Maple Leaf Foods: Leading Six Sigma Change Essay

1238 Words Oct 2nd, 2008 5 Pages
Case Study Analysis:
Maple Leaf Foods: Leading Six Sigma Change
Maple Leaf Foods: Six Sigma in 2002

From the title, “Maple Leaf Foods (A): Leading Six Sigma Change”, one could assume that the case study is about introduction and implementing of Six Sigma in Maple
Leaf Foods (MLF) company which is based Toronto, Canada. By observing through headings from the case study, one can predict that Bruce Miyashita, vice-president (VP)
Six Sigma of MLF, brings Six Sigma to MLF and he implemented it. Based on the introduction of the case study, it seems that Miyashita is having some problems with the issues that are related to Six Sigma, which had launched a year ago in MLF. Based on the conclusion, MLF has achieved in implementing Six
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Both McCain and Miyashita took time to plan out and test the changes within three of the 11 independent operating companies that make Maple Leaf
Foods. They were careful to educate the employees and show them the benefits of using
Six Sigma to improve business. Through careful planning and implementation, they were successful in creating a better, higher-skilled workforce and redefined the corporate structure for better quality and more effective processes for production.
MLF encountered many problems with implementing Six Sigma. The main problem was resistance to Six Sigma. The resistance took on many forms. One was statistical illiteracy among employees, lack of understanding of Six Sigma, another was fear of Six Sigma getting all the credit for fixing problems, or political opposition by employees based solely on misconceptions and bad past experiences. The company had to convert the resistors by selling Six Sigma. The first step they took was by bringing in an outsider, Bruce Miyashita, who had a black belt in Six Sigma and many years at other companies implementing Six Sigma, such as IBM and Bombardier. Miyashita took to implementing Six Sigma at MLF at slow, methodical pace. The first training sessions did not start until six months after he was hired. He did this because he felt that if Six Sigma had been announced and defined immediately, there would not have been enough

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