¶ … Sigma
The organization in question is American Express (NYSE: AXP), which is a credit card firm. The majority of the company's business is in issuing consumer credit cards, which are used to purchase a wide variety of goods and services. According to the company's latest annual report, it is also engaged in network services, merchant acquisition and processing, fee services, travel-related services, expense management products and stored value/prepaid products. The company operates globally, but the bulk of its revenues come from developed markets and in particular North America. The company had revenues of $32.8 billion in 2015, down from 2014 levels, and net income of $5.163 billion, also down from prior years. The company's ROE and ROA both declined in 2015 relative to the two prior years (2015 Annual Report).
Six Sigma Analysis & Recommendation
Six Sigma is a management technique that is primarily used to improve on processes, either in manufacturing or services, in order to reduce the error rate. Over time, the objective is to reduce the error rate to almost nil. As described, the "fundamental objective of Six Sigma is the implementation of a measurement-based strategy that focuses on process improvement and variation reduction through the application of Six Sigma improvement projects (iSixSigma.com, 2016). Initially Six Sigma projects are fairly big in nature, because there are major issues that can be identified with an organization's processes. Over time, Six Sigma projects become more incremental in nature, finding minor ways to make improvements to existing processes, until the objective of near nil error rates is achieved.
American Express has a few core competencies that distinguish it. One is marketing, because of the importance of ensuring...
Net). Over time Six Sigma will act as a catalyst for aligning the many processes, systems and strategies in the company to the customers that they rely on to survive. This transformation is exactly what the CEO of CommLab India is after when he ends the article with his quote about being market-driven (PR-USA.Net). By market-driven, he is saying that his company needs to get the customer at the center
organizations can adhere to simple frameworks structured with a purpose of attaining continuous improvement in its operations or its supply chain. These structured approaches aid and facilitate different aspects such as decision-making, problem solving, as also process enhancement. This paper discusses the existing interrelations between organizations that utilize structured frameworks for improvement together with their operational performance through case studies General Motors Company General Motors Company is a multinational company involved
Amazon.com A Strategic Assessment of Amazons' e-Strategies Amazon's remarkable ascent as one of the top online global retailers can be attributed to the foresight they had in creating a comprehensive distributed order management, Enterprise Resource Planning (ERP), Supply Chain Management (SCM) and e-commerce series of systems. The many other e-commerce sites that rose quickly with massive infusions of venture capital just as quick exited the market, flaming out due to a lack
Adding to the confusion is the need for creating a more stable set of quality management, audit and compliance systems and processes that can scale with the company over time. This latter point is why the use of Six Sigma, lean manufacturing, the adoption of an ERP system and the development of entirely new workflows for NC/CA and CAPA are taking place. The need for compliance and also the
Internal Business Process Perspective balanced scorecard turns attention aspects organization's operations possibility direct control managers employees. The balanced scorecard at Duke's Children Hospital In the context of a rapidly evolving society, the health care sector must also develop new mechanisms by which to keep up with the emergent changes and challenges. One example in this sense is represented by the implementation of business tools and techniques within the act of health
" In those manufacturers who are attaining lean enterprise-level performance, the cultures of their companies have become incredibly focused on metrics, and in fact the organizations themselves have become so metrically driven that the culture itself embraces the concept of measuring performance and improvement (Nash, Poling 2007). Lean positioned for cost cutting vs. customer-driven change. This is also a critical mistake many manufacturers make, and often becomes the main focus these
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now