In the following critical essay, we will utilize a ten-point checklist to evaluate an article entitled Measure the Immeasurable: The World of Smell and Taste (“MIM”). This ten-point checklist has been applied against Six Sigma project case studies. MIM is not a case study by definition, but more of a look at industries’ use of new electronic measurement techniques and the influence they can have on and the opportunities they present to companies and teams using the DMAIC. More specifically, MIM explores the food and drink industries’ primary soft critical-to process elements, smell and taste, and the benefits and prospects of using E-nose and E-tongue technology to measure these CTQs. Since the MIM case is not presented as a Six Sigma
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Discriminating factor analysis (DFA) modeling
5. Improve Phase:
a. None
6. Control Phase:
a. Case suggests the use of the following in this phase:
i. Soft independent modeling class analogy (SIMCA) for good/bad discrimination ii. Partial least square (PLS) models iii. Statistical process charts (SPC) for monitoring process over time
For this criterion, because there was no project or goals, the use of important and standard Six Sigma tools and statistical analysis was not warranted. As such, we give this a N/A grade as measured against this criterion.
The third criterion used when evaluating the success of a Six Sigma project is its degree of active sponsor management. For this criterion, because there was no project, there was no sponsor nor specific business goals to be woven into expected business results if project goals were met. As such, we give this a N/A grade as measured against this criterion.
The fourth criterion used when evaluating the success of a Six Sigma project is the level of active engagement of the entire Six Sigma team during the course of the project. For this criterion, because there was no project, no specific project team is cited throughout the various DMAIC phase, so there could be no mention of work distribution, or their understanding of the process, level of enthusiasm, and regard of a team leader. As such, we give this a N/A grade as measured against this …show more content…
Although not out rightly stated, it is our opinion that the use of technology, in general and the use of E-nose and E-tongue in the MIM case, inherently allows for the more comprehensive and accurate storage of pertinent project detail from which future teams and projects can more easily springboard off of. As such, we give this a Medium grade as measured against this criterion. In summary, the results of our critique of the DMAIC project using the criteria previously outlined are as
Discriminating factor analysis (DFA) modeling
5. Improve Phase:
a. None
6. Control Phase:
a. Case suggests the use of the following in this phase:
i. Soft independent modeling class analogy (SIMCA) for good/bad discrimination ii. Partial least square (PLS) models iii. Statistical process charts (SPC) for monitoring process over time
For this criterion, because there was no project or goals, the use of important and standard Six Sigma tools and statistical analysis was not warranted. As such, we give this a N/A grade as measured against this criterion.
The third criterion used when evaluating the success of a Six Sigma project is its degree of active sponsor management. For this criterion, because there was no project, there was no sponsor nor specific business goals to be woven into expected business results if project goals were met. As such, we give this a N/A grade as measured against this criterion.
The fourth criterion used when evaluating the success of a Six Sigma project is the level of active engagement of the entire Six Sigma team during the course of the project. For this criterion, because there was no project, no specific project team is cited throughout the various DMAIC phase, so there could be no mention of work distribution, or their understanding of the process, level of enthusiasm, and regard of a team leader. As such, we give this a N/A grade as measured against this …show more content…
Although not out rightly stated, it is our opinion that the use of technology, in general and the use of E-nose and E-tongue in the MIM case, inherently allows for the more comprehensive and accurate storage of pertinent project detail from which future teams and projects can more easily springboard off of. As such, we give this a Medium grade as measured against this criterion. In summary, the results of our critique of the DMAIC project using the criteria previously outlined are as