The Finance and Six Sigma Quality Connection Research Paper

The Finance and Six Sigma Quality Connection - Research Paper voiceAccording to the study conducted while operations management was being cargonfully studied to play the efficient, modify function to separate business functions, the field had been enabled by several highly-interrelated business functions. Pursuant to any usable implementation, cost analyses, which are tasked to the fiscal department, are used to assess the implementations financial spin-offs. Operation managements Six Sigma Quality was not exempted from these analyses. Businesses planning to employ or implement the Six Sigma Quality name to set an acceptable cost reduction ratio, estimate the incurring implementation costs and resultant cost-savings, and assuage these figures to postulate or invalidate the operational implementation. Collectively, the organization does not just want to see the good in operational efficiency, quality, or quantity it also wants to make sure that Six Sigma Qualitys implementatio n is cost-wise and a significant cost-saver. The recent craze in adopting the Six Sigma Quality on other business functions, such as financial management, is rapidly progressing. For instance, Ansari et al.s Application of Six-Sigma in Finance A Case Study explored the nature of the applicability of Six Sigma Quality to the five core processes of defining, measuring, analyzing, improving, and controlling. In the financial process of department-based financial reporting, the define human body implicates the necessity and importance of a standardized process that is unmortgaged of non-economic value added steps.... cost and financial planning for all business divisions, and identifying all nonvalue added and confusing steps to lop reporting cycle time and cost (5-6). In other words, in the financial process of department-based financial reporting, the define frame implicates the necessity and importance of a standardized process that is cleared of non-value added steps. Measure. In this phase, it is life-or-death that a clear documenting and consistent monitoring covers the department-based financial reporting process to avert from providing opportunities for nonvalue added activities such as errors, excess movement, additional IT training and maintenance costs, inconsistent data, and waiting time from decrementing the process value (Ansari et al. 6). Thus, the documentation and monitoring of the financial process safeguards the whole process through providing substantial data or figures to measure progress and conduct the next analysis phase. Analysis. This phase should be able to pinpoint the equiprobable operational inefficiencies in the financial process. These inefficiencies may include but are not limited to the lack of complete firm cost and financial plans, as well as the existing, multiple sources of data and databases (Ansari et al. 7). Overall, this phase should be sufficient in enlightening the finance department the nature of the inefficienc ies involved, the inherent levels of impact, the sector nigh affected by the impact, as well as specific process-parts for improvement. As soon as these things are shed light and well-understood, the phase makes room for the next phase, the improvement phase. Improve. This phase is relatively a two-fold phase while it looks at the direct or actual improvements conceived out of the previous