Introduction
The case is about Six Sigma which is a management strategy which seeks to improve the quality or process outputs by identifying the errors and removing the defects. The case explains on how “3M” adopted this strategy as a key lever for the firm to become more competitive. 3M was found in 1902 in Minnesota. In 2000, 3M was diversified company with leading market share in electronics, telecommunication, industrial, consumer and office, healthcare, safety and many other markets. The company had operations in 60 countries and it served in nearly 200 countries. New appointed Chairman, CEO W. James McNerney Jr. applied the concept of Six Sigma to 3M in order to improve customer satisfaction and cost savings. A black belt in Six Sigma was assigned for its implication in Six Sigma. A Six Sigma project typically lasts for six months. For existing projects, five-step DMAIC model was used and for new projects, DFSS was used. In existing ones, DMAIC model was inculcated in selected processes. In new projects, with the help of DFSS, the product was designed according to the customers’ requirements and for risk reduction in the design-process tools like quality function deployment and computer simulation for design characteristics were used. The super “Y” identified for 3M are DSO, inventory and commercialization cycle time. Six Sigma is a uniform process used by employees, customers and suppliers to improve efficiency, reduce cost and time, increase cash flow and satisfy customers. $1 billion investment was made in R&D and was expected to yield profit more than the investment. 3M plans to introduce e-productivity for better connection with its customers. Six Sigma is meant to satisfy customer driven expectation and hence its adaptation in 3M is significant. Through incorporation of Six Sigma in the “DNA” of the company is 3M’s future plan and its senior