvement in the organizations (Keller, 2005).Being a project that was employed by Bill Smith while working at the Motorola Company, it is one of the tools which have been used with the continued use of knowledge. Six Sigma is a technique that makes sure that we can identify defects in a process and minimize the issue of variables in the areas of manufacturing and business processes. In this paper is to focus on the how my working at the Joy Land Enterprises was able to capitalize on the implementation of Six Sigma by leading to improvements of quality results and sustainable competitive advantage. While working here, we were able to make sure that, out interests was to use knowledge management focusing majorly on the knowledge dissemination and responsiveness (Keller, 2005).

An organization can gain a sustainable competitive advantage if there can use the knowledge management. While at Joy Land Enterprises, we focused majorly on the improvement of quality. To ensure that there was a continued knowledge dissemination, we were able to make sure that the customer needs were a necessity for the reasons of satisfied them. There was also need to do a well-structured measure for out our marketing of the supplies services and therefore we had to focus on the exact information we needed. While our customers were able to get what they needed, we have to keep a record of any best practices (Taghizadegan, 2006).

Knowledge responsiveness involves being able to be able to understand the customers and using the information they have to enable organization being able to offer better service (Bailey & Clarke, 2000). Customer service satisfaction and retention are what matters here. Being a party to the six sigma in this stage, out interest was to make sure that, we offered survives that had them satisfied. Our focus based on six sigma was to know how what made our patients unhappy, how fast we responded to the customer needs, and we could attend to the concerns the customers raised. For six sigma, there was a need to have these ideas being out in shape and effectual impact on how each team could benefit.

Six Sigma uses two methodologies to make sure that some of the practices are working well to the success of the organization. There is also need to make sure that, as a group we can use the DMAIC and DMADV acronyms which have phases and direct influence on knowledge manage. According to (Bailey & Clarke, 2000), with the definition of the acronyms, the Six Sigma on defining, designing, measuring, analyzing, improving, controlling and verifying the system. As a company ,we had the chance to make a concrete decision on some functions. Being a measure of knowledge dissemination and responsiveness, we were able to set different goals we needed. For example, our company believed in developing and designing alternatives to problems we faced. At some point, workers went on go slow on issues of compensation, as an organization, we were able to make sure that, we defined the problems, designed the alternatives through analysis and later verified models that can offer solutions.

In summary, the experience of using six and its implementation of it leads to improvements in quality programs. The main issue of this concern is to take advantage of the different knowledge management measures. While we tried it at Joy Land Enterprises, it has been working well. Six Sigma is a good measure to be used by organizations if they are to have a sustainable competitive management.

References

Bailey, C., & Clarke, M. (2000). How do managers use knowledge about knowledge management? J Of Knowledge Management, 4(3), 235-243.

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