The Sikorsky Aircraft: Criteria Selection Matrix

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The Sikorsky Aircraft: Criteria Selection Matrix

Table of Contents

Introduction
Analysis
Conclusion
Reference List

Introduction

As the analysis of the root causes affecting the quality assurance processes at Sikorsky Aircraft has shown, there are six primary issues that need to be addressed (Kubiak & Benbow, 2009a). These include defining the approach toward the decision-making process and the problem-solving one, locating the means of enhancing skills acquisition and the promotion of skills training, managing the problems that the staff may have with the new leadership style, creating an elaborate strategy of staff recognition, and changing the employees idea of information management (Kubiak & Benbow, 2009b).

Although both models seem to offer a plethora of tools that reinforce the processes mentioned above, the Pugh Matrix seems to be the most adequate framework to use as it does not restrict the company to the choice of a single strategy and, instead, allows for a flexible approach toward problem management.

Analysis

The Criteria Selection Matrix could be deemed as a rather useful addition to the array of management approaches used at Sikorsky Aircraft. Indeed, it helps build a strong connection between the elements included in the analysis (Kubiak & Benbow, 2009c).

As a result, the way, in which the external and the internal factors affect the companys progress, in general, and the development of certain issues in the QA Department, in particular, can be identified. In addition, the fact that the framework under analysis can be updated on a regular basis should be considered an essential advantage that will help maintain the data flow uninterrupted. Consequently, the companys progress can be registered in a fast and efficient manner (Kubiak & Benbow, 2009d).

It should be noted, though, that the Criteria Selection Matrix has certain problems. First and most obvious, the fact that the framework does not allow choosing several solutions for a specific problem needs to be brought up. In addition, despite being based on a seemingly simple rule of the thumb, the model incorporates a network of quite convoluted calculations, which are bound to cause certain confusion in the QA process (Kubiak & Benbow, 2009e).

The Pugh Matrix, in its turn, offers more opportunities as far as the selection of the strategies is concerned. In addition, the approach in question helps rank the solutions identified in accordance with the effect that they will supposedly have on the companys progress. Therefore, the matrix can be used to create a classification of the strategies that will help locate the one which will serve as the perfect tool for managing a particular conflict or come up with a solution to a certain dilemma (Kubiak & Benbow, 2009f).

Therefore, it seems that the Criteria Selection Matrix should be dismissed in favor of the Pugh Matrix. Although both frameworks can be deemed as rather efficient when applied to address unique problems, the scenario that the members of the QA Department at Sikorsky Aircraft will have to deal with requires the use of the Pugh Model. It is desirable that the QA manager and the QA team should be involved in the decision-making process. When determining the solution, the participants should avoid collecting a large amount of quantitative data. Thus, the identification of the best solutions possible will become a possibility (Kubiak & Benbow, 2009g).

Conclusion

Although both models can be considered rather good choices for identifying the solution to the Xs located during the analysis, it seems that the application of the Pugh Matrix will allow for more flexibility and independence in choosing the appropriate strategy. More importantly, the matrix can be applied after the VOC data is retrieved; thus, premises for an impressive increase in the companys performance rates can be created. Although both frameworks seem applicable in the target environment, Sikorsky Aircraft will benefit more from the Pugh Matrix.

Reference List

Kubiak, T. M., & Benbow, D. W. (2009). Chapter 28: Design of experiments. In The Certified Six Sigma Black Belt handbook (2nd ed.) (pp. 294-331). Milwaukee, WI: ASQ.

Kubiak, T. M., & Benbow, D. W. (2009). Chapter 29: Waste elimination. In The Certified Six Sigma Black Belt handbook (2nd ed.) (pp. 332-336). Milwaukee, WI: ASQ.

Kubiak, T. M., & Benbow, D. W. (2009). Chapter 30: Cycle-time reduction. In The Certified Six Sigma Black Belt handbook (2nd ed.) (pp. 337-341). Milwaukee, WI: ASQ.

Kubiak, T. M., & Benbow, D. W. (2009). Chapter 31: Kaizen and Kaizen Blitz. In The Certified Six Sigma Black Belt handbook (2nd ed.) (pp. 342-343). Milwaukee, WI: ASQ.

Kubiak, T. M., & Benbow, D. W. (2009). Chapter 32: Theory of constraints. In The Certified Six Sigma Black Belt handbook (2nd ed.) (pp. 344-346). Milwaukee, WI: ASQ.

Kubiak, T. M., & Benbow, D. W. (2009). Chapter 33: Implementation. In The Certified Six Sigma Black Belt handbook (2nd ed.) (pp. 347-350). Milwaukee, WI: ASQ.

Kubiak, T. M., & Benbow, D. W. (2009). Chapter 34: Risk analysis and mitigation. In The Certified Six Sigma Black Belt handbook (2nd ed.) (pp. 351-356). Milwaukee, WI: ASQ.

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